Seven day services: a local authority perspective

466 views

Published on

Ruth Lake, Director of Adult Social Care, Leicester City Council. Ruth's slide from the presentation at the East Midlands #7dayservices event on 12th June 2014.

Published in: Healthcare, Health & Medicine
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
466
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Seven day services: a local authority perspective

  1. 1. Ruth Lake Director of Adult Social Care and Safeguarding Leicester City Council
  2. 2.  To share a view  To explore 2 initiatives  To consider future opportunities though the integration agenda
  3. 3.  Closely linked to the sub-region though NHS provider trust arrangements  A challenged health and social care economy  Long history of joint work on acute care agenda – focus on ‘flow’  Low social care delays from acute settings  Lots and lots of actions; no sustained improvements
  4. 4. Integrated Crisis Response Service (ICRS)  Social care and health services providing 24/7 rapid response to crisis  2 hours response time  Cases held up to 72 hrs  Hand over if ongoing need  Virtual integration social care provider staff, community health services including OPMH, AT, handypersons, community alarms  Focus on community cases, A&E diversion
  5. 5.  Provider –led initiative  Developed in response to operational challenges  Addresses service gap noted by users / carers and professionals  10pm to 7am gap; weekend ‘assessment capacity’ gap  Coordinated provider-led bids for funding  Use of reablement monies initially  Future funding via BCF / health transfers to LA
  6. 6.  Operational since November 2012  2 813 referrals – majority seen within 1 hour  Main referrals source community alarms (80%) with others spread across acute, community health, primary care, EDT  Top 3 issues: ◦ Falls ◦ Personal care ◦ Inability to transfer
  7. 7.  470 packages provided during the72 hour period  26% requiring no further services  36% referred into reablement  24% requiring maintenance package (at same or higher level)
  8. 8.  Routine follow up by DN  Medication review  Falls assessment  Community equipment  OPMH involvement
  9. 9.  Very high levels of satisfaction  Falls – evident reduction in ambulance call outs and reduced conveyances  Resultant comprehensive assessment has preventative benefit - independence  Ability to respond to 7 day services agenda  Route for hospital diversion that didn’t previously exist  Reduced duplication and improved flow  Systems savings
  10. 10. ‘Super weekends’  Proof of concept event  Whole system step up to business as usual on Saturday and Sunday  2 weekends in January 2014  Sponsored by the Urgent Care Board to test a theory on reducing acute pressures
  11. 11.  Well-established additional working days to support peak / holiday periods  Existing provider led response (ICRS / Reablement) for simple discharges  Social worker assessment capacity usually limited  Input of small care management team on super weekend dates  Full duties – new referrals, action on existing discharge notifications
  12. 12.  The whole system did step up  Busy 1st weekend with work that could be progressed  Focus on known discharge cases rather than newly referred  Flushed out gaps – pharmacy, equipment, independent sector preparedness, knowing what is available  If one part is missing, overall impact is lost  Maintaining Saturday working
  13. 13.  ICRS a keystone in Better Care Fund plans  Links to new primary care Clinical Response Service  Good early outcomes  BCF to build ICRS and assessment capacity to support acute to community shift and 7 day services

×