Post on 13-Jan-2022
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Adult Social Care Business Plan. 2020/2021
“Together we can deliver a better quality of life
in Southwark”
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Our Vision for Adult Social Care
“Members of our community can access high quality information, advice and coordinated
community services that prevent, reduce and delay their needs for social care support. Adults with
eligible support needs and their carers have access to services which maximise independence and
choice, and enable them to live healthy, safe and fulfilling lives in their community”.
In the previous Business Plan my predecessor noted the unprecedented financial challenges that
the council has had to weather. We can be proud of how we have navigated these challenges. We
have continued to invest in our communities, our workforce and also our infrastructure.
The majority of my tenure as Director for Adult Social Care so far been spent leading the division
through the COVID-19 pandemic. For many of you these have been both professionally and
personally challenging times. I have been immensely impressed (although not at all surprised) by
the commitment of our workforce. It is telling that we are still able to deliver the range of services
that we do, to continued high levels, even during these difficult times. We know our services make
a real and positive impact on the lives of our service users because they tell us so. Adult Social
Care interventions save lives and make lives better.
The pandemic has presented opportunities as well as challenges. Like local authorities up and
down the country we have had to work in new ways. We have had to consider how we can utilise
technology to achieve better outcomes. We have had to be innovative. Where we have achieved
positive outcomes through these new ways of working it is important that we maintain the positive
momentum once things return to ‘normal’.
This document sets out our vision and priorities for the period April 2020 to March 2021. Many of
the goals set out in this business plan have been carried over from the 2018/19 – 2019/20 plan so
the document will have a familiar look and feel. We plan on undertaking a larger scale review for
the period 2021 and beyond, we will use this review to consider the lessons from the pandemic,
and also learn more from residents and staff about their priorities. We will also take the opportunity
to more closely align our business plan to the soon to be revised Council Plan.
I want to thank you for the invaluable work that you do and your ongoing efforts. We are only able
to carry on, to realise the council’s vision, and that of adult social care, through your hard work and
commitment.
Pauline O’Hare. Director Adult Social Care
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Adult Social Care – Vision and Strategic Priorities
Together we can
deliver a better
quality of life in
Southwark
Workforce. Establish a Workforce
Strategy which promotes a
strengths-based culture spanning
all levels of staff structure and
covering all areas of work across all
service areas, supported by
continuing professional
development as steered by Social
Work and Occupational Therapy
Professional Leads.
Preventative Services. Develop
hub model to be delivered via
Southwark’s voluntary and
community sector, in order to
enable people to remain
independent, improve or maintain
their wellbeing, and to prevent/
reduce the need for the provision of
statutory support by the council.
Community and Accommodation
Based Support. Utilise effective
and efficient community and
accommodation based services
that improve and maximise
people’s independence in
collaboration with placements and
commissioning.
Ensure value for money and
quality is at the heart of service
provision. Deliver services within a
reduced budget while ensuring high
quality, effective and efficient
services worthy of Southwark
residents.
Service Redesign. Work with our
partners to develop pathways
across the whole health and social
care system to improve and
maximise independence, maintain
and/or improve wellbeing, and
reduce the need for hospital and
long term care.
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Goal Deadline Why this goal is important Sponsor Lead
1. Workforce. Establish a Workforce Strategy which promotes a strengths-based culture spanning all levels of staff structure and
covering all areas of work across all service areas, supported by continuing professional development as steered by Social Work and Occupational Therapy Professional Leads.
1.1 Embed a strengths-based model across all areas and all levels of work including management, supervision, practice and all contacts with service users and carers.
Dec 2021 Delivering the ASC vision requires a confident, capable and well-trained
workforce which is at the forefront of empowering people to have
independence and choice, and enabling them to stay healthy and active.
Recruitment and retention will continue to be a priority to ensure that
people with the right potential are recruited to adult social care, and are
retained. The development of a workforce with the right skills, knowledge,
values and attitudes to provide high quality social care is a priority.
Wendy McDermott
Annie Ho/ Hannah Moorhouse
1.2 Promote and maintain oversight of workforce development including comprehensive learning and development offer for staff, staff progression and retention, and practice development
Dec 2021 Wendy McDermott
Annie Ho/ Hannah Moorhouse
2. Preventative Services. Develop a hub model to be delivered via Southwark’s voluntary and community sector, in order to
enable people to remain independent, improve or maintain their wellbeing, and to prevent/delay/reduce the need for the provision of statutory support by the council.
2.1 Develop and launch the disability hub delivered out of Southwark Resource Centre
Oct 2021 The Care Act places an express duty on local authorities to ensure that
information and advice is available to local people, including information
about the care and support system locally, how to access care and
support, the choice of types of care available in the area and with
information about how the care system operates. The Hub model is well
placed to meet the wide ranging issues that Southwark residents have,
and also provides a more connected and sustainable model than is
currently being delivered. We believe that it also provides a better model
for preventing, delaying and reducing the need for care and support, and
also meeting some needs (including building based day services) with the
delivery of joined up information, advice and support.
Pauline O’Hare
Cynthia Davis
2.2 Develop and launch the older persons hub
Sept 2021
Pauline O’Hare
Cynthia Davis
Adult Social Care – 2020/2021 Strategic Plan
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Goal Deadline Why this goal is important Sponsor Lead
2.3 Develop a clear carers pathway to support healthy and lasting carer/cared for relationships and – Prevent, delay and reduce the
onset of needs.
ensure timely access to
information, advice & support;
deliver timely & appropriate
interventions and reviews.
Jan 2021 Under the Care Act, the council has a duty to -
Prevent, delay and reduce the onset of care and support needs of
Southwark residents
Meet carers eligible needs
We recognise the valuable contribution that carers make in Southwark.
We are committed to supporting carers in their role. This can delay or
reduce the need for intensive long term support for the cared for person
and help to maintain carers health and wellbeing.
Simon Rayner
Sam McGavin
3. Community and Accommodation Based Support. Utilise effective and efficient community and accommodation based
services that improve and maximise people’s independence in collaboration with placements and commissioning.
This objective is primarily being led on by colleagues in the Commissioning division. We will work alongside our commissioning colleagues to deliver several significant objectives set out in their business plan, including projects focused on –
Mental Health Accommodation and Support re-design Nursing care for adults Learning Disability Accommodation & Support Redesign and Procurement
Residential (accommodation-based) care for adults Review of Telecare The dementia care pathway
For more information you can view the Commissioning business plans here.
3.1 Design and commission health,
social care, other council and 3rd
sector services to deliver an
improved pathway for adults
leaving acute care for community
placements.
We want to do things differently with and for our local communities.
Collaboration through Partnership Southwark (as part of a South East
London Integrated Care System) will enable us to reduce growth in
demand through better integration and by shifting resources to invest in
prevention, self-management and early action.
Partnership Southwark will also include voluntary sector organisations so
that we can tackle the causes of health inequalities and prevent illness.
You can find more information about Partnership Southwark here
Pauline
O’Hare/
Jo Kent
Haley
Ormandy
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Goal Deadline Why this goal is important Sponsor Lead
4. Service Redesign. Work with our partners to develop pathways across the whole health and social care system to improve and
maximise independence, maintain and/or improve wellbeing, and reduce the need for hospital and long term care
4.1 Full implementation of the
Intermediate Care Southwark
model bringing together all urgent
response, short term
rehabilitation and reablement
functions to create one co-
ordinated health and social care
delivery model.
Note: The Reablement service in question refers to
OPPD/not MH Reablement
Mar
2021
The Intermediate Care Southwark service is being developed in order to –
Improve people’s personal outcomes and experience.
Better co-ordinate care around the person.
Streamline the pathway, simplifying access, avoid duplication and
reduce handoffs.
Improve integrated working and provide connectivity across the
whole system.
Build on what works well and develop a shared and robust working
culture.
Align with the developing Local Care Networks and work towards
becoming population rather than service focused.
Increase the number of people accessing short term rehabilitation
and reablement.
Improve outcomes to enable more people to live independently at
home.
Victoria Nestor
Suzanne Roberts
4.2 Redesign the current reablement
service (which includes the RSW
contract) to ensure a flexible
reablement service to deliver the
new integrated model (linked to
4.1 above)
Note: The Reablement service in question refers to
OPPD/not MH Reablement
Jun 2021 In May 2015, work commenced on developing an integrated health and
social care urgent response, short term rehabilitation and reablement
delivery mode (see 3.1). A critical part of the model is access to a pool of
Reablement Support Workers (RSWs) who can provide support across all
client groups and conditions. RSWs will work jointly with therapists and
social workers to enable people to maximise their independence or
recover from illness or injury. As the current reablement model does not
‘fit’ with the new service design, a transition plan is required to move from
the current way of working in reablement to ‘new reablement’ and
supporting Southwark’s new integrated model. As well as different
contractual arrangements, there is a need to develop a new culture of
practice, quality measures, structures, process, and procedures, also
introduce an E-Rostering system.
Victoria Nestor
Wendy McDermott
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Goal Deadline Why this goal is important Sponsor Lead
4.3 Fully realise the council’s vision
for Flexi-care, requiring a shift
from traditional Extra Care to a
modern Flexi-Care housing and
support model.
Southwark has 3 extra care schemes for people aged 55+ with care
needs. Planned developments (Tayo Situ phase 2 and a fourth scheme on
the Aylesbury estate) will provide approx. 100 additional flats by 2021.
We want to ensure that our residents receive the best services possible
from these schemes. Services that enrich their lives and which enable
them to thrive and remain as independent as possible for as long as
possible. We also want to ensure that voids are managed effectively and
capacity is fully utilised in order to offer our residents value for money.
Our vision for flexi-care requires that residents:
have access to physical environments, services and technologies at the right time in their lives to prevent, delay and reduce the onset of significant care and support needs;
are able to maintain and/or improve their situations for as long as possible, preventing or delaying or the need for them to be moved into higher needs nursing/residential care.
Wendy McDermott / Cheryl Russell
Dean Thomas
4.4 Preparations for implementation
of Liberty Protection Safeguards
arrangements
Mar
2022
Following recent changes to the Mental Capacity Act, the current
framework for managing Deprivation of Liberty Safeguards will be
replaced by the Liberty Protection Safeguards framework. This work will
focus on ensuring that the council is ready to meet its responsibilities in
readiness for the launch of Liberty Protection Safeguards in October 2020.
Wendy McDermott
Annie Ho
5. Ensure value for money and quality is at the heart of service provision. Deliver services within a reduced budget
while ensuring high quality, effective and efficient services worthy of Southwark residents.
5.1 Manage limited and reducing
resources in an efficient, effective
and economic way to protect our
valuable services and maximise
outcomes for service users.
Mar
2021
We spend over £120m each year providing vital services to our residents.
We are all responsible for spending every penny as our own and for
safeguarding the finances of our service users and our organisation. We
will work closely with finance, procurement and commissioning colleagues
to understand, plan and manage our budgets to ensure we deliver the very
best service we can in a sustainable way.
Pauline
O’Hare /
Genette
Laws
Eniko Nolan
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Goal Deadline Why this goal is important Sponsor Lead
5.2 Undertake a whole system review
of the income and debt functions
Mar
2021
The purpose of this work is to put an effective and sustainable system in
place at every step of the ASC client contribution process, ensuring that –
Service users experience consistent and high levels of customer
service
Financial assessments are carried out in a timely fashion
Service users are aware of their responsibilities and required
contributions at any given time
Effective systems are in place to ensure monies owed to the council are
collected
Suzanne Barcz
George Roscoe
Last updated 07/10/20
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Appendix A: Previous Priorities – From project to business as usual
Goal Deadline Why this goal is important Sponsor Lead
3. Community and Accommodation Based Support. Utilise effective and efficient community and accommodation based services that improve and maximise people’s independence in collaboration with brokerage and commissioning.
3.1 Use the assessment and review
process to:
inform brokerage and
commissioning activity;
ensure suitable care and support
is sourced to maximise
independence.
Mar 2019 We are statutorily required under the Care Act to use the assessment and review
process to identify and deliver personalised information, care and support to meet
eligible needs (and non-eligible needs the council agrees to meet). We are
committed to using the intelligence gathered during assessments/reviews to
commission appropriate services and to link to universal services where
appropriate. Through these means we aim to empower and support adults with
care needs to remain as independent as possible, and also delay and reduce their
need for care and support.
Pauline O’Hare/ Simon Rayner
All managers
3.2 Ensure effective monitoring and
management of Extra Care and
Step Down accommodation options.
Mar 2019 Effective management of step-down and extra care accommodation will:
reduce delayed discharges from hospital;
support individual’s to return to their previous accommodation where
possible;
ensure that referrals to extra care accommodation identify those who
would most benefit from the accommodation.
Pauline O’Hare/ Simon Rayner
All managers
3.3 Utilise funding panels to ensure that
a community asset approach is
championed, and -
Universal services are effectively
utilised
Community and accommodation
based resources are arranged
when suitable
Mar 2019 We must continue to focus on developing an asset/strength based approach in
line with best practice and the Care Act to understand and meet the needs of
adults with care needs in this challenging environment. A broad operational
understanding of the wide range of universal services available to Southwark
residents will enable staff to signpost/refer to services that can meet the needs of
service users, ensure personalised budgets are employed where they are most
needed, and that appropriate community support/accommodation is
commissioned as/when required (see goals 3.1 & 3.2)
Pauline O’Hare/ Simon Rayner
All managers
3.4 Use reviews to ensure that services
received correspond with service
users current level of needs and
offer value for money.
Mar 2019 We aim to increase individual’s ability to remain independent and reduce their
need for intensive/long term care and support. Timely reviews and a ‘strengths’
based approach are essential to ensure that –
we do not disempower the individual by providing too much or
inappropriate care that increases dependency too early on in their lives;
we are able to keep under review the most appropriate options for support
to ensure that the individual receives an appropriate package of care and
support.
Pauline O’Hare/ Simon Rayner
All managers
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Goal Deadline Why this goal is important Sponsor Lead
3.5 Review out of borough placements
with a view to arranging appropriate
Southwark based accommodation.
Mar 2019 Southwark has a significant number of out of borough accommodation
placements. Such placements risk isolating individuals from their support network,
and often do not represent good value for money compared to the expanding
provision of Southwark based commissioned accommodation.
We will focus on moving residents who are ordinarily resident of Southwark back
to local accommodation in order that they can better benefit from local community
assets.
Pauline O’Hare/ Simon Rayner
All managers
4. Service Redesign. Work with our partners to develop pathways across the whole health and social care system to improve and maximise independence, maintain and/or improve wellbeing, and reduce the need for hospital and long term care
4.3 Develop an All Age (0-25)
Disabilities pathway through the
establishment of an All Age
Disabilities service.
Dec 2019 A transitional service structure will provide an opportunity to fully review, design
and deliver an all age disabilities pathway and progress the 0-25 pathway design
and implementation (as recommended within the IPC options appraisal of July
2016).
Once best practice and standards are established there will be an opportunity to
share these across all divisions with the prospect of a standardised approach
across the Children’s and Adults’ Division, including opportunities to extend the
service area and responsibilities to Children and Young People (CY) with Special
Educational Needs and Disabilities (SEND).
Simon Rayner
Robert Skipwith
5 Ensure value for money and quality is at the heart of service provision. Deliver services within a reduced budget while ensuring high quality, effective and efficient services worthy of Southwark residents.
5.3 Work with the Clinical
Commissioning Group (CCG) to
ensure that Southwark residents
with adult social care needs can
access timely and appropriate
continuing health care (CHC)
funding to meet eligible CHC needs,
and also to ensure equitable joint
funding arrangements between the
council and the CCG.
2020 To -
tackle ongoing issues with regards to the frequency of cases turned away
by the CHC panel, and also the lack of formal arrangements for jointly
funded packages. Both issues continue to contribute to overspend from
ASC budgets at a time when the council must realise significant savings.
Ensure people are able to access funding for the care/support that they are
eligible to receive
Jay Stickland Cynthia Davis
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Goal Deadline Why this goal is important Sponsor Lead
5.4 Implement improvements to Mosaic
work flows and processes and Develop
and implement a strategy and action
plan to maintain excellent data quality
across the division.
March
2019
Good quality data and a streamlined and easy to use case management system
are critical enablers to good performance management, budget monitoring
(allowing the dept. to stay within budget) and reduced administrative burdens on
staff.
The implementation of a data quality strategy and action plan for the division will
result in excellent data quality in the longer term.
Wendy McDermott
Sandra Hickey
5.5 Implement the outcome of the -
5.5.1 ASC Client Finance and
Personal Budget Pathway
function review (Brokerage and
Direct payment Functions)
5.5.2 Appointee and Deputy
work/functions Pathway review
Mar 2019
5.3.1 In order to simplify the Personal Budget management options and
workflows (including financial assessment and income collection), and to
reduce duplication and increase operational efficiency.
5.3.2 To ensure appropriate referrals and case holding for the Client Finance
appointee and deputy function (with a secondary aim of reducing the
overall number of cases held by the service).
Suzanne Barcz
George Roscoe
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Appendix B: Meeting Council Plan priorities that impact on vulnerable adults via the business planning process
Council plan commitment Adult Social Care strategic priorities
Adult Services Commissioning
Protect adult mental health services
Preventative services
Service redesign
Ensure value for money is at the heart of service provision
Better use of Council and NHS resources and asses so that we spend our limited money well
Ensure we buy and deliver quality, outcome focused, value for money services
Deliver a loneliness strategy
Preventative services
Community and accommodation based support
Service redesign
Work with divisions to support delivery of their strategies and plans
Train mental health first aiders
Workforce
Preventative services
Better use of Council and NHS resources and asses so that we spend our limited money well
Work with divisions to support delivery of their strategies and plans
Open two nursing homes
Community and accommodation based support Work with divisions to support delivery of their strategies and plans
Build extra care housing
Community and accommodation based support Work with divisions to support delivery of their strategies and plans
Raise standards with a Residential Care Charter
Community and accommodation based support Ensure we buy and deliver quality, outcome focused, value for money services