The aim was to support clinicians in making person centred decisions, to assess and balance the risks associated with Polypharmacy in the elderly. This evidenced improvements in terms of reduced numbers of repeat medications, high levels of staff and patient satisfaction and increased efficiency within the prescribing budgets.
A lady with poor mobility with pain on standing/walking, reduced confidence in walking, difficulty with activities of daily living including bathing & stairs (only one banister) and problems related to chest infections. Financial worries and concerns related to her disease progression.
Introduction of the national agenda has recognised that there is a need to shift the focus of services for older people away from ‘bed based’ care towards preventative services.
The outcome of the review highlighted that there are gaps in service provision in the current North Ayrshire Care and Repair Service.
North Ayrshire Council wants to ensure that residents have access to a fair and equitable Service which can significantly reduce the incidence of falls and optimise the independence and wellbeing of older people and support them to remain safely at home or in a homely setting.
This Service will support the national agenda to shift the balance of care and prevention as well as delivering improved outcomes to residents in North Ayrshire.
The Partnership Innovation Fund partnership is committed to ensuring funds are allocated to projects which are innovative, or innovative for the local area (i.e. it may well be happening elsewhere but is new to this area). The PIF fund aims to ensure the Third Sector is able to maximise its contribution to this activity whilst delivering improved outcomes for older people. A key focus of the PIF is in building community capacity in our communities. Applications must demonstrate a degree of partnership working and that they have considered the long term sustainability of the project.
Falkirk Council Home Care Service provides care to approximately 1,600 in house service users and manages the care of approximately 300 + external agency only and in-house plus external agency and or voluntary provider service users.
The traditional model of management for this service had been to appoint home care managers on a geographical basis to manage the whole range of services to be provided. Whilst this was acceptable 15 years ago with the changes to care provision, increased volume of care at home services and the changing ethos of how we provide services, e.g. re-ablement, use of private providers etc. the traditional model was outdated, no longer met the needs of the service users and was preventing the capacity of managers to provide the high quality of care services which we aim to provide.
As part of our self evaluation exercise we highlighted the need to diversify our management arrangements and specifically aim to target the effective splitting of the patch home care manager’s role into three specialism’s. These will be long term service provision within a geographical patch, resource management of agency providers, shopping meals and laundry services and our 24/7 service providing specialist re-hab at home, crisis care and to move into a more involved relationship with facilitating more appropriate and timely discharge of patients as well as preventing hospital admission by extending the remit of our rapid response services and working closer with our colleagues in Reach.