Prevention and Demand Management Working Together – to develop the way forward Cllr Heather Smith

Prevention and Demand Management

Working Together – to develop the way forward

Cllr Heather Smith

Prevention Strategy

The story so far

Janet DoranAssistant Director Community Services

Journey to date –

• Consultation and engagement• Customer Forum• Stakeholder events• Strategy developed and agreed• Fair and Equitable Funding Formula• Decision to halt work in the Summer

Customer Forum

‘‘An important job had to be done and Everybody was sure that Somebody would

do it. Anybody could have done it, but Nobody did it. Somebody got angry about

that because it was Everybody’s job. Everybody thought that Anybody could do it,

but Nobody realised that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what

Anybody could have done’.

Prevention Customer Forum

Where Next?

Prevention

HousingHealthy schools

Welfare Benefits

Under Twos money

Clinical Commissioning Group

Health & Wellbeing Board.

Health watch

Troubled Families Money

Why Healthwatch

• Health watch are likely to be involved with locality groups and health and wellbeing fora

• They will have access to other organisations and customer / user groups

• This will enable us to access specialist groups of customers fast, to support the forum knowledge

• Access to research and models of good practice

What we give back in return

• A group of customers who have expertise in prevention services

• A voice within the prevention agenda • A sharing of information • Work together to make sure the customer is

heard with in localities

The Big Idea

Our Idea May Deliver

Local focused services

No duplication

Cost Efficient

How It Works

Prevention MoneyIn Locality

£

Local And District Council

Health And Wellbeing Fora

GPCommissioning

Schools and Education

Customers

Voluntary sector

County council

• Local people • Customer forum• Health watch

• Infrastructure organisations • Local and county wide

providers

• commissioners• Councillors • Legal rep• Scrutiny committee member

Assessing and Monitoring

Out Come

• Save money. • Less duplication.• Services delivered in a targeted way.• Less layers of hierarchy.• Local focus. • Customers get joined up working and

organisations work together .• Services are appropriate to local need.

Finance Update

Jon LeeLGSS

Strategic Finance Manager

A Year in the Life of the Medium Term Financial

Plan

2012-13 to 2015-16 Balanced Medium Term Financial Plan

• Council Approved Budget February 2012• First ever fully balanced four year MTFP• Backed up by robust, detailed proposals

Problems Not Going Away

Eurozone Crisis

Banking/Credit Crises

Double-Dip Recession

Continuing Austerity

Economic Indicators

GDP – slow recovery

Inflation – return to 2% target

Deficit – continued austerity

Debt – continues to increase!

National Funding Outlook

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20£0

£50

£100

£150

£200

£250

£300

£350

£400

£450

£500

Social Care - Children Social Care - Adults Environment (inc Waste)Money available for all other services

£ (m

illio

n)Graph of Doom?• Innovation• Strategic Partnerships• New Ways of Working• Opportunities

Greater DemandReducing IncomeIncreasing Gap

Clouds on the Horizon....

Balanced 2012-13 to 2015-16 MTFP

REVISED SERVICE ASSUMPTIONS

E.G. DEMOGRAPHY & DEMAND

FURTHER AUSTERITY MEASURESCOUNCIL TAX

ASSUMPTIONS

CONITNUING UNCERTAINTY IN

ECONOMY

LOCAL IN YEAR PRESSURES

LONG TERM FORECAST FOR

LOCAL AUTHORITY EXPENDITURE

RESERVES AND RISK

BUSINESS RATES

RETENTION

LOCALISATION OF COUNCIL

TAX SUPPORT

Light at the end of the tunnel?

Sunshine or train headlights?!

• Ongoing austerity – 2018?

• High levels of national debt

• Stagnant economy

• Uncertain direction of global economy

• Impact of funding changes unclear

• Spending review Autumn 2013

• General Election 2015

The Way Forward

Janet Doran and Andrew Jepps

Budget Proposals 2013-14

Total Budget Reduction - £2.531 Million • 10% Reduction Children’s Centres • 10% Reduction Housing Support Services• 25% Reduction Third Sector Infrastructure

Support • 12.5% Reduction Small Grant Provision • 15% Reduction Older People Services• 10% Reduction Carers• 10% Reduction Youth Provision

What Is Still Relevant in the Current Strategy

• We remain accountable for services to the most vulnerable, but must explore with our partners the most effective and efficient ways to deliver that support (Page 3)

We still :

• Want to work with local communities• Have to make considerable savings• Want to make an impact on preventing

children, families and older people from needing high cost services (Page 4)

•There is reduced spending for social care and health services •The population of the County is growing and changing which means there are more people that will need help•There is evidence that prevention services can help people with less resource and give better outcomes. (Page 9)

Still Relevant...

•People want much easier access to local support with just one place to go with better information sharing to avoid multiple assessments•Access to specialist knowledge and skills when they are needed is important•There are opportunities from working in collaboration•There is support for local decision making and the idea of a funding methodology (Page 9)

What People Said...

Families and individuals are helped to avoid a crisis that could lead to needing specialist services;Target spending more effectively towards the needs of those on the edge of care; Provide strong evidence of the impact that they have in reducing the needs for specialist services. Helping families and individuals to “step down” into universal or low level targeted support services (Page 10)

The County Council and partners will concentrate on commissioning prevention and demand management services which achieve the following:

Targeted prevention support

Information sharing

No identified additional

needs

Additional needs

Complex needs

ThresholdsPathwaysNeeds met

Children and Families Continuum

Adults and Older People Continuum

Information sharing

Additional needs

ThresholdsPathwaysNeeds met

Lead Professional

from statutory specialist service

Lead Professional Practitioner

from relevant discipline

Lead Professional not required

Lead Professional not required

Helping you to help yourself

Specialist

Targeted Prevention

Early Help

Universal

‘Working Together’

PDM Commissioned Services

Vol & Community Sector

Targeted Prevention

Team

Troubled Families

Health

Borough & District Councils

Contracted Services

Data Performance Information

Business Systems

Vulnerable individuals/families/communities

CCL Staff

Social Care Staff

Other Statutory Services

•Recommissioning is likely to produced a Significant Change•More Skilled Generalists•Being Clear about what additional support will be needed•Working closely with health to commission together

Thinking So Far...

Commissioning Proposals

Three Strands

• Children and Families• Vulnerable Adults• Frail Elderly

Intended timelines for Commissioning

Continued Provider and

Customer Developmen

t, Engagement

and Consultation

Action Dates

Contract extensions/variations Dec – Apr 2013

Open Event Feb/March 2013

Strategy Refresh March-April 2013

Potential cabinet decision June 2013

Procurement June 2013

New service in place April 2014

Reflection and questions

• Please note any queries on post it notes and place on boards

• Responses to questions will be published on Prevention Website

Working Together

• Group Discussion – based on focussed commissioned areas

• Identifying outcomes – making a difference

• Next steps for working together