Seven day services: a local authority perspective
•
0 likes•595 views
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.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Seven day services: a local authority perspective
Similar to Seven day services: a local authority perspective (20)
More from NHS Improving Quality
More from NHS Improving Quality (20)
Recently uploaded
Recently uploaded (20)
Seven day services: a local authority perspective
- 1. Ruth Lake Director of Adult Social Care and Safeguarding Leicester City Council
- 2. To share a view To explore 2 initiatives To consider future opportunities though the integration agenda
- 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. 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. 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. 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. 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. Routine follow up by DN Medication review Falls assessment Community equipment OPMH involvement
- 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. ‘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. 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. 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. 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