Supporting Lives,

Connecting Communities

The Suffolk picture:

Mainly rural with around 730,000 people

A mix of wealth and deprivation.

Adult & Community Services (ACS) spends £264m

£63m funded externally.

Approx 13,000 customers having a funded

care service.

Demand is increasing

Forecast around £5.2m pa net

increase across all customer

groups.

Includes high and very high

needs older people based on

population and other factors,

which shows an average growth

of over 3% per year.

Backed up by actual number of

customers who have had a

service during the year

increasing by an average of

over 5% per year over a 4 year

period.

17,000

18,000

19,000

20,000

21,000

22,000

23,000

2012 2013 2014 2015 2016 2017

Total Number of Older People in Suffolk with High & Very High

Needs

0

1000

2000

3000

4000

5000

6000

2008-09 2009-10 2010-11 2011-12 2012-13

Total Number of Older People who had an ACS service in year

Savings Challenge Ahead

£120m

The directorate has a successful record of delivering

on savings but this is becoming increasingly difficult.

Beyond 2014/15, the Council needs to save £120m

over the next 3 years.

This means: no net increases in funding for

demand pressures over the next

3 years,

likely further pressure on

housing related support,

grant payment reductions

expectations of significant

savings from working closer with

Health ie via the Better Care

Fund.

Our response: Supporting Lives, Connecting Communities (SLCC) • It transforms how social care operates

• Focuses on how to help people be more independent and

better supported by the community around them.

• Uses advice and local knowledge so that paid for care is

given to fewer people.

• Our aim is to encourage:

• independent lives, within resilient communities

• optimum, affordable help at the right time

• A focus on re-ablement and independence

How the SLCC model works

Help To Help Yourself

Accessible, friendly, quick, information, advice, advocacy, universal services to the whole community, prevention

Help When You Need It

Immediate short term help, reablement, intensive support to regain independence, minimal delays, no presumption about long-term

support, goal focussed, integrated.

On-Going Support for Those who Need it

Self directed, personal budget based, choice and control, highly individualised

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SLCC and Efficiency: The Theory

Tier one: building on people’s assets and strengths, and those of their

community – rather than diversion (nothing) or formal expensive care.

Maintaining ‘people getting on with their lives’ for as long as possible.

Tier two: timely, immediate joined up support aimed at the key changes that

need to happen for someone at risk or in crisis to regain

independence. Mandatory alternative offer to ‘services’. Never plan

long term for people in crisis. Never make decisions about resi/nursing

care when people are in hospital beds.

Tier Three: An affordable personal budget – protected by a significant

contingency, but only for those who really need it – and maximum

choice and control to gain optimum effectiveness and value.

SLCC – Other Strands of the model Commissioning for SLCC- How we move from commissioning for old

world to new world- Home Care contracting arrangements

IT Making Social Work Technology fit for 21st Century practice

Information- Developing fit for purpose Information Strategy with

partners

Community Development Our Place, Locality response, including

local politicians influence, VCS, Local District and Borough Councils

Assistive Technology- Building confidence in what AT offers in teams

and with customers, creating AT champions

Working with Health To create and design future Reablement,

Recovery Rehabilitation support service

SLCC Progress

Journey so far • April 2012: proof of concept

• Autumn 2012: scale up and testing

• Summer 2013: three month whole model test in West Suffolk.

• Autumn 2014: all teams operating SLCC model

Next steps September 2014:

• Making SLCC business as usual for everyone

• Using Health and Social Care Integration alongside the model

• Care Bill priorities into overall model implementation.

• All areas working towards local transformation plan delivering the

same ‘end state’.

What people tell us

SLCC works for people and for practitioners.

“There has never been a strategy that has been more

accepted by the majority of our social care staff.

We also know that it resonates well with partners and

enables us to behave with people in ways that are

empowering and enabling.”

Social Care Manager

Impact of SLCC

Waste More than 40% of all contacts represent failure demand. 60% of

these should and could be directed elsewhere.

Taking out this waste would create capacity within teams.

This could then have a greater knock-on efficiency in the system.

Short Term Enablement Plans (STEP) We offer people a STEP, and,

If you have a STEP you have a good (60%) chance of not having

recurring support 4 months later.

It’s the STEP that makes the difference. If you are one of the 30%

of people who had a tier 2 conversation but no STEP you have a

good chance of still having a recurring package 4 months later.

STEPs appear to be preventing increase in recurring costs after a

crisis.

Impact of SLCC

Reduced residential care in Suffolk

• There has been a reduction of 4.1% older people receiving

residential care activity over the last 2 years.

Continuing challenge with home care

• There has been an increase of 4.6% older people receiving home

care services.

Redesigning our processes

• Collecting income, managing direct payments, organising care

recording processes.

Tracking activity and cost

• Weekly sessions at individual team (cluster) level, financial

forecasting and trends - later graphs

Savings are achievable and can be built on.

*

* New customers in SLCC pilot areas

* New and existing customers in SLCC pilot areas