ADASS Business Plan 2012/13€¦ · Web viewWest Midlands Sector led improvement programme – Peer challenge, Use of resources analysis , case file audits Building sustainable health

ADASS Business Plan 2019 - 2022

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ADASS vision for the future of adult social care services ADASS is a charity. Our Vision is for a compassionate and respectful society that enables independence, wellbeing and participation in community life.

Our Mission is to be a leading voice of adult social care, working in partnership with people to help transform their experience of care and support.

Our beliefs:1. A key barometer of a good society is ensuring that everyone, regardless of their needs and

circumstances, has a right to live purposeful and independent lives, be protected from harm and access help when they need it.

2. People with care and support needs should receive consistent, high quality help, support and safeguards that take account of their individual needs – social, physical, psychological and spiritual.

3. People should be treated with dignity and respect, with no decisions made about them without them, with the aim of supporting people, and their families and carers, to make informed choices.

4. People should be supported to live in their own home and community unless their needs can only be met elsewhere.

5. The best outcomes for people will be achieved when everyone works together collaboratively – local authorities, NHS organisations, central government, private and voluntary providers, community groups and most importantly people with care and support needs, their families and carers.

Our Values- Independent; Compassionate; Collaborative; Respectful; Ambitious; Supportive; Informative; Honest; Acting with Integrity.

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Looking Forward 2019-22

ADASS and its members have undertaken a significant amount of work over the past year to ensure that the organisation is in best shape to maximise its influence, impact and to meet future challenges. The Next Generation programme has covered a host of areas which have been considered for reform: our vision, values and role, governance, membership, partnerships, the role of policy leads, regional/national team working, member support and development, current/future staffing, digital developments, and resourcing. The forthcoming year will see a number of changes to the organisation being implemented.

This programme of work is extremely timely with adult social care approaching an important cross roads where decisions will be taken at a national level that will shape the future funding levels and policy direction of the sector.

The period since the turn of the decade has been characterised by austerity and the focus on reducing the national deficit. This has led to local government seeing a significant reduction in their resources in real-terms of this period. All the while demand for adult social care services has continued to increase, alongside the complexity of people’s needs and the costs of delivering services. These pressures are why Government must publish the long-awaited Adult Social Care Green Paper, and Spending Review as a matter of urgency.

Adult social care does not standstill. A sustainable and long-term settlement is required, however, just as important is the need to ensure that existing resources are being maximised to their best effect. ADASS has been working closely with partners to develop an approach to provide an evidence-based approach to evaluating the use of resources, whilst also ensuring that the impact of spending decisions on older and disabled people and their families, the NHS and care markets are fully considered.

The impact of ongoing discussions on the exiting the European Union (EU) have had a direct impact on the ability of Government to debate domestic policy and legislation, including delaying the publication of the adult social care green paper. The vote to leave the EU has led to substantial debate around immigration. Existing proposals from Government have the potential to negatively impact upon the availability of EU workers for key frontline roles in adult social care. This at a time when adult social care continues to be faced with significant and ongoing challenges around recruitment and retention.

Despite the slowdown in domestic policy, some important work has taken place and continues into 2019. This includes the Mental Health Act Review and the progress through Parliament of the Mental Capacity (Amendment) Bill and the supporting guidance. Significant work will also be undertaken in the forthcoming year and beyond in relation to unpaid carers as a result of the significant uplift in funding announced by the Care Minister for the Carer Innovations Fund at the National Children and Adult Services Conference in November 2018.

The publication of the NHS Long-Term Plan, coupled with a significant uplift in funding for the next 5 years, presents both challenges and opportunities for adult social care. ADASS welcomed the publication of the long-term plan as an opportunity to assess how the additional money will be used to improve the overall health and wellbeing of local communities and not just to relieve current pressures on hospitals. It was also pleasing to see that priority will be given to primary care, mental health and community services, as well as the proposed expansion of personalised budgets and references to end of life care. ADASS particularly welcomes the roll out of training to help staff identify and support relevant people in their last year of life, thus enabling more of them to die in a place they have chosen

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The new plan sets out how the NHS will respond to demographic change, increasing complexity and acuity of needs, rising costs and workforce constraints. These same challenges are driving the pressures on social care.  However, given that the two services are inter-dependent, the absence of a similar funding settlement for adult social care represents a major risk to the ambitions of this NHS Plan.

The ADASS regions and their members have continued to be the engine room of the organisation. The past year has seen regional colleagues not only deliver on a number of local priority areas, they have also played a vital role in coordinating discussions and data relating to significant issues such as provider failure and Brexit.

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Policy and Implementation Core Work Priorities 2019 – 22

Through the Next Generation programme or work, ADASS has agreed to move to a model which would set a ‘three year rolling programme’ of priorities, rather than undertaking a full review on an annual basis.

To ensure that ADASS can maximise its impact and influence it has been decided that the business plan should include a smaller number of policy priorities; those areas which are considered to have the greatest national/universal significance. Discussion on these policy priorities has taken place over a number of months and are as follows:

i) Sustainable Personalised Care and Health Systems ii) Care Markets iii) Social Justice and Inclusion 

These overarching policy priorities are underpinned by three cross-cutting ‘enabling’ priorities:

a. Resourcesb. Workforcec. Digital and Technology 

Details of the ADASS policy priorities, along with our resources, governance and communications priorities which support their delivery can be found below.

The priorities of the ADASS regions can be accessed in Appendix 1 of this document.

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Policy Priorities & Enablers

i) Sustainable personalised care and health systems(where the social model balances the medical and managerial)

AmbitionPlace-based health and social care services that work together as a whole system to deliver joined-up, personalised care, support and treatment in the right place, at the right time.

Objectives

1. To support members to establish local arrangements that reflect: the inter-dependency of NHS and social care demand and resources; the shared ambition of social care, primary care, community and mental health to support people to live as independently as possible in their own homes; the social model of care and the human and other legal rights of those in vulnerable situations or without capacity.

2. To seek the full engagement of adult social care in the evolution of Integrated Care Systems by 2021.

3. Where appropriate to offer support and advice to colleagues working with challenged health economies.

4. To encourage the development of integrated community based crisis services which can intervene to avoid admissions to Assessment & Treatment Units and long stay hospitals for people with learning disabilities and behaviours that challenge

Enablers

Resources Work collaboratively with NHS Confederation, NAPC and other

organisations to promote the role of adult social care in health care delivery and policy and maintain their support for funding reform;

Workforce

A greater focus upon career pathways and opportunities leading to range of career options including social work, nursing, therapies, community development, employment support, policing or other professions.

Parity of remuneration and esteem with NHS colleagues (professional, skilled staff).

Calls for greater parity between the funding for Health Education England and Skills for Care to better equip and train social care staff.

Promote a joined-up health and social care workforce strategy by working with Skills for Care and the NHS to ensure that social care needs are reflected in the emerging NHS workforce plan

Digital & Technology

Clearly articulate ADASS position on the use of digital and technology in adult social care and across the health and social care system as a whole, including how this can support the workforce and encourage workforce retention.

Provide a platform for past and emerging learning to be shared from the Social Care Digital Innovation Programme.

technology to support the workforce and to Advocate social model/medical model

How we will

exert

Continue to advocate for personalised, asset based new models of care and support (develop lines, tips and guidance)

Develop tools to support market sustainability and sufficiency to help members to

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influence and

support our members

lead local systems, manage failing markets and to gain a clear understanding of what is required in the local area both now and in the future.

Develop tips and guidance to help members to lead local systems to co-produce and implement plans to shape and sustain the local care market, including services for individuals to purchase either as self-funders or using direct payments or personal budgets.

Build on and develop effective working arrangements with primary care, community and mental health services;

Pursue further dialogue and engagement with NHS England, NHS Improvement and DHSC in shaping the national implementation plan for the NHS Long Term Plan;

Seek a conclusion to the review of the Better Care Fund that balances the needs of those delayed in hospital with those at risk of avoidable admission;

Give particular priority to improving access to health care of excluded groups – people with learning disabilities, mental health, substance misuse, homeless people and enhanced health care for people in long term care and for people living with autism.

Once developed, use ADASS position statement on digital and technology to engage with Government, key sector partners and stakeholders.

Sponsors and leads

ii) Care Markets

Vibrant, quality and sustainable care markets that enable people to exercise choice and

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Ambition control. People can access the care and support they want and this is personalised and builds on their assets.

Objectives

Local authorities are enabled to deliver on the market shaping and continuity of care duties set out in the Care Act and people and their carers have choice over how their needs are met and are able to achieve the things that are important to them.

Support regions and members to manage provider failure and co-ordinate communications where the failure is major, building a range of tools and support.

Adult social care has access to a skilled, valued, caring and committed workforce that is appropriately remunerated.

Develop a collaborative view with commissioners, providers, the NHS and people with lived experience about what is required to shape and sustain local care markets.

Local authorities and CCGs work collaboratively with specialist providers regionally to encourage the development of suitable accommodation and care services to meet needs of people still to move out of Assessment & Treatment Units.

Enablers

Resources

Make an evidence-based case to government for additional funding to be invested in adult social care over a number of years to place it on a sustainable footing and facilitate vibrant, diverse and quality local care markets, e.g. through the Annual Budget Survey.

Provide examples of how investing in adult social care can make an impact on people’s lives through cases studies, alongside the economic case for investing in community-based services.

Workforce

Local Living Wages for those areas with full employment and where the Living Wage will not attract staff.

Make an evidence-based case for developing and implementing a fully funded national workforce strategy (national leadership needed) to include recruitment, retention, career pathways, qualification and regulation.

Extend the national ASC recruitment campaign beyond its current lifespan to build upon the momentum achieved in its early stages. This needs to be fully funded with a return to the original premise of regional delivery.

Make the evidence based case for a fully funded carers strategy that takes account of needs for support and particularly the need of carers struggling to maintain or who have had to give up employment.

Digital & Technology

Utilise digital innovation to bring together a wide range of market oversight information that reflects real-time risks facing care providers.

Review where developing technologies can provide better experiences and outcomes for people and substitute for staff where necessary in economically challenged times.

Review where digital communications can engage communities in supporting individuals who need care and support.

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How we will exert influence

and support

our members

Utilise the results from the ADASS Budget Survey to make an evidence-based case to government, cross-party MPs and key influencers for additional and sustainable funding for adult social care.

Provide regional analysis of ADASS Budget Survey results to inform local responses to national consultations and key events, e.g. Spending Review, Adult Social Care Green Paper, Prevention Green Paper, Local Government Finance Settlements, etc…

Work collaboratively with the NHS to promote a system-wide approach to the development of sustainable local care markets.

Actively engage with Secretary of State for Health and Social Care and DHSC to ensure that the opportunities for investment in digital and technology for adult social care are fully articulated.

Share case studies/good practice examples of digital innovation across local authorities, including the development of ‘top-tips’.

Clearly articulate the current and future workforce needs for adult social care to government, providing solution-based recommendations for how to positively impact recruitment and retention levels, provide a range of career pathways for anyone entering or within the sector, whilst ensuring that there is parity of esteem with NHS staff.

Sponsors and leads

Commissioning, Safeguarding and personalisation co-leads Resources Co-Leads – need to decide where we put resources, workforce and

digital.

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i) Social Justice and Inclusion(safeguarding, mental health, learning disability and autism, substance misuse, CJS, mental

capacity etc…)

Ambition

People with care and support needs have access to additional support to have their rights upheld when they are at risk of abuse or neglect, are sleeping rough, homeless, when doctors are considering compulsory admission or treatment for severe mental ill health or when people may be being deprived of their liberty.

People receiving care and treatment receive it in the least restrictive manner where the use of restraint, seclusion and segregation are minimalised.

People with care and support needs receive support where they find it harder to engage with employment, community and other social activities

People with autism are supported to fully engage in employment, leisure, community and home life free from discrimination and where barriers are identified and mitigated.

Objectives

ADASS provides expert advice for Policy makers and government, for its members and for professional social work in relation to safeguarding, mental health mental capacity and with people in excluded circumstances in tandem with Principal Social Workers.

ADASS advocates for and with people who are most at risk of being excluded from communities, employment, healthcare and the basic rights others enjoy.

ADASS advocates for addressing growing inequality gaps – for instance in relation to mortality and morbidity, mental ill health and homelessness, domestic abuse, disability hate crime, caring and the gender pay gap.

Enablers

Resources

Work in partnership with policy makers for fair funding to address exclusion and inequalities and with NHSE to ensure targeted investment in services for people who are most at risk of being excluded from basic health care and that community-based services, mental health services and primary care services that are aligned or integrated with adult social care services locally.

Workforce

Focus on workforce development in advanced social work in relation to MH, mental capacity, safeguarding etc

The workforce is considered beyond registered provision, to include those working as community supporters, street workers, hostel workers, PAs, in the criminal justice system in the social care context.

Autism awareness training is made available throughout the care and health sector.

All care and health providers comply with Restraint Reduction Network training standards.

Workforce planning needs to consider workforce in its widest context both in terms of how we support people in all aspects of their wellbeing as well as very specialist support.

Digital & Technolog

y

Promote digital inclusion across health and social care to enable people with care and support needs to have greater control over the decisions impacting upon their lives, utilising regional expertise wherever possible.

Focus on digital exclusion alongside social exclusion Work with sector partners to advocate to Government that the

recommendations from the Independent Review of the Disabled Facilities Grant should be adopted in full in order to more closely align housing and adult social care priorities.

How we will exert influence

Facilitate DASS masterclasses and law seminars to improve confidence and competence regarding human rights, legal literacy and safeguarding duties and powers.

Offer sessions, tips and guidance to improve knowledge about recovery and

Resources, Governance and Communications Priorities

The following priorities will support the delivery of the policy priorities and enablers set out above, as well as ensuring that ADASS as an organisation functions in the most efficient and effective manner as possible.

Key Theme Regional and National Co-ordination and Improvement

Lead(s) and Support Martin Samuels and Senior Officer (Policy)

AmbitionADASS effectively co-ordinates its work across regions and nationally, supporting

regional diversity and using its resources as effectively as possible to improve outcomes for people needing care and support.

Objectives

Continue the strong dialogue between regional and national teams through regular forums and communications with ADASS regional Chairs and regional Leads.

Maintain and build upon strengthened membership of the CHIP Management Team and the tripartite agreement between ADASS, LGA and DHSC in relation to CHIP.

Continue to influence the CHIP programme and allocation of resources within it.

Deliverables Recognising the strength of ADASS regions the central team to support the

regions to play a bigger role in the ADASS Spring Seminar in terms of shaping the programme and sharing regional practice.

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Support regions in the specific delivery of: Brexit oversight and support; regional implementation of Efficient and Effective Interventions for Carers

project and the national Carers Action Plan; the ‘Value for Money’ project.

Key theme External Communications & Public Affairs

Lead(s) and support

Julie Ogley / Communications, Membership and Events Coordinator

Ambition ADASS is positioned as the ‘go-to’ organisation for comment and advice on adult social care.

Objectives

To work with media to position ADASS as the leading, authoritative, credible national voice for adult social care.

To achieve consistent, positive, valued, timely and measurable coverage, through reactive and proactive work which benefits ADASS, its members and the adult social care sector.

To promote, and where necessary, defend the work and reputation of ADASS.

To influence social care legislation and policy to improve outcomes for individuals.

To secure a long-term sustainable funding solution for adult social care

Deliverables Raising the profile and publicising the work of ADASS with key stakeholders, councils, government, MPs, decision makers, media and the public.

Promoting public understanding of social care needs and delivery, and related social policy issues. Highlight the value of adult social care and social work, to ‘educate the public’ and continue messages about the need for a long-term sustainable solution to funding adult social care

Maintain a proactive and reactive media presence on major social care stories.

Provide written briefings to MPs ahead of key debates in Parliament on subjects aligned to ADASS policy priorities.

Hold parliamentary briefings to proactively engage with MPs and researchers on topics including the ADASS Budget Survey, Adult Social Care Green Paper key positions and Prevention Green Paper.

Influencing legislation and policy in line with the values of the Association.

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Develop messaging with incoming ADASS President and develop ADASS media plan

Maintain a continued supply of blogs for the website and continue outreach to trade media to influence the sector, with policy content for this outreach to be supplied by ADASS

Assistance and advice with social media

Key Theme Internal Communications

Lead(s) and Support

Julie Ogley and James BullionCommunications, Membership and Events Coordinator

Ambition ADASS is an effective and efficient internal communicator to and from its members, facilitating dialogue and ensuring that members’ voices are heard.

Objectives

The focus for 2019-22 is to further develop the ADASS website as an interactive tool to allow for greater virtual working across ADASS.

Use the Next generation Digital task and finish group to voice and implement changes across the website for user functionality and messaging.

Improved management and variety of ADASS events and seminars, increasing opportunities with sponsors and partners.

Enhance the membership offer with more exclusive access to ADASS activity, events and groups such as the Presidents page.

Deliverables

All ADASS events to be run successfully including Spring Seminar, NCAS conference

ADASS website fully interactive to support virtual working across the Association

Improved Weekly Bulletin issued to all ADASS members President’s page to be fully functional and accessible to all members and

used to regularly by the President to update members on activity and engage membership in dialogue.

Consider new Membership tools such as App development.

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Key Theme ADASS Business

Lead(s) and Support

Richard Webb and Iain MacBeathCathie Williams

Resources Manager and Business Partnerships Officer

Ambition ADASS staff team supports the President, Trustees, Executive and members in effectively and efficiently meeting the objectives of ADASS

Objectives

To cover all business activity undertaken by the ADASS staff team to support members, governance of the Association, management of the work

programme, and funding and resources.

We will develop a more specific focus on member support, will focus upon reviewing all current ADASS service level agreements and contracts and

seek new funding streams and relationships with sponsors.

Deliverables Maximise current income streams and seek funding new opportunities, ensuring full cost recovery

To maximise sponsorship revenue in the context of the Next Generation review and the membership potential appetite for trading activities to further fulfil charitable objectives, and to invest this revenue to enhance the membership offer

Embed the establishment of ADASS as an employer, developing and reviewing the staffing structure to ensure it remains sustainable and fit for purpose, and developing employment policies as needed

To develop a responsive and proactive membership support focus Review the staff team and the relationship between national and regional

ADASS staff Implement the Next Generation review of the constitution and Code of

Conduct, ensuring this remains fit for purpose Implement the Next Generation review of Trustee numbers, Executive

composition, contribute to the development of appropriate business cases and monitor the impact on the capacity of ADASS to fulfil its charitable

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objectives Support the development of the staff team

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Resources The 2019 budget sets out planned income of £1.27m, which excludes any new core funding yet to be negotiated. This is set against projected expenditure of £1.33m, with a planned deficit of £57k. Future draft budgets reflect the core staff position planned for the end of 2019. They also make the conservative assumption of no further funding from DHSC.  The resulting year on year reduction in reserves means that ADASS will maintain over a year’s worth of operational reserves for the period covered.

ADASS: income and expenditure budgetFive years from 1 January 2019 to 31 December 2023

2019 2020 2021 2022 2023IncomeContracts 521,944 147,500 0 0 0Membership fees: DASS 296,454 329,766 336,361 343,088 349,950Membership fees: Associates 29,100 29,682 30,276 30,881 31,499Sponsorship 233,500 233,500 233,500 233,500 233,500Spring Seminar (delegate fees) 95,000 96,900 98,838 100,815 102,831Biennial Conference Surplus 91,116 91,116 90,000 90,000 90,000Investment/Other 5,800 5,850 5,901 5,953 6,006

Total income1,272,91

4 934,314 794,876 804,237 813,786

ExpenditureFunds to Regions 224,693 130,500 0 0 0Staff & associated costs 788,060 644,489 645,139 658,042 671,202Premises and admin 88,730 82,447 84,096 93,997 87,493Event costs 85,900 87,618 89,370 91,158 92,981Core activities 124,620 119,822 116,559 116,330 118,137Professional and consultancy 17,500 10,690 10,904 11,122 11,344

Total expenditure1,329,50

31,075,56

6 946,067 970,648 981,157

Surplus (deficit) (56,589) (141,252) (151,192) (166,411) (167,371)

BROUGHT FORWARD 1,879,7861,823,19

8 1,681,946 1,530,754 1,364,343

CARRIED FORWARD 1,823,1981,681,94

6 1,530,754 1,364,343 1,196,972

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Appendix 1: ADASS Regions’ Business Priorities 2019-2022 Region Priorities for 2019/20

East Midlands

1. Operating Models2. Housing / Accommodation 3. Technology 4. Integration5. Workforce 6. Carers 7. Market Management / demand Sector led improvementReview of the regions Sector Led Improvement process and development of new approach to include practice based assurance, risk and resources, leadership and value for money

South West 1. Quality and effective social care practice 2. Workforce: Understanding the capacity and shaping the

workforce3. Use of resources; how well we are spending our money4. Market oversight and management5. Learning from reflective practice and delivering impact

North East 1. Integration 2. Workforce 3. Commissioning 4. QA and Performance including Resources 5. Learning Disabilities 6. Prevention 7. Safeguarding 8. Digital

Eastern 1. Practice and Outcomes2. Health Integration3. Financial Resilience, Resources, and Intelligence4. Workforce and Leadership5. Care Quality, Market Shaping, and Commissioning6. Learning Disability Commissioning including Transforming Care7. Digital Transformation

North West 1. Resource (Financial and Demand)2. Market Shaping 3. Integration and Urgent Care 4. Workforce 5. Safeguarding

Yorkshire and Humber

1. Use of Resources2. Sustainable Health and Care Systems3. Market Sustainability, Quality and Safeguarding

South East Priorities have changed for South East ADASS this year with agreement that discussions are now prioritised to help DASSs

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manage increasing demand differently with severe financial pressure. There will be a shift in emphasis in the priorities for the Regional Programme to support and co-ordinate work for:

Strategic conversations between DASSs to: help leaders shape the discussion with members develop plans within councils to meet the challenge identify where leadership skills can be strengthened

Sharing tactical approaches to: identify key questions for DASSs areas for further work for South East councils together in the

Regional ProgrammeAchieving operational grip to:

operationalise efficient approaches identify and share what delivers money quickly

London 1. Supporting integration through devolved arrangements2. Commissioning 3. Quality and safeguarding4. Workforce 5. Digital as an enabler

West Midlands

1. Sector led improvement programme – Peer challenge, Use of resources analysis , case file audits

2. Building sustainable health and care systems – Safe and timely transfers of care, system integration, market risk protocol , future of care homes

3. Turning our data into knowledge – Performance and knowledge network

4. Promoting adult social care – collaborating for influence, workforce recruitment

5. Digital transformation – collaboration with AHSN.

To access the regional prospectus, please click here.

Appendix 2- Review of 2018/19 Priorities

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Policy and Implementation

Priority 1 Risks and Resources

Evidence submitted to the Local Government Association’s (LGA) Adult Social Care Green Paper consultation, HM Treasury’s pre-Autumn Budget Call for Evidence and House of Lords Economic Affairs Committee on Adult Social Care Funding in England. Published and circulated a briefing on adult social care funding in advance of an Opposition Day debate on 17 th October 18. In October, ADASS published the Autumn Short Survey report. This set out the level of expected overspends in 2018/19, the confidence of Directors in delivering on their statutory duties by the end of 2019/20 and the impact of the national focus on DToC. Submitted evidence to the Liberal Democrat Working Group on Health and Social Care on the financial and demand pressures facing adult social care in November. The ADASS/CIPFA Adult Social Care Financial risk tool has been updated and endorsed by Executive, for publishing on the ADASS website. ADASS Trustees and policy leads have contributed to Government work on the Social Care Green Paper, the Independent Review of the Mental Health Act and the Mental Capacity (Amendment) Bill.

Priority 2 Care Market Quality, Sustainability and Workforce

Top Tips for Sustaining Homecare was refreshed jointly with LGA and the UKHCA, UKHCA published the risk register, and a proposal has been developed to trial collaborative approaches to prevent provider failure. ADASS has contributed to the CHIP programme markets and modelling project. ADASS co-leads (with LGA) the year 2 Quality Matters strand on collaborative commissioning, designing a short member survey to gauge member engagement with the ADASS Quality Matters commitments. An advice note was published on commissioning and quality issues following the Mendip House Safeguarding Adults Review (SAR) and further work undertaken on commissioning recommendations from a wide range of SARs, to inform guidance in response. ADASS published Top Tips for safer working in systems in escalation and an advice note on admitting people to care homes from hospital and led follow-up work with NHS E and other partners to develop guidance, targeted at NHS colleagues to support their understanding of care markets, quality and safeguarding issues. The MSP outcomes framework has been piloted in early 2019. RiPfA was appointed to revise the Making Safeguarding Personal (MSP) toolkit. Policy leads have explored funding for evaluation of the pilots on prevention of social isolation to reduce safeguarding concerns.

The ADASS Workforce Network continues to expand its reach and influence, working with LGA and Skills for Care. Key lines agreed with Trustees are in use to promote the ADASS workforce policy position. ADASS has contributed to the work of the Cavendish Coalition assessing the impact of BREXIT on the adult social care workforce. A submission was also made to the Health and Social Care Committee on the impact of a no deal BREXIT on the adult social care workforce. ADASS has worked with Government on the national recruitment campaign and has ensured links into ADASS regions. ADASS has also been a member of the national Board which is overseeing the national workforce strategy. ADASS regional workforce chairs have met twice with the ADASS Vice President as a national group. This has enabled increased input from across ADASS regions and agreement on potential areas of joint work to strengthen the ADASS workforce position for 2019/20 when it will a Presidential priority.

Priority 3 Sustainable and Integrated Care and Health Systems

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ADASS continues its influence in joint work on integration and hospital discharge through participation at Trustee level in a range of joint Boards. This influence continues to inform joint work with NHSE and NHSI, including joint approaches to the BCF and the focus on preventing admissions and investing in community and primary health services, reducing dependence on acute services, in turn reducing delayed transfers of care and enabling people to get home. There has also been the opportunity to engage with the ICS/STP Advisory Group more fully. There has been a welcome, if belated, place at the table of some of the relevant NHS long-term plan workstreams, enabling the ADASS voice to be included in the development of plans. In some workstreams (notably mental health) ADASS has been invited to contribute written views rather than to co-design the plan (although there has been good engagement in the Mental Health Act Review) and this continues to be an area of focus. Recent correspondence from NHSE regarding the implementation of the online Capacity Tracker for care homes was robustly responded to, with a resulting change in messaging, and a more joint approach being achieved. Other integration work has included the ADASS contribution to the review of “Stepping up to the Place” with the resultant “Shifting the Centre of Gravity” being published and launched at NCASC in November 2018. Operationally, there is ongoing liaison with the Urgent and Emergency Care team and improved relationships and intelligence from our regions have enabled us to negate some of the messages for assurance/ mandates from NHSE Regions.

Key Theme: Regional and National Co-ordination and Improvement

Conference calls and joint meetings with regional Chairs and Leads are well supported by regions, and are a valuable conduit between ADASS and the regions, with communications enhanced by the Regional Express, a weekly bulletin to regional Chairs, and regular email bulletins to regional leads summarising activity and key developments. The importance of the regions has been demonstrated by the ADASS response to market failure where input and feedback by regions has been essential and successful. ADASS Next Generation workshops were held in the Summer with regional input. The relationship with regions will potentially be strengthened as the work of ADASS Next Generation becomes more developed. The tri-partite agreement between LGA, ADASS and DHSC is now firmly in place and we have seen a further transitioning of funding to the ADASS regions. The national MoU with DHSC for a sector-led improvement approach to carers support was signed in December 2018 with funding transferred to regions to implement their plans. This project funding is for 18/19 and 19/20. Regions are also looking at the proposal for regional approaches to Value for Money in late 18/19 and the national markets and modelling work.

Key Opportunities:

Supported Housing- Following the publication of the refreshed MoU there have been 4 regional events and several other events attended by ADASS Housing LIN reps to raise awareness of it. An opportunity to host a sponsored roundtable event is being explored to produce a think piece on planning for local authorities and partners. The ADASS Housing LIN plans to develop the Housing Needs Assessment linked to Health & Wellbeing Boards.

Personalised Care and Support- ADASS has taken an active role in influencing the content of the Mental Capacity (Amendment) Bill, attending a wide range of roundtables led by DHSC and others to ensure that concerns expressed by the social care sector were listened to and acted upon and that a personalised approach was taken to the development of this law. The President, the policy co-lead and staff have all participated. The Lincolnshire, Nottinghamshire and Gloucestershire personalised care sites will be testing an integrated approach and will focus on people receiving a multi-disciplinary, holistic ‘care needs assessment’, resulting in a single, integrated ‘personalised care and support plan’, with a strong focus on prevention.

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Digital Technology- ADASS’s President has been actively promoting digital opportunities including the development and publication of ‘TEC stories’ and the ADASS Digital lead presented a thought and draft position statement piece relating to this to the Executive in November.

Communications & Public Affairs

Internal Communications

Website - Significant website developments making communication with and between members easier. This includes upgrades to the existing community groups, blogs page, research page and ADASS publications page. Roll out of guides that give users a ‘tour’ of the website functions for the community groups for both members and administrators. Continued regional and policy engagement via community group administration and content, including introduction and training for any new regional or policy page administrators as well as exploring the individual needs of regional and policy groups in order that the website functionality best supports their work.

Membership Engagement - Additional capacity within the team has enabled better communication and support to membership, as well as responding to any membership queries. Membership communications on urgent matters of provider failure have been undertaken, as well as liaising with partners to ensure communications are aligned. Launch of 2019 ADASS Accelerate Programme, open to all members and designed to assist members who have transformational change programmes in their remit. Weekly President’s Diary uploaded and sent to all members via the President’s page, various comments and engagement from members via this presidential blog. Weekly bulletin is being sent to all members.

Events – Successful delivery of the NCAS conference, including various private meetings with the Minister for Care, Senior NHSE and DHSC officials and DASSs. Spring Seminar – programme planning and delivery of the conference in 2019 is underway. Venue contract has been signed and early invite will go out shortly. Planning outputs to make the best use of the content, exploring the opportunities for video and you tube content as well website and social media content.

Budget Survey & publications – First time this year we commissioned an animation based on the budget survey to try and extend the reach and engagement of audiences. Successful approach with significant impact on social media. Formatting and publication via the website of various publications, both ADASS only and in collaboration with various partners.

External Communications- Nivi Narang Briffa has been working with Trustees and staff to position ADASS better in order to increase our influence and advocacy and has contributed greatly to the ADASS Next Generation work.

Spring Seminar - Our outreach at Spring Seminar was twofold; we produced a story to sell in to regional trade press and nationals and conducted interviews with Glen and off-record briefings with members of the trade and national media. This resulted in articles in the Telegraph, Times and Guardian as well as various trade articles. This helped to establish Glen as a national profile upon assuming the Presidency and enabled us to begin our calls for long-term funding in the green paper and short-term funding in the budget.

Budget Survey - We received widespread press coverage for our budget survey story, which we achieved by securing an exclusive with Alison Holt which ran across the BBC from evening until the morning after. Coverage also appeared in the Telegraph, Times, I? and nationals across the

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board, repeating our call for short-term funding in the budget and long-term funding in the green paper.

Reactive - We have continually campaigned on reactive events, from the onslaught of winter pressures on the NHS, to social media using animations explaining social care, to responding to BBC programmes such as hospital, to call for more long-term and short-term funding for social care. We also educated the public on social care, with our story on the positive “extra mile” social care workers went in winter appearing across trade media and showing a different side to the winter crisis.

Budget Response - We were able to issue a budget response in a timely manner responding to the £650 million issued for social care, and call out that it was to be divided among children and adults care teams. This then appeared across various different newspapers and online media, claiming the new funding as much as possible for ASC and throwing forward to the upcoming green paper. Coverage appeared in the Times, Telegraph and various national newspapers.

Public Affairs- The President appeared before the House of Commons Health and Social Care Committee on 20th November to give evidence on the Implications of the Budget for Adult Social Care. The Resources Co-Lead gave evidence on behalf of ADASS to Lords Economic Affairs Committee inquiry into Adult Social Care Funding in England in December 2018. The President met with Damian Green MP to share ADASS policy positions and evidence. The President will meet with Liz Kendall MP in the New Year.

The Mental Health co-lead gave evidence to the Joint Committee on Human Rights inquiry on DoLS in the Spring 2018 and met with Lord O’ Shaunessy and Caroline Dinenage MP about the Mental Capacity (Amendment) Bill in November 2018. The President has also met with Matt Hancock to discuss priorities for adult social care, and the forthcoming Green Paper.

Business and Resources

We have introduced direct debit as a payment method. We are extending our licence for occupation of 18 Smith Square for a further two years. Staff development and complaints policies are now in place.

Lottery funding is being explored. DHSC funding for Allied Health work has been secured and is being distributed to the regions, funding has been agreed for Carers’ work and the MCA and increased funding for Regions from CHIP for 2019/20. Discussions are also underway in relation to funding for Brexit.  The existing media contract has been reviewed and will be further considered as part of the Next Generation work. NCAS co-ordination is being market tested.  End of year activity is being compiled and reported on, including financial, operational and diversity data.

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