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.
Continue to increase the rate of diagnosis, agree a diagnosis pathway for dementia that complies with the Dementia Standards and enhance current provision of post diagnostic support to achieve the Post Diagnostic Heat Target.
Responding to the National Dementia Strategy and the National Dementia Standards, the Dementia Support Service was set up to provide short term intervention for cases that had ordinarily ended up at crisis or in the residential care system.
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 the traditional model was outdated, no longer met the needs of the service users and was preventing the capacity of managers to provide the high quality of care services which we aim to provide.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.