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Developing a common resource allocation system in

ScotlandGordon DunbarPersonalisation and Outcomes Programme Manager, City of EdinburghJIT, Learning and Action Group Member

Background• Different practices across Local Authorities

– RAS

– Equivalency model

• Aspiration to develop a fair and transparent tool

• Explore the possibility of developing a tool that would have more wide spread usage across Scotland

• That supported an outcomes approach

Background – Initial Interest

• City of Edinburgh

• Glasgow City Council

• Perth and Kinross

• In-Control Scotland

• Falkirk Council

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Initial Meeting

• Increasing concern about the usage of resource allocation systems

• A common approach within Scotland

• An growing interest to explore a new way forward – possibly linked to IoRN

• National Dissatisfaction with mutant developement

Simon Duffy - Simplifying the Resource Allocation System

• Long - there are now models with 40 page

• Complex - some models involve getting multiple perspectives on one question

• Ambiguous - some models ask lots of questions, but no clear budget

• Restrictive - often models slip back into prescribing how someone should be supported

Developing Interest• City of Edinburgh• Glasgow City Council• NHS Lothian (Self Directed Support Pilot)• In-Control Scotland• Orkney Council • Dumfries and Galloway• Perth and Kinross• Highland Council• Fife Council • East Renfrew Council• Angus Council• Falkirk Council• Joint Improvement Team, Scottish Government

The Way forward

• It has been suggested that in Scotland we should consider whether an improved system might be possible if the IoRN were to be used in some way as part of the process.

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Key Elements• Supports Outcomes Focused Assessment• Sits within a dynamic assessment

framework• Supports decisions to be made in a more

co-productive way at the earliest opportunity

• Supports fair and transparent allocation of resources

• The budget is sufficient to meet the outcomes/needs of the person

Three key elements• RAS

• IoRN

• Talking Points

• Work to identify areas of commonality and deficits

• Potential to develop a dynamic assessment framework that supports outcomes and allocation that included a resource allocation tool

IoRN - Options

• Use the traditional IoRN

• Developing a tool using the methodologyemployed within the IoRN to allocate people into groups – distilled large quality of information down to a

relatively small amount of significant factors

– Place into grouping

Low

M edium

HighLow

H igh

H igh

Lo w

M edium

Lo w

H igh

L owe r

Higher

A

B

In dicator o f Rela tive Ne ed A lgorithm

D

C

E

G

H

A DL

M e n ta l we ll -b ein g

B o w e l m an a g e m e nt

IoRN G roup

M edium

P e rs o n a l c a re

M e n ta l w e ll -b eing

I

F

H

I

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A B C DE F GH I£200 £400 £800£600 £1200£1000 £1400

Relationship between IoRN group and average weekly cost of services (at 2002 prices)

A work in progress

• Further details

• Gordon.dunbar@edinburgh.gov.uk