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TSA Responds to ADASS Survey in Adult Social Services

 

 

ADASS has published its latest budget survey of Directors of Adult Social Services with headline 'Human Cost of Failing to Address the Crisis in Adult Social Care.' TSA's Chair Alyson Scurfield and Business Strategy & Transformation Lead Nathan Downing discuss why social care in the UK has now reached tipping point.

[ALYSON]: The release of the recent ADASS budget report has now confirmed in no uncertain terms some of the critical problems breaking down social care in the UK. And it makes for bleak reading. Demand for services is increasing as people live longer. Budgets are shrinking yet people are looking for improved outcomes and for better quality of life – in the 21st century with the technology available, can we really expect anything less?
[NATHAN]: I agree, with finite resources and people living longer, it all points to enabling technology, both within service delivery, prevention and supporting people to help themselves. The knock-on effect will be better demand management and cost efficiencies.
[ALYSON]: The time for talking about it among ourselves has now passed. System leaders need to act quickly, think differently and do differently. Leaders need to design new services that meet the expectations of the people within their communities. Why, when we are all using technology in all other aspects of our lives - banking, online shopping - when we approach the front door of the healthcare system we're catapulted back in time with old worn out ways of doing things?
Expectations are high, people expect more in their lives but no-one is reinventing service - no-one is thinking differently. This will only be achieved if data is used to inform and improve outcomes for the user and digital is embedded to achieve integrated solutions that deliver preventative wellbeing services that reduce the demand on public services.
[NATHAN]: Yes, it certainly needs a joined-up conversation and clarity on investing in the community from across health and care, better use of data to know when to intervene but also when to step back. Among staff there needs to be better awareness around positive risk taking and less paternalistic mindset leading to actual care delivery rather than providing support for self-care, and in terms of emphasis to see the potential for cost efficiencies as a result of tech first rather than being the driver for investing in tech.
[ALYSON]: I believe the only way to achieve this is to take the examples of Manchester and Liverpool where its leaders were taken out of their day jobs and received investment in their strategic leadership. No longer weighed down with firefighting in their day to day jobs, they were given the time and space to think and do strategically and the benefits and infrastructure are clearly evident within those communities now. This model could easily be rolled out across the country with a commitment of funding from Government.


Read the Report here

 



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