Home SupportThe Stockport Model

Presentation

National Home Care Council Edinburgh 1 November 2012

Iain SkeltonBusiness Manager

Elements to be covered in the presentation•Where have we come from?

•What do we do?

•Where are we going?

Individual Solutions SK Limited

• A private limited company • Formed on the 1July 2009 • Wholly owned by Stockport Metropolitan

Borough Council as the single shareholder• Delivering social care services on behalf of

Adult Social Care• Overall budget c£6m

Service Elements• Home Support- Reablement Intermediate

Care/ NHS Fully Funded Continuing Care/End of Life/Overnight Support

• Daytime Activities-Resource Centres/Peer Support

• Community Meals-hot meal delivery/Snack Bags

• Learning & Development-”Delivering the Workforce”, NHS North West, University of Bolton , Foundation Degree in Health & Social Care

Background

• 1997 Delivering 60% of all social care• 2007 Delivering 20% of all social care increase in numbers of private agencies

operating and volume of care offered without clear and deliberate strategy

service vulnerable to requirements for efficiency savings

“withering on the vine”

Business Case for a new model?• Looking to ensure a high quality provider is

maintained within the health and social care economy

• With enhanced opportunities to expand and diversify

• Ambassador in market place, raising standards.

• Vehicle for future developments and joint working

Preferred Model- a Company owned by Stockport Council

• Benefits of a wholly owned company:– Core long term contracts secured– Able to replace declining internal income

with external income– Able to develop new markets incrementally– Increased VFM for the Council– Council retains ownership & close links – Council retains responsiveness and

flexibility

Challenges• Changing the organisational ethos and

culture

• Retaining local authority terms and conditions and contracts.

• Continuing relationship with Trade Unions

• Continued relationship with Council and other providers

Future Development

• Deliver further efficiency savings• Reduce unit costs• Ensure workforce structure fit for purpose• Establish new markets and partners• Personalisation

Ongoing Work• Workforce redesign-management

structure/contract hours/patterns of working• Currently in formal consultation. • Shift to Reablement -set Key Performance

Indicators• Confirm with commissioners contractual

expectations- funding based on outcomes and results

• Establish formal partnership with local voluntary organisation.

Thank You.

• iain.skelton@individualssk.co.uk• enquiries@individualssk.co.uk• www.individualssk.co.uk