1. Beyond traditional integration: developing Connected Care Richard Kramer Director of the Centre of Excellence in Connected Care

2. Why are we here?

5. Making a difference to Mary

6. Life for Mary now Police involved Housing debt - at risk of losing home Child protection issues - at risk of losing children Disruption risks relationship/job etc No one asking what Mary wants No service responding to Mary’s whole needs

7. How it could be Individual person centred response Information Focus on aspirations, not a complex care plan Visible service to go to Single assessment Immediate support around her priorities Low level interventions Navigation and support Complex support team working holistically

8. Connected Care: what is it and who does it benefit?

9. Connected Care Integrates health, housing and social care services Is done with the community, not to it Provides a detailed assessment of breadth and depth of needs Leads to community designed services Fits with current and emerging government and commissioner agenda

10. The community: a unique model of community engagement Begins with the community and puts them at the centre of commissioning Enables the community to design and deliver their own services Engages hard to reach groups who are rarely consulted and often marginalised Fosters the development of a local skilled and innovative health and social care workforce

11. Commissioners: offering solutions Commissioners need to demonstrate how communities are at the centre of commissioning Market moving towards a joined-up approach to the provision of care Renewed focus on reaching people with complex needs, and long term savings by meeting these needs A bigger role for the voluntary sector

12. “…connected care centres have the potential to meet the needs of those who have complex needs and live in deprived communities.” Page 56 Government: informing government thinking “…a recently completed audit is giving the Connected Care partners insights into how better connected services could improve the lives of those in the greatest need.” Page 169 “Individual agencies sometimes miss those who have multiple needs, and may fail to look holistically at the individual” Page 11 Connected Care is cited as a useful tool and resource that can be used to support JSNA Page 15

13. The Centre of Excellence: our services

14. Connected Care: the process Service design Service delivery Cost benefit analysis Evaluation Community audit

15. The Connected Care audit Enables the community to have a direct say in what health and social care services need to be commissioned in their area Assesses how the community perceives existing services and what they want in the future Uses a variety of participative methods to engage with the community Capacity-builds the community who are trained and supported to carry out the audit

16. Stages of a Connected Care Audit Identify priority areas Establish governance Desk research Recruit and train Design audit Produce report & service spec Cost benefit analysis Evaluation Conduct audit

17. Training on Connected Care and research methods Local audit team provided with training in design and delivery of research methods, specifically working with difficult to engage groups Training supported by Social Care Institute for Excellence (SCIE)

18. How service users flow through different parts of the system and the resources used How demand for health and social care and costs will be affected by different connected care assumptions The long-term effects on the system caused by different approaches to strategy The knock-on effects on other services Cost-benefit analysis It achieves this by understanding:

19. Cost-benefit analysis Tests the cost-benefit impact impact of Connected Care on the provision of health and social care services. Maps the current flow of resources across health and social care Models the consequences of new decisions made by commissioners within a Connected Care environment Our cost-benefit model is a bespoke tool designed for commissioners that:

20. Putting Connected Care into practice Service redesign: design bespoke Connected Care services alongside commissioners and the community Service delivery: work with multiple agencies to provide ‘whole systems' funding and support Social enterprise: involving the community in delivering Connected Care Individual budgets: giving choice and control to the community

21. Connected Care evaluation Commitment to development of clear and credible evidence base to establish: Whether the Connected Care audit has effectively engaged the community Whether the Connected Care services work for individuals, communities and commissioners A Connected Care outcome framework adapted to reflect the different priorities of local areas

22. Connected Care in action

23. Owton, Hartlepool Owton is in the 5% most deprived neighbourhoods in the country More than 10% of Owton residents have either never worked or are long-term unemployed Over half of Owton’s residents aged 16-74 left school with no formal qualifications 50% of residents have health problems 27% of working age residents have a limiting long term illness

24. Halliwell/Farnworth/Derby, Bolton Farnworth. White working class area, high rates of unemployment and heart problems. In the 3% most deprived neighbourhood in the country. Derby and Deane. High BME population with over 40 different spoken languages and many asylum seekers. Halliwell. Majority white population although large asian population. Large rented housing market.

25. Any questions?

26. Turning Point Centre of Excellence in Connected Care Standon House 21 Mansell Street London E1 8AA 020 7481 7650 centreofexcellence@turning-point.co.uk www.turning-point.co.uk/centreofexcellence

27. Does Connected Care link with your local agendas? How could you take forward Connected Care in your area? What role can you play with your senior officers in promoting Connected Care?