Use of Resources
A Strategic Overview
James Cawley / Pat Palmer
Integrated Approach
 Housing LIN
 Housing Support Unit
 Use of Resources Project
The Challenges
More People, Less Money!!
Q. How big is the problem we face?
Global Warming !
An ageing population!
Regionally we must think differently about how we
support the growing needs of an ageing population
The Challenges
More People, Less Money!!
 Rising aspirations
 Greater expectations
 Personalisation
 Majority of older people
home owners
 Choice and control
 Increased, complex needs
 Early intervention and
prevention
The Biggest Challenge of All
 Not the ageing population
 Not the financial climate
 It is the CULTURE CHANGE!
Strong leadership, which enables staff to embrace and
understand change. Commitment to listening and responding
to the voice of the customer. Agreeing a vision, identifying a
strategic direction and implementing.
Where are we? Where do we need to be? How do we get there?
The key is to win hearts and minds along the way
Breaking the Mould
The Need to Change
Are you a Dinosaur?
or are you a butterfly?
It is essential that agencies work collaboratively in order to
develop better and more integrated health, social care and
accommodation strategies
The Use of Resources Programme
Four work-streams:
 Re-ablement
 Voice of the customer
 Financial modelling tool / website
 Accommodation work-stream
 Plan to meet the future demographic changes
 Meet the financial expectations of the DOH use of resources paper,
through changing the balance of accommodation support
options
 Generate cashable savings over the next 10 years
What do Older People Want
 Customer views need to be incorporated into any redesign
 Customers place high importance on:
 Control over what they want, where they live and who they
live with
 Transportation / accessibility
 Reliable and affordable services
 Keeping in touch with family and friends and being safe
Use of Resources – Improvement
Opportunities Summary
For Customer Focus with Cornwall, North Somerset
and Gloucestershire
 Transformational efficiency savings of between 10% and
30% are achievable for each local
authority in the South West.
 For an average size social care organisation of 350 FTEs
this equates to potential ongoing savings
of between £1.2m and £3.7m per annum
Use of Resources – Improvement
Opportunities Summary
For Reablement with Dorset, Wiltshire, Bristol,
Bournemouth & Cornwall
 Potential ongoing savings between £180,000 and
£230,000 per annum, even within a well-run
Reablement team.
 Potential to save an average of £250,000 on overall care
costs in year one by fully implementing
Reablement across your authority, rising to £1.4m in
year two and beyond.
Use of Resources – Improvement
Opportunities Summary
For Accommodation, with Gloucestershire, North
Somerset, Somerset, Devon and Torbay
 Annualised ongoing saving opportunities ranging from
£1m to £10m per annum.
 By changing the balance of accommodation support,
consolidation of the provider base,
integration of adult social care and supporting functions
and the reduction of waste in the
delivery of care packages.
Development of a South West
Housing Support Unit (HSU)
 Provides practical support and assistance to authorities
developing an informed plan for achieving better housing
options for older, vulnerable people
 Will respond to the TASC and efficiency agendas by
providing capacity to examine strategies to:
 Reduce the use of residential care by developing new ECH or
other housing schemes
 Re-model or make better use of existing sheltered housing
 Develop core and cluster provision and new models of housing
care and support services
The Aims of the HSU
 For every local authority to have an informed plan for older
person’s services
 To offer support to ensure implementation of agreed actions
and effective use of resources
 To advise, share good practice/solutions, and identify
innovative models that fit
 A definition of an informed plan is the reconfiguration of
housing, care and support services to older people over the
period, April 2011 – March 2013, to achieve more effective
personalised and cost efficient services
Implementation Phase
Building on the work so far
This will involve working with South West local authorities
to:
 Develop proposals with local/national housing
associations/developers to deliver new extra care
housing
 Support authorities to shift from what is described as
‘care land’ to ‘community land’
 To support authorities to make better use of both their
and housing association’s housing stock
Implementation Phase
Building on the work so far
 To support authorities to develop alternative forms of
care, support and accommodation rather than traditional
institutionalised care
 To support authorities to take forward the work of the
UoR accommodation programme
 Work with authorities to identify schemes for older
people that could be included in the proposed 4 year
Homes and Communities Agency ( HCA) programme
for 2011-15
Care Land
Warning! Older people
Community Land
Community and peer group
support
Supporting Toolkits
 Integrating care & support plus model contract specification.
 A financial model for Extra Care.
 Making best use of sheltered housing, an independent living
service model.
 From care land to community land. The Use of Resources
accommodation work stream.
 A model of extra care integrating health and social care
funding.
 A private sector model of development
Contact Details
 James Cawley - [email protected] -
01225713921
 Pat Palmer - [email protected] - 07894226401