Health & Social Care Presentation to Audit Committee on Risk - - PowerPoint PPT Presentation

Health & Social Care Presentation to Audit Committee on Risk June 2014

Health & Social Care Directorate Structure

(New Post) Op Manager Strategic Commissioning Mental Health Older People Cardiff Drug & Alcohol Services Occupational Therapy Hospital Social Care & Discharge Planning 0.5x Op Manager Adult Mental Health Cardiff (& Vale)

6 x Community Mental Health Teams

Day Opportunity Services 0.5 Op Manager Learning Disabilities Cardiff (& Vale) 2 x Care Management Teams (East & West) Day Opportunity Services Operational Manager Resources & Performance (Internal,)Supported Living Services Performance Management Day Services - Older People & Physical Disabilities Emergency Duty Team (Adults Childrens & MH) Cardiff & Vale 4 x ACM Older People, Physical Disability & Sensory Impairment Community Resource & Reablement Contract & Service Development Joint Equipment Store

Services are aligned to the following citizens: Older People with Physical or Mental Health needs including Dementia People aged 18 – 64 with Physical and / or Sensory Impairments People with a Learning Disability People with Mental Health problems People with Drug or Alcohol problems Services are provided out of hours every day of the year via the Emergency Duty Team to a wider group of citizens including Children and Families across the City of Cardiff & the Vale of Glamorgan Councils The net expenditure budget for H&SC in 2013-14 is £92,993,000 comprising gross expenditure of £104,941,000 off set by income of £11,948,000. This represents 16% of the total budget for the Council. The number of staff contracted during 2013-14 was 1427, equivalent to 1207 FTE At any one time we are working with 7,029 citizens, on average we have 637 people per month accessing our service where 491 of these people go on to have a Community Care Assessment

Health & Social Care Directorate

Health & Social Care Priorities

H&SC Corporate Plan Objectives

• Increasing uptake of direct payments

year on year

• Increase the number of Carer assessment

& offers

• Developing reablement further in

partnership with health colleagues to support more people back home with co- located services from April 2014

• Increased investment in supported living

working closely with housing colleagues, reducing dependence on residential care by March 2015

• Introduce new commissioning

framework enabling more options and capacity to support people at home (in 2014/15)

• Deliver improved integrated services

with partners in Health and across the Vale of Glamorgan (in 2014/15) Key Management Priorities

• Close scrutiny of budgetary information and

delivery of savings

• Work with partners to reduce Delayed

transfers of care

• Implement the consistency and quality of care

action plan

• Participate in Transitions review led by

Children’s Services

• Deliver strategic commissioning across the

service and re-commission a number of services including how we work with 3rd sector

• Strong Performance Management, including

delivering on PPDR’s improving systems, processes & procedures

• Ensure robust safeguarding processes
• Deliver Social Services & Wellbeing (Wales)

Bill/Act

• Effective Risk review
• Deliver excellence in operational management

Health & Social Approach to Managing Risk

Our business is about managing risk – so having a systematic approach to the management of risk throughout the Directorate is crucial

• To this end – we undertake a Monthly

review of the Directorate Risk Register which influences any changes to the Corporate Risk Register

• Our Directorate Risk Register reflects the

same style as the Corporate Risk Register and responsibility for managing and mitigating risk is held by OMs

• OMs have started sharing the Directorate

Risk Register with their Team Managers to review the mitigation and ensure there is an opportunity to flag any new risks

• We review audit reports systematically as

they are produced within monthly SMT meetings

H&SC key corporate risks

• Social Services & Wellbeing (Wales) Bill/ Act will place

new duties and responsibilities upon already pressurised services

• Changing demographics and increasing expectations
• f vulnerable people put more pressure on services,

increasing risk of budget overspend

• Failure to safeguard vulnerable people – will always be

a key corporate risk because of the nature of the business

• Failure to safeguard and to ensure that vulnerable people are

protected and supported

• Failure to correctly align resources with demand and priorities

– delivering on budget

• Create jobs & opportunity for all – modernise and reshape the

market for H&SC – getting the commissioning right and strengthening our contracting for quality arrangements

• Working together across VoG and the UHB and also sub-

regionally to improve services and achieve efficiencies and deliver in preparation for the SS&WB (W) Bill/ Act

• Increasing the uptake of Direct Payments

H&SC key directorate risks (1)

• Ensure that our care management arrangements protect and

deliver the best outcomes for our citizens – reviewing the business process and changing the culture

• Ensure we deliver improvements in particular to ensure that

services for Carers (together with Carer assessment) and services for people from BME or hard to reach communities are easy to access

• Ensure that capacity within the reablement service is

strengthened to widen opportunity for reablement and reduce dependence on longer term packages

• Ensure that Delayed Transfers of Care (DTOC) continue

reducing through more effective partnership working

H&SC key directorate risks (2)