Transforming Lives | Charlotte Taylor | March 2015
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Presentation on 'Transforming Lives: A new strategic approach for social work and social care for adults in Cambridgeshire' focused on being proactive, preventative and personalised. Presented by Charlotte Taylor from Cambridgeshire County Council at the Adult Social Care Signposting Discovery Day held on 2 March 2015 in London.
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Transforming Lives | Charlotte Taylor | March 2015
- 1. Transforming Lives A new strategic approach for social work and social care for adults in Cambridgeshire Proactive, Preventative and Personalised Charlotte Taylor
- 2. Our vision We want to: Enable people to live independently Support people in a way that works for them Support the development of strong, connected communities Recognise the strengths of individuals, families and communities and build upon these Work in partnership to achieve this
- 3. Safeguarding RightSkills,RightPeople The Transforming Lives Model Tier 1 Help To Help Yourself Accessible, friendly, quick, information, advice, advocacy, support to carers and families, universal services to the whole community, prevention, early identification and early intervention Tier 2 Help When You Need It Immediate short-term help, time limited, reablement, rehabilitation, intense support to help regain independence, minimal delays, no presumption about long term support, goal-focused, integrated support Tier 3 On-going Support for Those Who Need It Self-directed, personal budget based, choice and control, highly individualised, integrated support, strengths based
- 4. Information and Advice Help to keep people living independently Connecting people with their local communities Information and advice for all – individuals, carers, families and communities Accessible information and advice for all Tier One
- 5. Prevention, Early Identification and Early Intervention Strong, independent communities Promotion of wellbeing Support to families and carers Early identification of those at risk of crisis Supporting people to live independently Tier One
- 6. Crisis Resolution A local, rapid response Focused on the individual and their situation Short term planning Outcome focused “Stick like glue” Preventing the further escalation of crisis Tier Two
- 7. Ongoing Support For those who need it Effective, integrated long-term planning Personalised Self-directed support, choice and control Plans to build on people’s strengths Plans to encompass the carer and family as appropriate Tier Three
- 8. General Principles Personalisation, choice and control Supporting carers and families Multi-agency and partnership working A skilled and confident workforce Person-centred, strengths and outcome focused Best use of technology where appropriate
- 9. What is different? Current way of working
- 10. New way of working
- 11. Charlotte.Taylor@cambridgeshire.gov.uk Transforming.lives@cambridgeshire.gov.uk Transforming Lives A new strategic approach for social work and social care for adults in Cambridgeshire
Editor's Notes
- recognising the strengths that our partners have, and that often they are best placed to support adults in Cambridgeshire
- Three tiers of conversation – detail of which I will talk through. The ‘golden rules’ of the new model: Always offer tiers 1 and 2 before offering tier 3.
- In tier two – ‘crisis resolution’: Don’t be constrained by what we have always offered – offer what works!! Spend a bit more money if it will make the difference. Co-ordinate multi agency input – this is where integration is really important Never plan long term for people in crisis. Stick to people like glue – break the habit of organising services and moving on Always think hard about what will help carers continue caring
- In tier three – we’re not experts, but ‘investment advisors.’ 100% of people and families plan their own support – some need (our) help to do this – many (most) don’t. Benchmark – is the response good enough if it was you, or someone you love?
- The impact upon social work professionals: - The value is clearer – their contribution more specific. Based on the learning elsewhere, social workers who work in this way quickly say they are able to be much better social workers. However they need to regain unused skills – and ‘un-learn’ other low value ones. SWs are our assurers of ‘good lives’ for those most at risk. People say – ‘this has breathed oxygen into my job’. ‘At last I am able to do the job that I thought I had trained for’. But it’s a challenge – as with any change there is a period of instability and feeling unskilled before the excitement starts.
- What is different? The current way of working The diagram provides a good illustration of our current way of working – the service user is in the centre but the diagram is largely focused upon services and the services people use to meet their needs. The current system Performance manages the ‘front door’ to keep people out. Once people are ‘in’ social work is often process led, bureaucratic and can be wasteful. Is based on a model of diagnosis and deficit. We lose the sense that we are people, working with people. We often ‘don’t know’ what going on in our system/ organisation. We are running out of money - and can’t cope with demand
- The new system: The diagram is ‘gail’s path’ – a plan which has been made by Gail, illustrating her hopes and aspirations for the future, her strengths and the things she wants to achieve. It is person-focused and is based on Gail’s choice and control. The new model: Tries to offer what you and I would want Doesn’t start with services – but with what people can do, in their families and communities – and how they want to live. Never, ever plans long term with people in crisis – tries to address and sort out the crisis directly. When long term support is needed – people are always in control Grows financial sustainability through: - Significantly reduced process costs - Investing in things that really make a difference - Confronting risk and crisis front on and effectively managing them - Stopping doing things that don’t work and add to cost - When ongoing support is needed – supplied through a financially sustainable budget – and new kind of planning