Civil Society Transforming Services: Connected CareLord Victor Adebowale & Gemma Bruce – Turning Point

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

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

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

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

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

• 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

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