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Donna Hall, Chief Executive, Wigan Council

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Empowering or Endangering: An Asset based approach

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Donna Hall, Chief Executive, Wigan Council

  1. 1. Empowering or Endangering? An Asset Based Approach to Reform in Wigan Donna Hall Chief Executive, Wigan Council
  2. 2. A revised set of reform principles has been approved by WLT and Leaders: 1. A new relationship between public services and citizens, communities and businesses that enables shared decision making, democratic accountability and voice, genuine co- production and joint delivery of services. Do with, not to. 2. An asset based approach that recognises and builds on the strengths of individuals, families and our communities rather than focussing on the deficits. 3. Behaviour change in our communities that builds independence and supports residents to be in control 4. A place based approach that redefines services and places individuals, families, communities at the heart 5. A stronger prioritisation of well being, prevention and early intervention 6. An evidence led understanding of risk and impact to ensure the right intervention at the right time 7. An approach that supports the development of new investment and resourcing models, enabling collaboration with a wide range of organisations.
  3. 3. Delivering our ambition: aligning reform across GM STANDARDISING ACUTE & SPECIALIST CARE 31 2 RADICAL UPGRADE IN POPULATION HEALTH PREVENTION STANDARDISING CLINICAL SUPPORT AND BACK OFFICE SERVICES 4TRANSFORMING COMMUNITY BASED CARE & SUPPORT STANDARDISING ACUTE & SPECIALIST CARE 31 2 RADICAL UPGRADE IN POPULATION HEALTH PREVENTION STANDARDISING CLINICAL SUPPORT AND BACK OFFICE SERVICES 4TRANSFORMING COMMUNITY BASED CARE & SUPPORT 5 ENABLING BETTER PUBLIC SERVICES The creation of innovative organisation forms, new ways of commissioning, contracting and payment design and standardised information management and technology to incentivise ways of working across GM, so that our ambitious aims can be realised. H&SC TRANSFORMATION WIDER REFORM ACROSS GM RECONFIGURING SPECIALIST SERVICES: DRIVING CONSISTENCY OF STANDARDS & OUTCOMES 31 2 EARLY INTERVENTION AND PREVENTION: IMPROVING OUTCOMES FOR GM IMPOVEMENT AND EFFICIENCY: GM STANDARDS AND SHARING SERVICES 4TRANSFORMING LOCAL SERVICE DELIVERY: PLACE BASED INTEGRATION RECONFIGURING SPECIALIST SERVICES: DRIVING CONSISTENCY OF STANDARDS & OUTCOMES 31 2 EARLY INTERVENTION AND PREVENTION: IMPROVING OUTCOMES FOR GM IMPOVEMENT AND EFFICIENCY: GM STANDARDS AND SHARING SERVICES 4TRANSFORMING LOCAL SERVICE DELIVERY: PLACE BASED INTEGRATION
  4. 4. A place-based, integrated model of reform GM Clusters Localities GM decision making should be informed by clear performance information and tracking of outcomes. The impact of neighbourhood, locality, and cluster delivery arrangements can then inform GM strategic decision making Integrated strategic decisions, across GM and across sectors… …enabling the development of clustered centres of excellence (for some service areas), providing high quality and efficient services for all of GM… …supported by integrated local leadership, coordinating to ensure the right mix of services are available in a place and can be sequenced at the right time. Frontline problem solving teams enabled to work collaboratively, incorporating specialist provision when needed (from teams that have an understanding of the place) Integrated GM strategic decision making will only deliver improved outcomes if supported by integrated governance, leadership and accountability at all spatial levels Neighbourhoods
  5. 5. What It Isn’t • A vacuous Public Relations campaign • David Cameron’s Big Society • A Labour Council showing off how good they are at delivering Conservative austerity cuts • Middle-class people volunteering in poor areas • The finished article in Wigan
  6. 6. What It Is • A new relationship between citizen and state • A shift of power to people • A consistent policy framework across growth and reform • Our Strategy for 2020 • A behaviour-based model of workforce reform • Delivered 100 million • Increased resident and staff satisfaction • A simple concept people “get”
  7. 7. Confident Place, Confident People. Story so far…. • Engaging with local groups • £5 million Community Investment Fund • Visual Campaigns • 2 way communication • Behaviour Change Programme
  8. 8. The Deal For the Future, 2020 Where we want to be 2020 • 3% increase in local economy per annum • 5,000 new jobs created • 60% of working age residents qualified to NVQ level 3+ • 5,000 new homes delivered • 75% of children ready for school, compared to 64% • 30% reduction in looked after children • 3.8% reduction in the number of people claiming out of work benefits
  9. 9. Have your say • Deal in Action – rolling programme of engagement for residents of the borough to have a say. • Week of activity within each community of the borough • Have your say event - Chief Executive & Leader of Wigan Council along with Elected Members invite residents to a question & answer session • Opportunity for residents to get involved and find out more about their community
  10. 10. Confident Place, Confident People. Be Positive… take pride in all that you do Be Courageous… be open to doing things differently Be Accountable… be responsible for making things better Our behaviours Because how we do things is just as important as what we do
  11. 11. Confident Place, Confident People. Our behaviours.. What this means
  12. 12. Case Study 1, Adult Social Care: Daniel Daniel aged 59 years old with learning disability and limited communication. Lives in supported accommodation in Wigan. Has no friends or family. His mum died several years ago, he has never visited her grave. Daniel has domiciliary support, a private cleaner and two days support from a provider service for accessing the community.
  13. 13. What came out of the conversation? • Continue with one-to-one support as he was fond of his carers. • Life long ambition to make a recording of his singing voice. • Wanted to visit his father in the nursing home and place flowers on his Mum’s grave. • Have friends with similar interests to develop meaningful friendships. • A Champion within Shared Lives service to establish and maintain a lifelong friendship.
  14. 14. What was the difference? • Two weekly sessions with Shared Lives - matched with two champions- opportunity to socialise. • One session weekly with Nugent Care. • Daniel was able to place red roses on his Mum’s grave. • With support of his champion, Daniel contacted a local recording studio and made his dream of making a CD come true. The Savings • Original monthly cost: £1188 • New monthly cost: £740 • Monthly saving: £448
  15. 15. What People Think of It

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