Dartmouth Caring Impact

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  • Wider research has found that a significant gap exists between the aspirations of policy makers and the capacity of third sector organisations to measure and value social outcomes. This issue was highlighted in all the case studies undertaken by the Devon Consortium. Not a lack of willingness but limited time, no funding and no clear benefit for the organisation. If we want to better understand social value of interventions like Dartmouth Caring we will need to invest time and money.
  • Key to producing good analysis of any kind is having good data. Evidence from the case study is that many VCS organisations collect data but don’t analyse it or don’t collect data in a format that is useful for public sector policy decisions It is i mportant for public sector to be clear on what outcomes they are looking to measure and with some agreed ideas around indicators and approaches. But measurement tools and systems need to be workable on the ground, as opposed to being imposed from the top down. Key evidence from the case studies was the extremely limited capacity of organisations to undertake evaluation activities. Outcomes star one model that can provide part of the picture. Case studies (like Dartmouth caring) another part of the picture. Final barrier to greater use of the approach is ensuring that there are the skills and capacity in place in all organisations, whether the individuals are analysts, practitioners, providers or commissioners. This is especially important for small third sector providers, who do not have the central support teams found in larger organisations. Therefore it is key to continue to expand the awareness and training sessions and build capacity to support a range of third sector organisations. Commissioners who want to be able to use social value in their decision making will need to allocate specific funding for analysis as part of any contracts that are let if they want to get some real results.
  • Dartmouth Caring Impact

    1. 1. Dartmouth Caring Helen Vines, VINESWORKS and Beverly Jones, South West Forum
    2. 2. DC - Who and why  Charity set up in 1988, 6 staff and over 60 volunteers. Seeks to; “Help people stay in their home as long as is safely possible”  Holistic approach to supporting clients with multiple needs  Services free at point of delivery  Turnover 2010/11 = £131k  Collaborative working with local partners and agencies  Rapidly expanding range and take-up of services to meet increasing needs
    3. 3. A flavour of DC In 2010/11  7967 interventions made/delivered, a yearly growth of 23%, including (not exclusively):  1648 home visits made, a yearly growth of 28%.  852 shopping collections made, a yearly growth of 22%  826 transport journeys made  1991 Lunch Club hot meals provided  266 post-hospital discharge follow-ups (new service)  132 counselling sessions given, of which 99 were GP referrals (new service)  97 attending Memory Café in 7 months (new service)  78 Health & Wellbeing Checks for Carers (new service)  60 volunteers given their time freely, 30 of them regularly  1000+ volunteer hours given, a minimum value of £10,410**  Minimum of 36 preventions of re-admissions to hospital after 91 days, saving the NHS a minimum of £126,000 on re- admission costs, and directly meeting NHS Outcome.
    4. 4. Tell the story plus…  Case study includes quantitative outputs, and…  Qualitative narrative and images  Financial data and monetisation where appropriate, eg. • 1000+ volunteer hours given, a minimum value of £10,410. • Minimum of 36 preventions of re-admissions to hospital after 91 days, saving the NHS a minimum of £126,000 on re-admission costs, and directly meeting NHS Outcome.  Links to relevant strategies eg. JSNA, Devon’s Joint Commissioning Strategy for People with Dementia  Testimony and anecdotes from range of perspectives: • delivery partners inc NHS Trust, Complex Care team • delivery staff including Bridge Workers • clients and clients’ carers
    5. 5. What value to whom? Staff/volunteers Client Delivery Partner Commissioners Dartmouth Caring Services £££ saving of prevented readmissions “refreshing to have somewhere to turn for prompt help with the jobs that do not fit in to a specific category but are none the less essential” Torbay NHS Trust “Working for Dartmouth Caring has allowed them into homes as a friendly face but with their clinical back grounds they are alert to potentially more complex problems and can quickly get a client signposted to the relevant medical professional preventing deterioration to more serious consequences.” “Day Care for people suffering dementia needs careful planning and Dartmouth Caring helped Sharon manage that process. Peter now spends three days a week in one day care and two in another and according to Sharon, he has “blossomed”.“
    6. 6. Of value to all “We have forged a relationship where I am able to provide community centre support, advice and clinical supervision and in return they have been available to act as my eyes and ears providing responsive visits and checking on my patients When appropriate. I have found them to be willing, approachable and professional. Several of my patients have commented on how impressed they were with the post-discharge follow-up that the BWs have initiated saying that this made them feel less isolated and a little special. Let’s face it we could all do with that from time to time especially following an illness. I’m sure the BWs role with expand and evolve over time and I hope that the idea will take off in other areas.” Extract of letter from Community Matron for Totnes/Dartmouth, Torbay NHS Trust, April 2011
    7. 7. Lessons learned
    8. 8. Keep it Simple
    9. 9. Key Points  VCS organisations often bring wider social, environmental and economic benefits.  Longitudinal studies could produce valuable information for policy makers.  Small organisations will need help to evidence social value outcomes.
    10. 10.  Helen Vines, VINESWORKS • Social auditor and social accounting trainer (10 yrs+) • SAN South West Regional Co-ordinator, and founder director and Company Secretary of SAN • CES Outcomes Champion and PQASSO Mentor • Social Impact Tracker trainer • Social enterprise business adviser and evaluator • helen@vinesworks.co.uk 07811 161280 / www.vinesworks.co.uk  Beverly Jones/Deborah Fisher, South West Forum • Project Managers – Stronger Voice Greater Influence • beverly@southwestforum.org.uk 01392 247901 • deborah@southwestforum.org.uk 01392 247901 • www.southwestforum.org.uk

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