Lord Victor Adebowale and Gemma Bruce: LGiU Civil Society Innovation Network 1st Dec 2011


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  • Victor – The climate that TP finds itself working in The reasons for developing connected care – money could be better spend and services could be closer to the people A brief history on connected care
  • Victor
  • Gemma Overview of the methodology
  • Gemma Value of using community researchers
  • Gemma
  • Victor Owton – in the 5% most deprived neighbourhoods in the country; more than 50% left school with no formal qualifications and 50% have health problems; 27% of working age residents have a long term condition; More than 10% have either never worked or are long term unemployed. The Connected Care service has been running for two years and is delivered by a social enterprise incorporated as a Community Interest Company. It includes – a navigator service, a debt and benefits advice service, support to OP to stay in their own homes for longer, supported housing for young people. The aim of service navigation is to improve the quality of life of individuals and the local community through: identifying and engaging with those individuals in greatest need of support, helping guide and support those individuals to find and use services in the community to address their needs. Over the last 18 months, the team of three navigators has worked with 1200 individuals, securing £750,000 in benefits for individuals They provide low level support to enable older people or people with disabilities to remain living independently in their own home ( Securing Access to Independent Living Services - SAILS ) . This includes a call back scheme, social events, a daily meals delivery services, practical support such as gardening, emotional and social support, routine heath checks and advice on staying independent The service includes a handyman service delivered by local people taken on with the help of the Future Job Fund The service also include a Supported Living Project for young people consisting of eight one bed flats and a youth centre The Time bank service utilising the skills of local residents and co-ordinates volunteering between local people A Benefits and Welfare Advice service
  • Victor To date we have undertaken Connected Care projects undertaken in 14 localities The model has been successfully adapted to focus on specific communities of interest (e.g. the Gypsy, Roma Traveller community, unpaid family carers and parents/families) as well as ‘whole communities’ and we are now beginning to work with clinical commissioning groups 210 community researchers recruited and trained across the country they have engaged with just under 10,000 individuals across a population of 150,000 140 of these are now members of our national Community leadership network providing ongoing training and networking opportunities Over half of the community researchers have gone onto new education, training or employment opportunities as a result of their involvement with Turning Point. The impact of our work includes: New community-led social enterprises set up delivering low level preventative social care services in Hartlepool and Bolton delivering low-cost high value services New forms of social action: community researchers have gone onto to set up their own charities and community groups e.g. one CR has set up art groups for people with MH problems, luncheon clubs for older people, support groups for carers, a community café, time banks New social capital – our methodology expands the pool of people active in the local community   New integrated service models have been developed e.g. In Warrington Connected Care has led to the re-design of Neighbourhood and Communities services, development of an integrated hospital discharge team and establishment of information sharing exchange between GPs and mental health services, In Suffolk local frontline staff from different sectors have worked together to develop a jointly run high street information point and drop-in an shop front for community health and social care services, In Hammersmith and Fulham local people have inputted into the design of a new polyclinic, job roles for frontline staff working in health and housing have been ‘broadened’ so that staff are working across health, housing and social care Connected Care has enabling existing services to connect better to the community e.g. the infant mortality team in east Lancashire is now engaging with the GRT community – an issues where this is a major problem. A key outcome that commissioners are clearly interested in is better use of resources: Cost benefit analysis undertaken by LSE indicates that community led service delivery can produce savings of £4 for every £1 invested – rising to £14 if improvement in quality of life are taken into account. This is because more accessible services which gets things right first time are more efficient. We undertook a desktop review of the cost and benefits of different models integration. The evidence shows that integration is not only better for the service users but leads to big costs efficiencies . In particular early intervention and prevention can realise significant financial benefits.
  • Victor
  • Gemma
  • Lord Victor Adebowale and Gemma Bruce: LGiU Civil Society Innovation Network 1st Dec 2011

    1. 1. Civil Society Transforming Services: Connected Care Lord Victor Adebowale & Gemma Bruce – Turning Point
    2. 2. Connected Care is about doing things differently What is Connected Care? <ul><li>An innovative model of community led-commissioning – involving communities in design and delivery of services </li></ul><ul><li>Transforms business with community </li></ul><ul><li>Delivers government and commissioners priorities – Big Society, Localism, Making the best use of limited budgets by developing integrated co-produced services </li></ul><ul><li>Designs and delivers integrated, co-produced neighbourhood services </li></ul>
    3. 3. Our approach
    4. 4. Community Researchers <ul><li>Local people – knowledge of the community, reach, credibility, commitment </li></ul><ul><li>May have experience of using services </li></ul><ul><li>Paid for their time – no previous experience required </li></ul><ul><li>Excellent route back into employment – developing confidence and people skills </li></ul><ul><li>Excellent community representatives </li></ul><ul><li>Want to do something about the issues they uncover – </li></ul><ul><li>new forms of social action emerge and this is what creates </li></ul><ul><li>more resilient communities </li></ul>
    5. 6. <ul><li>Key findings </li></ul><ul><li>Information – People did not know where to go for help so did not access services at all </li></ul><ul><li>Choice – People wanted more choice over the person they saw and between services </li></ul><ul><li>Access to services- Shortage of services with community going to A and E as first port of call </li></ul><ul><li>Continuity and coordination – Poor communication between staff in different services </li></ul><ul><li>Workforce and quality provision - Needs of the client second to the needs of the system </li></ul><ul><li>Connecting involvement with real change ‘we are surveyed to death’ </li></ul><ul><li>Service outcome - A social enterprise managed by residents and local community organisations: </li></ul><ul><li>Navigators helping people to access planned services, and low level support services aimed at early intervention </li></ul><ul><li>Complex care team providing specialist support across health housing and social care </li></ul><ul><li>Tranformational co-ordinator </li></ul><ul><li>Promoting individual budgets for people with complex needs </li></ul><ul><li>LA decided to roll out the service in 2011 </li></ul>Case study Owton, Hartlepool
    6. 7. <ul><li>Across 14 areas impact to date has included: </li></ul><ul><li>Over 200 community researchers recruited and trained </li></ul><ul><li>Engaging a total population size 150,000 </li></ul><ul><li>More than half have gone on to new education, employment or training opportunities </li></ul><ul><li>New community-led social enterprises established in Bolton and Hartlepool </li></ul><ul><li>New social capital – e.g. one community researcher has gone on to set up his own local charity promoting mental well-being through art, in Suffolk there is a new financially self sustaining carers support network </li></ul><ul><li>Building capacity of health services to engage with the GRT community in East Lancashire </li></ul><ul><li>Locally developed models of integration e.g. new integrated teams, staff working across silos, single access points for services </li></ul><ul><li>Local frontline staff in Suffolk working to develop a jointly run high street information point and drop-in and shop front for community health and social care service </li></ul><ul><li>Community-led redesign of Neighbourhood and Communities Services in Warrington </li></ul><ul><li>Better use of resources - cost benefit analysis undertaken by the LSE estimates that for every £1 invested in the service will result in a return of £4 saving to the public purse </li></ul>Impact
    7. 8. <ul><li>Communities, commissioners and providers tackling entrenched social problems together </li></ul><ul><ul><ul><ul><ul><li>community-led commissioning </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>integrated services </li></ul></ul></ul></ul><ul><ul><ul><ul><li>co-production </li></ul></ul></ul></ul><ul><li>Radically different ways of working </li></ul><ul><li>Transfer of power to the community </li></ul>Scaling up transformation – Local Integrated Services
    8. 9. Working on a risk and reward basis Input Process Input Process Outcomes Upfront investment Process 50% Turning Point Local authority 50% <ul><li>Re-designed externalised services </li></ul><ul><li>More resilient communities </li></ul><ul><li>Reduced cost of service delivery </li></ul><ul><li>Activity based costing </li></ul><ul><li>Community capacity building </li></ul><ul><li>Service re-design </li></ul><ul><li>Community-led social enterprise set-up </li></ul>ROI (Yr3 onwards) Share of reduction in costs from service redesign and community led enterprise 10% of a £4.4.m budget by year 5* *Indicative figures only