1. Behind every statistic, there is a person Patrick Tate – Director, CACI Colin Wojtowycz - Customer Insight Business Partner, Warrington Borough Council The People Behind The Numbers

2. 2  Familiar faces  Requirements  Needs  Conversations  Messages

3. 3 The People Behind The Numbers

4. 4 Example

5. 5 Lewisham - Recycling

6. 6 Lewisham – Metal Matters

7. 7 122,000 Households 122,000 Households Weekly comingled kerbside collection £29,100 24p

8. 8 Lewisham - Acorn D – City Sophisticates E – Career Climbers K – Student Life P – Struggling Estates

9. 9 Lewisham - Acorn

10. 10 Lewisham - Acorn

11. 11 Lewisham - Acorn

12. 12 Lewisham - Acorn

13. 13 Lewisham - Acorn 3k

14. 14 The Message

15. 15 Lewisham – Acorn Type 20

16. 16 Lewisham – Acorn Type 20 16%  65%  18% 

17. 17 Lewisham – Acorn Type 20

18. 18 The People Behind The Numbers

19. 19 The People Behind The Numbers “99% OF ALL STATISTICS ONLY TELL 49% OF THE STORY” ― Ron DeLegge II, Gents with No Cents

20. 20 Delivering Wellbeing in Bewsey and Dallam – A Warrington Case Study Colin Wojtowycz, Business Partner Warrington Borough Council

21. Warrington study map

22. 22 About Warrington  Context: Located between Manchester and Liverpool, it is a borough of dramatic contrasts with rural, idyllic villages and industrial heritage  Population: 206,400 (rapid growth as a New Town and projected to continue)  Economic success: Ranked ‘city’ with the highest employment rate (79.8%; July 2013 to June 2014; Cities Outlook 2015)  Strategic goal: “Working together for stronger neighbourhoods, healthier people, a vibrant and resilient economy and greater equality across all our communities” (Health and Wellbeing Strategy 2015-2018)

23. 23 Warrington Population Profile

24. 24 A place of stark inequalities Green least deprived Brown/red most deprived

25. Blank slide for use with large maps, no client logo Dallam Estate 1,700 residents Bewsey Estate 2,100 residents

26. 26 Bewsey and Dallam Profile

28. 28 Investment in place

29. 29 Investing in people

30. 30 The Challenge Gaps in our knowledge  Who lives there?  How to best engage?  Particularly vulnerable older people in private / owner occupied housing  Traditional methods; labour intensive and ineffective  We wanted to re-shape our thinking and our behaviour!

31. 31 Mapping all householdsIdentify target population

32. 32 Case study: Winter Warmer Campaign Outputs  175 target households identified and invited to participate in research and a community event  100 responses to research  2 days of face to face engagement  30 attended the community event  6 referrals for additional advice; benefits and home improvements

33. 33 Case study: Winter Warmer Campaign Mr and Mrs A Health conditions; Asthma and Arthritis Poor mobility around the house Risk of falls in / out of property and shower Healthy Homes Assessment Grab rails installed on front / back doors and shower, Carbon Monoxide Detector installed Reduced risk of falls, improved home safety

34. 34 Brew and a chat Community Event - engagement mainstreamed Tea Dance, light exercise Over 40 local people attended; brew, chat, dance and exercise Partners; WBC, Livewire Leisure, Warrington Wolves Rugby Club, Cheshire Police Minimal light touch approach to handing out information Based on the positive feedback - monthly tea dance in the area

35. 35 Annual partnership survey of the area Combined with ongoing consultation Feeding back on outcomes

36. 36 The Outcomes  Step change difference; plug the knowledge gaps  More efficient and effective; target resources on the ground and tailored engagement  Mainstreaming community engagement into usual business activity  Prevention and early intervention; e.g. reduced falls  Operational change; Acorn drives route planning for PCSOs who observe issues on the ground  Organisational behaviour change; new ways of partnership working based upon shared understanding

37. 37 Future opportunities  Risk analysis; welfare reforms  Financial resilience; likely debt/loans  Understanding profile of benefit claimants  Channel shift; who is likely to shift or not?  Strategic commissioning; scaling up this approach

39. 39 Conclusions  Gaps in knowledge about older vulnerable people in deprived areas  Traditional methods of engagement; resource intensive and ineffective  New approach; identify those in need and target support to become more resilient  Operate more efficiently and effectively; target resources on the ground and tailored engagement

40. 40 Conclusions  Engagement is mainstreamed; business as usual  Step change in partnership working; shared understanding and standards  Future use; risk analysis, financial resilience, channel shift  Question: can approach be scaled up across a larger area or population for strategic commissioning?