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Published byJoseph Tugman Modified over 8 years ago
Towards Locality Needs Assessment Harnessing what we know Working in partnership to improve outcomes for service users and Stockport’s communities Stuart Cowley- Head of Modernisation, A&C Emma Dowsing- Research and Intelligence Manager, A&C
Using information more - adding value, examples from the JSNA Using quality locality-based information – the devil is in the detail The four areas - test your knowledge! Current social care use Current demographic drivers of demand Demand projections Links to Health and Wellbeing partnership and World Class Commissioning Next steps Contents
Unprecedented availability of information DH and others require us to have clear processes for making evidence-based decisions Information supports a robust and transparent process for prioritisation and service change Partnership organisations able to jointly view information about our ‘customers’ behaviours and needs Using information more adding value, examples from the JSNA
The JSNA collected a wide range of data –Summarised in a comprehensive set of documents –Priorities emerging from the analysis adopted by the H&WP Carers digests supported strategy development Number of digests supported AOT strategy Life course analysis as part of obesity strategy development Using information more adding value, examples from the JSNA
Older people’s pilot – key findings Projected rapid Older People’s population growth (esp. over 85’s) Indicated high numbers of people with low levels dementia Rise in emergency admissions, especially short lengths of stay Using information more adding value, examples from the JSNA
Older people’s pilot – key findings Higher proportion of older female carers and men are more likely to have a carer Fewer Older People in Stockport die at home Showed men as more likely to be admitted to hospital but less likely to take up a social care service Using information more adding value, examples from the JSNA
Older people’s pilot – feeding into further work Identified a key to gather the voice of Older People through All Our Tomorrow’s, LINks and Anticipating Future Needs work. Increased our understanding of the experiences of older people accessing social care. Development of the Older People’s work plan to address the JSNA findings – including dementia as part of the older people’s joint commissioning strategy. A number of work streams developed to review local service provision arrangements in light of the findings e.g. Older People’s Mental Health and a Day Services review. Using information more adding value, examples from the JSNA
Using quality locality-based information the devil is in the detail Our population is not consistent across the borough, small areas have their own character. Everyone is an individual, but areas have clusters of people with similar needs and desires. Local knowledge will help us to design and implement the services they want. Local knowledge will help us understand and prepare for small area population changes and changes in expectations. Working closer to and with local population will encourage local innovation to meet local issues and needs.
And now for the quiz!
So what? Poor health affects disadvantaged individuals more. Different groups of the population may require more support, or different delivery methods to help them access the full range of treatment and prevention services. Initiatives to improve health, reduce inequalities and maintain independence will need to start in the working age population in the most deprived communities as 30% of people in these areas will die before they reach their 65th birthday. Social marketing for social care?
So what? Older people have greater health needs. The over 65s already represent a significant 17% of the population (48,200). In the next 5 years there will be an additional 2,700 people aged 65 and over and 700 aged over 85. The prevalence of long term conditions will increase and will contribute to unhealthy life expectancy. Dimensions of need though slightly different than for other ‘inequalities’, need to demonstrate this kind of understanding to ensure don’t lose out where other resources are targeted to priority areas of deprivation
Health and Wellbeing Partnership 10 priorities for improvements, 5 for population public health (obesity / alcohol / smoking / mental wellbeing / sexual health). 5 for ‘specialist’ care groups (children, adults of working age, mental health, older people, carers). All seen as part of wider commissioning system, with broad responsibilities for all Social care through FACS and prevention at the heart of that system, but to improve outcomes need to make links in localities in both directions NR, Env Health, CD through to PCT provider, GPs, acute
Health and Wellbeing Commissioning Social work role, through personalisation agenda, assisting people with their lives, as ‘micro-commissioner’ Need to better understand communities in localities, other agencies and professionals and what they provide, feed into market development Variations and patterns in need and service activity (e.g. hospital admissions, care pathways, innovative vol orgs, etc.) a good way to better understand what might be possible working as part of wider system Social work intelligence to feed into broader strategic look at ‘what works’ – some chance to influence more joint ownership (and resourcing) of social models of support Not underestimating that making this work in reality is not without challenges!
Next steps JSNA next phase; locality needs assessment Need to build our understanding of levels of needs, service activity levels, resources Can we use locality needs assessment at whether balance of social care funding is right for localities? Can locality intelligence help us achieve mix of consistency with ability to innovate / change pathways? Working with operational, finance, performance, research and PCT colleagues on this Opportunities for better joint understanding (PCT ‘family’, adult social care, police (childrens?!)) Social care in localities at forefront of this thinking – well placed to lead in partnership to a richer understanding of the opportunities
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