Adult Social Care
Business Plan 2011/12
Image courtesy of Poole Tourism. Photo taken by Sue Sieger.
Moving towards
a vibrant Poole of healthy, safe, informed
and independent people
in 2011/2012
Contents
Contents...... 2
1. Foreword ...... 2
2. Adult Social Care Priorities for 2011/12
Summary by Jan Thurgood Strategic Director (Adult Social Care)...... 3
3a. Plans for people over 65 and adults with physical disabilities or long-term illness ...... 4
3b. Plans for Adults with Mental Health issues ...... 6
3c. Plans for Adults with Learning Disabilities ...... 8
3d. Plans for Adults with Drug or Alcohol misuse: ...... 10
3e. Plans for Carers and Families ...... 11
4a. Resources to deliver the plan: money and people ...... 13
4b. Engaging with Service Users, Carers and Partners ...... 15
4c. Quality Assurance and Performance ...... 16
4d. Keeping People Safe ...... 16
4e. Commissioning, Brokerage, Contracts and Monitoring...... 17
4f. Other planned work in 2011 ...... 19
Appendix 1 - Major Change Projects for 2011/12 ...... 20
Appendix 2 – Business As Usual ...... 21
Appendix 3 – Who‟s who and what do they do in Adult Social Care? ...... 22
Appendix 4 - Accountability, Monitoring and Sign-off ...... 24
1.
Foreword
Poole Adult Social Care is an integral part of
the Local Authority with a legal requirement to
look after the well-being of the people of Poole.
Adult Social Care‟s Vision……
“
A vibrant Poole of healthy, safe,
informed and independent people.
”
……underpins our core values of supporting
service users, carers and families to be safe,
maintain their independence and sense of well-
being, and have real choice over the services
they receive to reach their goals and
aspirations.
Increasingly this work is carried out in partnership with Health colleagues, voluntary, community
or faith groups, the private sector or with other Borough of Poole services. Our other vital and
much-valued partners are service users and carers.
This Business Plan outlines how we plan to work with our partners to deliver the local priorities
and Coalition Government‟s Vision for Adult Social Care during 2011/12 and beyond. It is
themed by service type and can be read as a stand-alone document or in conjunction with the
Adult Social Care Review of Performance for 2010/11.
Appendix 4 shows how we intend to monitor and report progress against this Business Plan.
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Quality is everyone‟s business and we welcome the opportunity to work with staff, partners,
elected members and our community to ensure that Poole Adult Social Care continues to
deliver quality outcomes that are value for money.
We hope Borough of Poole employees and Poole residents find this Business Plan useful and
informative.
2. Adult Social Care Priorities for 2011/12
Summary by Jan Thurgood Strategic Director (Adult Social Care)
2010/11 was a period of unique change nationally, for the Borough of
Poole and also for Poole Adult Social Care. Our many achievements as
well as a number of areas where we need to show improvement are
detailed in the Adult Social Care Review of Performance for 2010/11. It is
a testament to the professionalism, dedication and hard work of our staff,
in close partnership with service users, carers and colleagues in other
statutory, voluntary or private organisations, that we have continued to
make key improvements in services for local people. There have also
been some hard choices made in the last year (such as raising the
eligibility for social care) as Adult Social Care has needed to play its part in
delivering savings required by the Council and all other public sector
organisations.
I have set out below what I see as the main priorities for Adult Social Care in 2011/12.
There are clearly many other projects, as well as our statutory functions outlined in this
Business Plan, that are extremely important but I wanted to highlight the following areas as
being the focus for improvement this year. These are to:
Implement new locality teams
for older people and people
with long-term conditions so
that residents can live indep-
endent and fulfilling lives in
their own homes with choice
about the care and support
they receive. This should
also reduce avoidable hospital
admissions and delayed
discharges from hospital.
Develop new re-ablement
services with health colleag-
ues to enable people to re-gain
daily living skills and indep-
endence after a health crisis,
a fall or a hospital admission.
Greater use of technology
to support people to live
safely and confidently in their
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own homes.
Ensure that children and
parents in families with
complex family issues receive
the full range of appropriate
specialist services by co-
ordinating our work with
partners.
Improve outcomes for people
who experience domestic
violence, including vulnerable
adults and children, through
joint work with our partners.
Develop a new integrated
learning disability health
and social care team so that
residents with a learning
disability and their carers
receive support, choice,
independence and good
quality services.
Ensure young people
moving into adult care
services and their parents
receive a more co-ordinated
and personalised service.
Modernise the Seaview
Day Centre so that it offers a
modern, quality service to a
wide range of service user
groups and develop the
Community Outreach and
Support Team (COAST) so
that it provides a wider range
of work and volunteering
opportunities.
Expand the number of place-
ments available through the
Adult Placement service.
Develop drug and alcohol
services so that they help
people become drug free
through the implementation of
a recovery model. Future
funding will be based on
payment by results, and the
Drug and Alcohol Action
Team and providers will need
to ensure the effectiveness of
abstinence-based recovery in
order to attract future govern-
ment funding as allocation
mechanisms change.
Continue to work with
providers of care to ensure that
local services deliver high
quality and excellent value
for money.
Continue to recruit, train
and support good quality
social care employees and
support staff through
changing times. Also, to
consider the implications of the
Localism Bill and the potential
of staff-led social enterprises.
Develop an effective,
comprehensive approach to
procuring a new computer
system which will make the
work of Adult Social Care more
efficient.
Continue to place
safeguarding and treating
residents with dignity, kind-
ness and respect at the
centre of everything we do.
This includes further building
on quality assurance
processes so we can
demonstrate to Poole
residents, elected members
and other partners that our
service delivers quality and
value for money.
Develop and implement a
comprehensive range of
measures to make the best
use of money and resources
given to Adult Social Care so
that we can address the
increase in demand for
services with significantly
reduced public funding.
Work closely with health
colleagues as they develop a
new GP Consortia and new
provider arrangements so that
health and social care works
closely in jointly commissioning
and providing the best possible
services and outcomes for
local people.
I look forward to working with social care employees, partners, service users and carers to
deliver the actions outlined in this Business Plan.
3a. Plans for people over 65 and adults with physical
disabilities or long-term illness
We know that the number of Older People (ie. those over 65) will grow significantly in Poole
over the next 15 years and there will also be more people with long-standing illnesses and
physical disabilities. We must ensure we understand what older people will need so that we
can plan how to meet their needs now and in the future.
More and more people in
Poole are living with a range
of long-term health conditions
orphysicaldisabilities.
Working with NHS Bourne-
mouth and Poole (the Primary
Care Trust) and Bourne-
mouth Borough Council to
develop and implement a joint
Long- Term Conditions
Strategy including a Stroke
Strategy will result in
improved health and social
care services locally which
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have been effectively planned
to meet agreed local priorities
within the financial resources
we have available.
By 2025 we anticipate that
the number of older people
in Poole living with
dementia will increase
from 2,500 to 3,170.
As required by the National
Dementia Strategy we will
work with the Primary Care
Trust (PCT) to implement
local dementia plans. These
will look at improving care in
hospital and care homes,
earlier diagnosis and reducing
the use of anti-psychotic
drugs as well as raising
dementiaawareness,
providing support in the
community, supporting carers
and training staff.
The National End of Life
Strategy requires us to work
with the Primary Care Trust
to improve palliative care
so that people can die in
their place of choice.
Currently there is evidence
that too many people at the
end of their life in Poole die
in hospital because of a lack
of palliative care provision.
The Pan-Dorset Cancer net-
work is leading the Joint
Commissioning End of Life
Services Strategy and will
be working with us to reduce
inappropriate admissions to
hospital for people at the end
of their life, thereby lessening
the burden on acute hospital
beds and enabling people to
receive quality palliative care
in a dignified way in their
chosen location.
Prompt provision of Equip-
ment enables people to live
safely and independently at
home, reduces pressure on
hospitals andultimately
minimises dependence on
more expensive care options.
We will ensure effective
commissioning of equipment
services including equipment
for re-ablement.
“
Words fail to express
my gratitude for the
way you met my
needs for a bathroom,
not only pleasing to
the eye, but a very
functional room;
improvements in
mobility aids are pretty
amazing! I intend to
enjoy my final years as
well as I can.
Poole Service User
”
GP locality work from 1 April 2011
New Social Care Locality Managers will help nurses, social workers, occupational
therapists and other support workers to work together. These professional groups will work
with general practitioners, palliative care teams, domiciliary care providers and the
voluntary sector in each of 4 localities: Poole Westbourne, Central, North and Parkstone.
The joint NHS and Social Care Transforming Community Services Programme Board will
ensure delivery of the vision for health and social care provision, to provide integrated health
and social care services within the community; promote faster recovery from illness; prevent
unnecessary acute hospital admissions; support timely discharge from hospital; and maximise
independent living.
People with long-term conditions will have access to a range of personalised services to meet
their needs, with support to aid self-management, health, well-being and independence.
People with complex long-term conditions who are very high intensity users of hospital and
specialised services will be supported with case management by a Community Matron. Case
management/key working will be further developed for people with less complex longer-term
conditions and will involve district nurses, occupational therapists and social work staff from the
teams.
So what’s the staff view of locality working?
“
It works!
said an Occupational Therapist
It makes connections in safeguarding work.
was the view of an Adult Protection Investigator
Health and social care staff are working hard to make links within their local areas.
added one of the Locality Managers
”
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Development of an effective
Re-ablement Service is
essential to ensuring that
people are able to live
independently following a
stay in hospital. Promoting
independence and reducing,
preventing or delaying the
need for long term care
provision is a central
principle in managing the
financial challenges facing
Borough of Poole. We have
agreed with PCT partners
that a new jointly planned
and commissioned re-able-
ment service will replace the
existing Intermediate Care
Service. It is hoped that
around 300 people who will
receive this reablement
service in the first year of
operation will be able to live
independently without any
form of social care support
whilst around 100 people
willhaveareduced
requirement for social care
support in order to achieve
independent living.
Telecareor
Technology
Assistive
equipment
(including pendant alarms,
automatic pill dispensers and
sensors that switch on lights
when people get up to
prevent falls or which remind
people with memory loss
that it is time to go to bed)
all help to maintain a good
quality of life at home with
less reliance on personal care.
Telecare will become an
increasingly important part
of care packages, and be
regularly provided as part of
the emerging Re-ablement
service.
We will continue to work on
developing individual prog-
rammes for people who use
Day Services such as Poole
Day Centre. The services
offered by Fourways Day
Centre will be moving to a re-
developed site at Seaview
which will offer a modernised
service and environment and
an experienced staff team
whowillensurea
personalised and supportive
service for clients with
physical disabilities.
We will ensure that the In-
house Home Care Service
and Mobile Night provision
continue to meet the high
standards required by the
Care Quality Commission
(CQC).
“
Thank you for helping
to get R to come home
again after his stroke in
December 2009. We
are absolutely delight-
ed to be living together
again after 10 months
of R being in hospital
and the care home.
Thanks to you both for
all you are doing for us
now in our bungalow
… It is all running
smoothly for us both
now and we notice that
you are both still
checking that we are
enjoying our lives
together again.