Moving Towards Outcomes: Connected Care in Hartlepool

1
Moving Towards OutcomesConnected Care in
Hartlepool

• Gerald Wistow
• Chair of Steering Group
• April 12th 2006

2
Starting Points

• The Concept
• Turning Point/IPPR report on Meeting Complex
  Needs 2004
• The Place
• Owton Manor, a post-war housing estate on the
  edge of Hartlepool
• The Partnership
• Local community and services, Turning Point, DH
  and SEU

3
Connected Care CentresTurning Point/IPPR

• Additional service to meet complex needs of
  people in most deprived communities
• Right form of intervention and support for
  individuals coordination of service delivery
• Joining up health and social care with social
  inclusion strategies

4
Connected Care CentresTurning Point/IPPR

• A service designed and delivered for the local
  community by the local community
• Based on local audit of needs and aspirations
• Local specification of connected care drawn up by
  service users and providers
• Reformed locality commissioning and monitoring
  processes

5
Connected Care CentresTurning Point/IPPR

• Visible parts of local communities
• Co-location and common assessment
• Shared information and shared training
• Single point of entry, self referral and
  assertive outreach
• service navigation round the clock advice,
  advocacy, support and coordination

6
Owton the local context

• 1950s and 1960s Council Estate
• Lowest 1 for employment and health
• 13 unemployment (6.5 Hartlepool)
• 49 households limiting long term illness
• Lowest 2 for income
• Historically low level of individual involvement
  but good community spirit

7
Developing Connected Care in Owton

• Response to resident experiences
• Overcoming fragmentation of service and budgets
• Whole person and unified budgets
• More connections and/or more centres?

• Asset based community development

8
Local Strengths

• Good housing stock and physical environment (SRB)
• Open space and countryside
• Local shops and community facilities
• Strong local identity
• Social capital community leaders and
  associations

9
Outcomes

• The magnificent seven
• A better quality of life for all local citizens
  based on health, independence and wellbeing in
  sustainable and inclusive communities
• (LGA
  2006)

10
Interdependence of Individual and Collective
Outcomes

• Empowered individuals empower communities and
  empowered communities empower individuals
• What we are able to do alone depends on what we
  do together (Miliband)

11
Developing Connected CareThe Owton Approach

• Individual and community capacity building
• Stakeholder steering group
• Embedded in local governance Owton forum,
  neighbourhood forum, LSP
• Connected Care Audit
• Resource Audit
• Service Specification
• and beyond.?

12
Connected Care Audit

• Funded by DH (50), SEU, Turning Point, PCT, LA,
  Housing Hartlepool
• UCLAN, Community Association and Turning Point
• Conducted by audit team of residents
• University accredited training
• Interviews, focus groups, have your say event
  and community profile

13
Connected Care Audit

• Framework enabling community to influence
  commissioning and service design
• Focussed on difficulties and ambitions
• Insight into collective and individual
  experiences of service delivery
• Views on how services and support might be better
  organised to meet their needs

14
Audit Results

• Key Themes
• Information
• Choice
• Access to services
• Continuity and coordination
• Workforce and quality provision

15
Audit Results

• Overarching Conclusion
• The community have identified a range of
  solutions to deliver responsive services for
  (local people). It is hoped that Connected Care
  will build community capacity with services
  designed and delivered by the local community.
• Services should be flexible and easy to access
  and meet the whole needs of Owton. Services also
  need to be outcome driven and delivered by a
  professional and coordinated workforce willing to
  do things differently.

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Outcomes and the Audit

• Consistency with the magnificent seven
• Connected Care is not separate from the wider
  social and economic contexts in which people live
  their lives. Connected Care needs to be delivered
  within this wider context. Initiatives that
  tackle poverty and create employment and
  prosperity are an important component of
  Connected Care.
• Connecting involvement with change
• were surveyed to death

17
Outcomes and the Audit

• Strong emphasis on system and process outcomes
  e.g. access, navigation, coordination
• Audit process contributed to individual and
  collective capacity building
• Process is building relationships as well as
  gathering information
• Locality commissioning as a mechanism for culture
  change and empowerment (including provision)

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The Prize

• Connected care is unique in that it begins with
  the community it will serve. The connected care
  audit ensures that local communities are fully
  engaged in the process of developing services for
  their area. The services are delivered within the
  community and developed by the community.
• (Liam Byrne
  2006)