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Personalisation

Recognising people as individuals who have strengths and preferences and putting them at the centre of their own care and support, whatever the setting.

Action:

Review and improve people’s initial access to information about their options and eligibility for care and support. The aim is for people to be given clear, prompt advice to decide the best route to take and that they are directed to an appropriate assessment or signposted to community and voluntary services. This action is supported by staff as a priority in their day to day work.

Update:

Our Customer Services Officers, adult social care practitioners and health colleagues are continually making improvements in the way they advise and signpost people enquiring about services and their eligibility. Work with the independent and voluntary sector has resulted in people being offered more options to consider other than traditional council services. For people who do require our services we have developed a number of “direct actions” which mean that duty officers can respond quicker to enquiries.

Action:

Implement a new assessment process for carers that is quicker and easier for service users, makes the best use of assessment capacity/resources and contributes to meeting our Council Strategy target for assessments and reviews completed.

Update:

We implemented a new carers’ assessment process from April 2013. The Carers’ Support Centre is now commissioned to help carers access services and to screen those requiring a council social care assessment. This tailors support to individual carers and makes better use of resources. In 2013/14, 427 carers’ assessments and reviews were completed compared to 350 in 2012/13, which is a 22% improvement

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Action:

Develop our approach to Self Directed Support from the stage where an indicative budget is calculated, to further increase the number of service users who have personal budgets and direct payments.

Update:

We redesigned our approach to how people are supported to use and manage their personal budget and direct payment. From Autumn 2014 we will have in place a list of accredited Direct Payment Support Providers from which these service users can choose.
Compared with 2012/13 the percentage of service users with a Personal Budget has increased from 78.6% to 86.5%; and those receiving a Direct Payment has increased from 20.3% to 27.7%

Action:

Carry out an Occupational Therapy (OT) service review focusing on key priorities for the OT service during 2013-14 and beyond, and ensuring the right links and considerations are given to the development of a reablement service.

Update:

A review of the OT service has been completed and the service is now aligned to the ongoing requirements of the Promoting Independence service which follows a reablement approach with effect from February 2014.

Action:

Launch a full-scale Reablement service, improving performance regarding the number of people still at home 91 days after they are discharged from hospital.(supported by staff as a priority)

Update:

The contract for a full scale Reablement service of 1,200 hours per week commenced on 1 February 2014

Action:

Contribute to the NHS’s work on revised rehabilitation pathways and the capacity required to deliver these (supported by staff as a priority)

Update:

We have continued to be active members of the Rehabilitation, Recovery and Reablement Board. Over the last year work has progressed to accommodate rehabilitation within North Bristol Acute NHS Trust in a dedicated service/ward, pending further transition to a new Frenchay Health and Social Care Centre.

Further work to transfer funding from acute to community services has also taken place.

Action:

Review how we meet the needs of people with mental health needs

Update:

During 2013/14 we have worked closely with CCG Commissioners and with Avon and Wiltshire Mental Health Partnership (AWP) to develop a shared approach to user engagement, bringing together separate groups to establish a single forum which is aligned to the Mental Health Partnership.

With the creation of a new Mental Health & Wellbeing role within the Children, Adults and Health department in the later part of the year there has been a renewed focus on understanding what makes a difference. Partners and people with experience of living with mental health difficulties have been working together to develop proposals for a wellbeing hub as well as preparing a bid for Arts Council funding.

Action:

Agree Continuing Health Care (CHC) dispute protocol to resolve issues quickly to remove uncertainty as to where a person’s needs trigger ongoing NHS funding or are a social care responsibility.

Update:

The Joint Protocol for CHC has progressed through development activities with the CCG and Bristol Community Health (BCH).

Action:

Support Community Health Service (CHS) re-tender process.

Update:

We participated in this process which is now complete. Sirona Care and Health was appointed as the new Community Health Service provider with effect from April 2014

Action:

Engage with and contribute to the revised hospital discharge planning process across the sub-region (Urgent Care Board/Healthy Futures etc)

Update:

The council has been an active partner in the new South Gloucestershire System Flow Partnership which acts to manage and improve services associated with hospital admission and discharge. A range of new initiatives have been agreed across health and social care to improve patient flow and reduce delays, funded from money awarded for the winter.

However, if these initiatives prove effective they might be continued through the Better Care Fund or NHS Resilience funding.