Agenda item

Jagjit Singh-Bains (Head of Independent Living, Leicester City Council) and Beverley White (Adult Social Care Lead Commissioner, Leicester City Council) will give a presentation on:-

•   Integrated Crisis Response Service support to the Unscheduled Care Coordination Hub (with a focus on case studies and impact).

•   Commissioning support to the independent sector – covering the new night care offer and payments to enable provider decision making capacity at weekends.

Jagjit Singh-Bains (Head of Independent Living, Leicester City Council) and Beverley White (Adult Social Care Lead Commissioner, Leicester City Council) gave a presentation on:-

·         Integrated Crisis Response Service support to the Unscheduled Care Coordination Hub (with a focus on case studies and impact).

·         Commissioning support to the independent sector – covering the new night care offer and payments to enable provider decision making capacity at weekends.

During the presentation it was noted that:-

·         Carers Retention Grant Scheme could be used for carers who had to take time off work and travel from another area and had to incur other costs.  Small grants could be paid for travel and microwaves etc.

·         Other schemes available were Night time care at home, staffing of out of hours in the independent sector supported through back office support from the local authority and a hardship fund.

·         The impacts of support were

o   40% reduction in numbers of staff leavers

o   Increased capacity - 21% increase in number of additional hours

o   0 providers requiring emergency response due to workforce issues

o   0 providers handing back packages

o   Reduction in staff absence levels

o   Reduction in hospital admissions

o   Reduction in awaiting care from 43 to 12, and presently 0

o   Positive feedback from workers

·         The Reablement Service was the main service provider for the majority of hospital discharges with a same/next day discharge (8am to 10pm x 7 days).

·         Reablement also helped to bridge packages that were ready for discharge but the domiciliary care provider was unable to start immediately.

·         The Integrated Crisis Response Service (ICRS) operated 24-7 with a 2 hour response and had a key focus on hospital avoidance.

·         The impact of the reablement service had been:-

o   Reablement supported 75% of all hospital discharges

o   Over 1,142 people had been supported over the last 12 months

o   Up to 60% required no ongoing support

o   Up to 90% continued to live at home 91 days later

o   ICRS core activity remained at 90% hospital avoidance

o   Over 5,500 people were supported over the last 12 months

o   Up to 82% required no ongoing support

o   Over 1,500 fallers were supported with only 8% being conveyed into hospital

The Chair was pleased that the CQC rated the service as outstanding.  When the discharge money became available many health services bought additional care home beds butt the City did not and looked at what it should be spent on to achieve best results.

The Board members commented that:-

·         There was a good agenda of partnership working and it may be useful to look at what the key ingredients were and re focus on good quality leadership, money and rigorous evaluation.

·         Indicating that the national system did not provide the best solution for the City and having its own solution was applauded.  Listening to the views of front-line staff to achieve best outcomes was to be commended.

·         The level of trust and confidence between partners in Leicester was high and it made a huge difference.

·         One reason that relationship was felt to be good was because it had been built over a long period of time and staff had stayed in post to provide continuity and trust had grown as a result.

Chair David how analyse – who do it and who should own it brin back here or take to ICB and bring back here

David yes will do

RESOLVED:-            Officers were thanked for the informative and helpful presentation and it was suggested that the Integrated Care Board should consider the key elements of the partnership and how it could be refocused as suggested by the Board members’ comments.