Third Sector Organisations and Adult Social Care a true partnership

Transcription

1 Third Sector Organisations and Adult Social Care a true partnership The voice of Cumbrian people their say on action needed to develop services fit for their communities together we can

2 Contents Introduction 3 Key principles affecting partnership working and how these principles will be addressed 4 1 Building Social Capital within Local Communities 5 2 Facilitating access to universal services: increased choice, voice and access 7 3 Making a strategic shift towards prevention and early intervention 9 4 Ensuring people have greater choice and control 10 A personalised adult social care system 12 Appendix one 13 Appendix two 14 Appendix three 15 2

3 Introduction Setting the scene The Cumbria County Council Third Sector Strategy sets a framework and coordinated of approach for effective and ongoing engagement between Cumbria County Council and the Third Sector. Adult Social Care is part of the Adult and Local Services Directorate and this Strategy is the Adult Social Care element to enabling its role in the delivery of the Cumbria County Council Third Sector Strategy. This Strategy provides a framework for closer working between Adult Social Care and the Third Sector, ensuring the knowledge, independence and expertise of the Third Sector is valued for the benefit of the whole community. Adult Social Care has shown a commitment to the Third Sector within the Cumbria Compact (which is currently under review and being refreshed). The Compact was launched in 2006 and sets out how the statutory and Third Sector organisations in Cumbria want to work in partnership to improve services for local people. In taking forward this Strategy, the shared principles in the Cumbria Compact are reinforced. The purpose of this strategy therefore is to build upon the Compact Framework and the Cumbria County Council Third Sector Strategy to continue to develop and strengthen our relationship with Cumbria s Third Sector. Transformation of social care The Personalisation Agenda is driving huge change in Public Services. It is about much more than just changing or even transforming service systems and processes. At its heart it is also about a fundamental change in the relationship between citizens, communities and the state, and therefore has important implications for the Third Sector and local infrastructure organisations. Adult and Local Services have a long standing working relationship with Third Sector organisations and value the contribution they can make to support the Council in fulfilling its obligations to the people of Cumbria. It is recognised that the Third Sector has a vital role to play in such a rural County and its strengths to be independent, flexible with a strong sense of social justice, approachable and an ability to engage with those hard to reach groups. Adult Social Care is committed to supporting the Cumbria Third Sector Networks through representation on the Third Sector Programme Board see Appendix 1. This Strategy produces the right Framework for a fruitful partnership encompassing shared principles and commitment, underpinning all the other strategies and agreements that have been developed in partnership with Adult Social Care see Appendix 2. 3

4 Key principles affecting partnership working and how these principles will be addressed Values shape our behaviour, although as partners we have different accountabilities there are shared values, and principles which govern the way we work together. In Cumbria, we will need a system that is able to respond to the demographic challenges presented by an ageing society along with the rising expectations of those who depend on social care for their quality of life and capacity to have full and purposeful lives. Adult Social Care in Cumbria is committed to working in partnership with the Third Sector to focus on prevention and the promoting of health and well-being, that supports the community and plays a vital role in improving the life of people in Cumbria through the four key principles of Putting People First which focuses on a shared vision and commitment to the transformation of social care: Building social capital within local communities Facilitating access to universal services Making a strategic shift towards prevention and early intervention Ensuring people have greater choice and control over meeting their needs The themes are not discreet or separate but rather they are inter-dependent and should be able to follow a variety of pathways. 4

5 1 Building Social Capital within Local Communities The Third Sector have a crucial role to play in place-shaping, the building of social capital within communities and in the reform of public services. Joint service planning Community Groups organised around their own local issues, working together directly on areas of concern and learning through active participation leading to building relationships and networks in neighbourhoods and communities providing selfhelp and mutual support that builds social capital and cohesion. Inclusion and representation Adult Social Care (ASC) and Third Sector Organisations (TSO) to be broadly inclusive of the interests of the County as appropriate to the role of the partnership. Ensure TSO groups are represented throughout the County s decision making structures Partnership working to develop a better understanding of the core aims, activities and responsibility with other Partners Engage with appropriate Stakeholders Ensure representation is appropriate. ASC & TSO groups should have necessary authority within their own organisation or sector to be able to influence or contribute to the decision making process Partners representing specific organisations need to be responsible for reporting and updating the organisations and to acknowledge accountability Partnership working Develop good working relations and joint ownership between the partnership without specific groups dominating the partnership. ASC & TSO will work to create a shared strategic vision for the delivery of services ASC & TSO should act in a manner that develops and maintains good relationships between partners, respecting each others views and being responsible and open about their actions and intentions When work is undertaken jointly, the risk of that work will be shared fairly between organisations Promote public acknowledgement of the achievements of Cumbrian partners and the added value of partnership working and community leadership Partnership responsibilities An independent and varied Third Sector is essential to the well-being of communities and building social capital. One of the Third Sector s main roles is to campaign and challenge policy. Campaigning and advocacy work carried out within the law will not affect any funding relationships that exist 5

6 Examples of good practice Partnership planning and development through Programme Boards and Steering Groups e.g. HCOP, Prevention Board, Dementia Board, Carers Steering Group All organisations signed up to and working to the Cumbria Compact Smaller organisations supported through the Third Sector Network Promoting Independence and Prevention Project HAF agreement (3 years) Delivering on strategies to develop a range of support services in Cumbria such as Dementia Strategy, End of Life Strategy, Cumbria Carers Strategy (see Appendix 2) Collating examples of good practice to develop a thriving Third Sector through the Third Sector Board for CQC Ensuring consultation time for any changes in policy. Person centred workforce The contribution and value of volunteers is one of the distinguishing characteristics of the Third Sector. ASC and TSO are committed to staff and volunteers developing good practice and person centred approaches and equally able to benefit from their contribution by gaining a sense of worthwhile achievement. Staff and volunteers Developing person centred approaches to personalisation through prevention and early intervention. Training the workforce in person centred approaches, and to practice using person centred tools that measure person centred outcomes Developing good practice ensuring that good practice volunteer systems are put in place within the Third Sector and ASC. Organisations must develop Terms of Reference that identify clearly what level of commitment it is fair to ask on a voluntary basis and what level of the commitment needs to be carried out by paid staff CRB checks must be undertaken for paid staff and volunteers working with vulnerable adults of the community Valuing Volunteering Partners to demonstrate commitment to volunteering and community activity and the levels needed to achieve policy aims and objectives. Identifying volunteering resources as fundamental to the development of policies and community strategies Recognising at a strategic policy level the immense value that volunteering adds to organisations, the community, social economy and wider social objectives Examples of good practice Training workforce and volunteers in person centred approaches to support planning. Trusted Assesors skilled in assessing for low level equipment Promoting Independence and Prevention workers skilled in accessing for low level social care Supporting Cumbria Care Sector Alliance in delivery of training for Third Sector organisations 6

7 2 Facilitating access to universal services: increased choice, voice and access The Third Sector is large and growing, and plays an increasingly vital role in both society and economy. In Cumbria, there are around 3,000 organisation registered with the Charity Commission and several hundred that are not. Third Sector organisations have expertise in many areas often because they work directly with people and groups on the ground and understand their needs, providing innovative approaches. Whether by providing a voice for their users, having knowledge of alternative ways of working or types of support that works for particular individuals and equality groups or as providers, able to inform on the impact of any proposed changes that may affect their communities. Improving liaison Information is an important first step in communicating with people who use our services. We empower people by helping them understand how our services affect them as individuals, giving people information about services and the way a service is going to change. This allows them to make choices on how they use our services and what they say about them. Information and communication Community Engagement TSO and ASC working together to actively engage relevant partners in involving individuals in consultation. Effectively signpost and initiate easy access to public sector departments and information. Where TSO organisations represent the wider sector, these groups should pass on information and consultation to other TSO groups, and in particular to small underrepresented groups Strategies for the involvement of users should be in place Development of information and resources, to enable service users, carers and the public to identify sources of social care and support from a wide range of options Work together to deliver clear and realistic expectations in relation to partnership. Clear lines of information and communication. Share best practice and information to enable linkages between sectors to develop Inform each other about key priorities In sharing information, and respect its confidentiality where appropriate Develop a Community Strategy and a multiagency information sharing group Examples of good practice Working Together Strategy ensuring the involvement of service users and their carers Developing easier access to information through directories, DVD s, posters, website i.e. Self-Directed Support 7

8 Consultation Effective consultation is an essential part of partnership working, and listening to and engaging with the community and voluntary groups. Asking service users and carers for their views and opinions so they can inform any decisions made. Examples of good practice Ongoing dialogue through Expert User Panels for Self-Directed Support and Supporting People, Older Peoples Forums, Neighbourhood Care Forums etc. Identify whether organisations will incur costs due to their involvement and offer support on a clear and consistent basis. Inclusion and engagement The TSO and ASC should work together to actively engage relevant partners in involving individuals in consultation. Including a range of methods at different stages from informal engagement with TSO s to full scale public consultation. Where TSO represent the wider sector e.g. Compact agreements they should pass on information and consultation to other TSO groups using a variety of ways to involve them. Service User Strategy and Carers Strategy in place and Service User Consortium Independence Develop joint goals, objectives and clear actions. Use shared information. Agree outcomes and performance targets, particularly for longer term strategies Ensure that joint working arrangements are clearly defined and understood and that any barriers to effective joined up working are clearly identified within a strategy in order to overcome them 8

9 3 Making a strategic shift towards prevention and early intervention Third Sector organisations are often well placed to understand what people want and how their needs can be met when at risk of losing their independence. ASC will work with TSO groups to ensure that we have a range of targeted, evidence based prevention services that demonstrate a positive impact upon people s health and well-being and reduces the risk of losing independence. ASC will develop and lead on a Prevention Strategy to ensure a coordinated, signed up approach to the delivery of prevention services. Prevention and well-being The Third Sector are very skilled at supporting people with low level to moderate needs, reconnecting or maintaining people in their communities with dignity and respect and a real feeling of a sense of worth. Prevention Board with wide membership so members can gain a better understanding of their contribution to the prevention and wellbeing agenda and support the development of organisations in prevention support services. Develop a Prevention Strategy and Action Plan Brand prevention and develop an approach for prevention proofing partner agencies, through Equality Impact Assessments Health and Well-Being groups within each LSP develop their Health Improvement Plans featuring the TSO prevention role Partnership working with Age UK across Cumbria with Adult Social Care. PIPPS Contract Targeted service funded under HAF Agreement. The core themes of the contract are as follows: Bridgebuilding Brokerage Information and Advice Indicator L11 Number of people benefiting from promoting independence in partnership with older people scheme of the LAA. Identify and monitor activities which contribute directly to the achievement of the outcomes and targets Examples of good practice Revised PIPP Contract with clearer targets and outcomes set against the 7 outcomes in the White Paper, signposting of people who do not trigger the higher band of FAC to PIPPS Conversations for Life encouraging communities to encourage discussions about end of life issues Demonstrator model for peer support networks for people with dementia, bringing people and communities together to build capacity and self support 9

10 4 Ensuring people have greater choice and control Develop Self-Directed Support In December 2007 Putting People First set out a shared vision and commitment to the transformation of Adult Social Care. The vision for the future aims to ensure that over time, people who use social care services and their families will increasingly shape and commission their own services. Personal budgets will ensure people receive public funding, use available resources to choose their own support services. The State and Statutory Services have a different, not lesser role more active enabling and less controlling. Local Authority Circular (DH) 2008 (1). Self-Directed Support is viewed by ASC as making a fundamental contribution to the health and well-being of service users. ASC work with TSO groups to tailor existing services and develop new services to provide individuals with the opportunities, freedom and choice to identify how best to meet their care needs within a personal allocated budget ASC through the Care Sector Alliance Cumbria will facilitate learning and development activities with TSO groups to promote personalisation and SDS in Cumbria ASC and TSO will work together to ensure the market and supply of services is organised to respond to how people want their Individual Budgets to be spent. ASC will offer VSC groups opportunities to co-work the process of developing new approaches to service provision ASC will develop a set of communication and marketing materials to increase awareness and knowledge of Self-Directed Support. ASC will develop and share a range of communication products to include newsletters, website and information booklets ASC will ensure service user involvement is central to the In Control transformation, to enable them to have choice and control over the services they need to enable independent living. Establish a consortium of user organisations to work together with service users to ensure appropriate support is available for all service users systematically, reliably and equitably addressing their rights, needs and differences Examples of good practice Person Centred Planning training for Third Sector organisations Supporting the development of Service User Consortiums and Expert Users Panels Appointment of Marketing/Contract Officer to work with organisations on developing the market Communication Self-Directed Support website 10

11 Ongoing development of communication products through views of Service Users Consortiums and Expert User Panels DVD for Self-Directed Support Commissioning/funding relationship Effective commissioning is vital to the success of social care reform and the personalisation of care services. The Care and Support Green Paper confirms the role of Local Authorities to shape and stimulate markets to reflect the needs of their local communities. Funding Funding Relationship Partners to commit to being clear, open and transparent in the funding relationship. To work with TSO s in partnership in the transformation of the social care market. Develop policies and practices on provision of resources, and to ensure that they are appropriate, fair, effective, consistent and transparent ASC to inform organisations of changes in funding stream levels TSO organisations to develop effective systems to monitor, manage and account for all funding and resources, including submitting realistic budgets and business plans ASC and TSO s will work together to stimulate the development of high quality services for all. Commissioning Strategy that includes incentives for services that treat people with dignity and maximise choice and control Personal Budgets in Self-Directed Support that put people at the centre and in control. Commissioning of services that are more flexible and outcome focussed in their specifications to ensure that they are fully integrated around the needs of the individual Sustainability Partners to work together and with other partners to develop funding strategies that support and enable local capacity building. Identify levels of locally managed funding to disenfranchised groups, when allocating funds Recognise the diversity of funding needs, such as start up funding, development funding and capacity building funding Services should be commissioned to be more flexible and outcomed focussed in their specifications. Examples of good practice Grant system to smaller voluntary organisations (Caritas) Promoting Independence and Prevention Contract Active participation of TSO s in Programme Boards and Steering Groups ASC will work with TSO s to take proactive steps to ensure that user experiences can directly inform commissioning 11

12 A personalised adult social care system Delivering on the key principles above are crucial if we are to achieve a personalised Adult Social Care system in Cumbria. Local Authority leadership needs to be accompanied by authentic partnership working with the Third Sector, Cumbria NHS, other statutory agencies, private sector providers, users and carers and the wider local community to create a new, high quality care system which is fair, accessible and responsive to the individual needs of those who use services and their carers. Adult Social Care s commitments in our relationships with the Third Sector: We will, as far as possible, adhere to the Cumbria Compact and give clear explanations where we are unable to do so We will, as far as possible, follow the Codes of Practice and give clear explanations where we are unable to do so We will recognise and respect the different roles Third Sector organisations may play, and support them to maintain separation of these where necessary We will demonstrate fairness and transparency in our funding relationships and be clear about the type of relationship required We will seek more varied opportunities for the involvement of Third Sector organisations in service planning and commissioning We will seek to involve a greater range of Third Sector organisations in service planning and commissioning 12

13 Appendix one Cumbria Third Sector Network Cumbria Third Sector Network is the mechanism for involving Third Sector Organisations in planning. It provides a structure for selecting representatives of Cumbria s Third Sector, and for communicating and consulting with the broader sector. Cumbria Third Sector Network has developed from structures set up to support the ChangeUp initiative. These structures were complex, and early consultation on the concept of a Third Sector Forum/Network for Cumbria suggested they were poorly understood, and a simple structure was needed. This model is based upon those discussions. 13

14 Appendix two An overview of key documents relating to Cumbria Adult Social Care and Third Sector The Cumbria Community Strategy Health and Well-Being Strategy Cumbria Carers Strategy 2009 National Dementia Strategy Joint Commissioning Strategy for Ending Life Care in Cumbria Cumbria Sensory Impairment Strategy Prevention Strategy (to be developed) Communications Strategy (to be developed) Arts Engagement Plan Strategy for People with Physical Disabilities or Sensory Impairment and their Carers Cumbria Supporting People Strategy Cumbria Commissioning Strategy for Older People and their Carers Cumbria County Council Telecare Strategy Cumbria Housing Strategy Working Together Strategy for Involvement of Service Users and their Carers Falls Prevention Strategy Extra Care Housing Strategy National Stroke Strategy Cumbria Anti-Poverty Strategy Cumbria Advocacy Strategy Mental Health Strategy Active living in Cumbria a prevention strategy 14

15 Appendix three Abbreviations ABG ADL A&E A&LS ASC CCC CDN CIL CM CQC CRB DH DMT DV FAC GP HAF HCOP HIA IMT Area Based Grant Activities of Daily Living Accident & Emergency Adult and Local Services Adult Social Care Cumbria County Council Cumbria Disability Network Centre for Independent Living County Manager Care Quality Commission Criminal Records Bureau Department of Health Directorate Management Team Domestic Violence Fair Access to Care General Practitioner Health Act Flexibilities Healthier Communities Older people Home Improvement Agency Integrated Management Team JIP Joint Improvement Partnership JSNA Joint Strategic Needs Assessment LAC(DH) Local Authority Circular (Department of Health) LDNPA Lake District National Parks Authority NHS National Health Service NI & PI National Indicator - Performance Indicator NW North West OA Older Adults OT Occupational Therapy PCT Primary Care Trust PDSI Physical Disability and Sensory Impairment PIPP Promoting Independence Prevention Partnership POPM RSLs Registered Social Landlords SDS Self Directed Support 15

16 July 2010 cumbria.gov.uk J13228 Design Cumbria County Council Tel: /221727