Lord Victor Adebowale and Gemma Bruce: LGiU Civil Society Innovation Network 1st Dec 2011
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Transcript of Lord Victor Adebowale and Gemma Bruce: LGiU Civil Society Innovation Network 1st Dec 2011
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Civil Society Transforming Services: Connected CareLord Victor Adebowale & Gemma Bruce – Turning Point
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Connected Care is about doing things differently
What is Connected Care?
• An innovative model of community led-commissioning – involving
communities in design and delivery of services
• Transforms business with community
• Delivers government and commissioners priorities – Big Society, Localism, Making the best use of limited budgets by developing integrated co-produced services
• Designs and delivers integrated, co-produced neighbourhood services
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Community engagement & partnership working diagnostic
Models of joint working /
integration
Community-led commissioning
Community-led social
enterprise
New forms of social action
Community Frontline staffCommisionersEngagement
Outcomes
Scoping
Our approach
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Community Researchers
• Local people – knowledge of the community, reach, credibility, commitment
• May have experience of using services
• Paid for their time – no previous experience required
• Excellent route back into employment – developing confidence and people
skills
• Excellent community representatives
• Want to do something about the issues they uncover –
new forms of social action emerge and this is what creates
more resilient communities
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Key findings
• Information – People did not know where to go for help so did not access services at all
• Choice – People wanted more choice over the person they saw and between services
• Access to services- Shortage of services with community going to A and E as first port of call
• Continuity and coordination – Poor communication between staff in different services
• Workforce and quality provision - Needs of the client second to the needs of the system
• Connecting involvement with real change ‘we are surveyed to death’
Service outcome - A social enterprise managed by residents and local community organisations:
• Navigators helping people to access planned services, and low level support services aimed at early
intervention
• Complex care team providing specialist support across health housing and social care
• Tranformational co-ordinator
• Promoting individual budgets for people with complex needs
• LA decided to roll out the service in 2011
Case study
Owton, Hartlepool
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Across 14 areas impact to date has included:
• Over 200 community researchers recruited and trained
• Engaging a total population size 150,000
• More than half have gone on to new education, employment or training opportunities
• New community-led social enterprises established in Bolton and Hartlepool
•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
•Building capacity of health services to engage with the GRT community in East Lancashire
• Locally developed models of integration e.g. new integrated teams, staff working across silos, single
access points for services
•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
•Community-led redesign of Neighbourhood and Communities Services in Warrington
•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
Impact
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• Communities, commissioners and providers tackling entrenched Communities, commissioners and providers tackling entrenched
social social problems together problems together
– community-led commissioningcommunity-led commissioning
– integrated servicesintegrated services
– co-productionco-production
• Radically different ways of working Radically different ways of working
• Transfer of power to the communityTransfer of power to the community
Scaling up transformation – Local Integrated Services
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Working on a risk and reward basis
Input
Process
Input
Process
Outcomes
Upfront investment
Process
50%
Turning Point Local authority
50%
• Re-designed externalised services• More resilient communities• Reduced cost of service delivery
• Activity based costing• Community capacity building• Service re-design• Community-led social enterprise set-up
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