2020 Policy Prototypes Health & Social Care

We’re taking a slightly different approach to our innovation funding in 2020, because we want to ensure that as a Network we begin to think creatively about co-operative solutions to the current health and social care crisis.  This year we’re offering councils £1500 to deliver Policy Prototypes and for these to have been completed in 6 – 9 months.  We’re then planning to pull all the learning together into one major policy and resource publication.

Round 3 – (2020) Thirteen bids were submitted for consideration.  A joint meeting of the Executive Oversight Committee and the Values & Principles Board was held in Stevenage in January 2020 where members reviewed all of the bids and graded them according to a criteria.  It was agreed to fund all 13 Policy Prototypes, this is the order in which they were submitted:

1        Enabling a dementia friendly Burntwood – Burntwood Town Council       

The purpose of this work is to provide a snapshot of the help and support that is currently available in Burntwood to people living with dementia and their carers. This insight will be combined with local intelligence provided by councillors to guide the Town Council in its efforts to address gaps in provision, remove barriers to services and direct support to local groups providing early advice and support. The Town Council’s aim is to help this group to live independently for as long as possible within the community and then ensure a smooth transition into supported living.” Dementia Friendly – Burntwood

2        Co-operative Engagement – Toolkit Tests – Rochdale Borough Council

Co-operative Engagement, Toolkit Tests is a piece of work that will enable Rochdale Council and partners to test, refine and shape our developing Co-operative Engagement policy and toolkit, with a co-production approach between the public sector, VCFSE organisations and Rochdale Borough people and communities.

Toolkit Tests will ensure that engagement in Rochdale moves beyond traditional engagement methods which focus on consultation, to one underpinned by co-production principles and provide an evidence base for this approach to be embedded within health and social care arenas.   With a whole-system approach, this project will be reflective of Rochdale’s co-operative history and transform our boroughs approach to working with people and communities. Co-operative engagement Toolkit Tests – Rochdale

3          CONNECTING COMMUNITIES: To pioneer an approach to improve wellbeing, reducing isolation amongst older people utilising the Stevenage Community  Transport Service – Stevenage Borough Council  

SBC has run a community transport scheme for over 30 years, focused on providing transport solutions for older people and those with disabilities. Throughout the service numerous examples of older people’s wellbeing improving as a consequence of the relationships and connections to services that are made, have been seen. Through a policy prototype we would like to formalise this, to train and develop the role of Community Transport Drivers to become Community Connectors, to achieve older people increasing their social networks, early intervention reducing the need for crisis intervention, statutory services change their commissioning processes to recognise the role of “relationships” to improve wellbeing for older people. Connecting Communities – Stevenage

4          Kirklees Adult Social Care Vision – Social Marketing Project – Kirklees Council         

This proposal focuses on enabling delivery of the newly co-produced Kirklees Adult Social Care Vision through social marketing to a key cohort of service users to create cultural change. Specifically, this work will:

    • Confirm the cohort of individuals that this project will work with (people who are already engaged with prevention services who will very likely need long-term care and support);
    • Investigate models of social marketing and how these can be consistent with a cooperative approach;
    • Develop dialogue with this cohort around how the identified models of social marketing could be applied within the context of the Adult Social Care Vision;
    • Develop an effective social marketing approach with prototype materials tailored to the varying communities that make up Kirklees based on meaningful insight about these communities which lays the groundwork for a broader social marketing programme.  Adult Social Care Vision – Kirklees

5          Catalysing Care Co-operatives through Community Engagement – Kirklees Council         

This proposal seeks to facilitate learning between Preston and Kirklees regarding opportunities for developing locally owned and controlled co-operative solutions to social care provision. A local multi-stakeholder, co-operative social care service provider has been developed within Kirklees through discussions within the Kirklees Solidarity Economy Network. The co-op has a vision to scale through a replication process, creating a network of local care co-operatives, owned by and accountable to their local communities, and which could be connected through a secondary federal organisation. Preston hopes to learn from the Kirklees experience to enhance their community engagement activities in supporting development of cooperatives. Catalysing Care Co-ops – Kirklees

6          Personalised Commissioning model comparison event: Beyond Time and Task – Kirklees Council         

This proposal is for an event titled Personalised Commissioning in Adult Social Care: Beyond ‘Time and Task’. The event will compare and contrast different personalised commissioning models, how they were arrived at, and their relative pros and cons. This will serve Kirklees and other participating local authorities well in embedding personalised commissioning in a manner that is locally appropriate and that promotes effectiveness, efficiency and delivery of better outcomes for local residents. It will also generate learning that can be shared more widely. We have already discussed with Tameside drawing on their experience.  Personalised commissioning model Event – Kirklees

7         Health & Social Care Urgent Response Team – Telford & Wrekin Council      

The pilot recognises that people recover quicker at home, with their families, carers, community and local networks supporting them – this service enables this and provides an alternative to hospital admission where appropriate. The grant would be spent specifically on supporting system wide culture change by developing and implementing an enhanced communication offer.  This offer will aid professionals across the health and social care system (including the voluntary and care sectors) understand benefits of care closer to home and utilise the service and other community assets effectively.  Urgent Response Team – Telford and Wrekin

8         Plymouth Complex Leads Alliance – workforce development programme – Plymouth City Council

The Plymouth Complex Needs Alliance offers a flexible and creative, person centred approach to addressing a wide range of presenting needs such as homelessness, substance misuse, offending and mental health by building on the individual’s strengths and assets to effectively address the fluid complexity of needs. Our workforce development programme will ensure a consistency of knowledge, ability and systems. This funding would allow us to investigate the establishment of an accredited worker scheme as a way of driving innovation and delivering high quality services.  Complex Needs Alliance – Plymouth

9          Plymouth Diabeaters – Plymouth City Council

Diabeaters was set up at the request of local GP’s for people on the cusp of, or who have just developed Type 2 Diabetes. This builds on the Grow Share Cook model, a volunteer led project where food is grown in and around the city, this produce is then shared with beneficiaries via volunteer drivers and volunteer cooks, the beneficiaries are then assisted to use the produce via community cooking sessions. This extra funding would feed a further 3 households for a year to assist them in dealing with their Diabetes and produce a toolkit for others to follow.  Plymouth Diabeaters – Plymouth

10        Plymouth Health and Wellbeing Hubs – Plymouth City Council

Our Wellbeing Hubs aim to enable and support people in the local community to live independently and make life choices that will improve their health and wellbeing. The 5 Hubs launched so far are managed by different community organisations with a further 2 due by the end of March 2020. The Leadership Centre has helped to develop the hub as a community leader and we have trained staff in Make Every Contact Count. CCIN funding would enable us to share our learning with new hubs through learning and networking events and a celebratory community event during 2020/21. Health and Wellbeing Hubs – Plymouth

11        Living Well at Home (LWAH)  Tameside Council      

Home-care clients and care staff tell us they want a move away from ‘time and task’ to holistic wrap around care packages. A new model – co-produced with clients, their families and carers – is making this happen. We’re moving from care as a backstop or safety-net, into an enabler of lives and re-invigorator of individuals, ensuring that client’s needs and outcomes take primacy over process. Key to achieving a sustainable person-centred care model is a new offer for staff and a more integrated approach between service providers based around the client. Our key activity and aims are twofold:

    • Integrated working. Joined-up client support and improved continuity of care – ensuring fewer knocks on the door – through neighbourhood working across services
    • Recruitment and retention of staff. Fund providers with a guaranteed minimum pay level for staff. Blended roles with enhanced training, shared learning and support. Improved opportunities for career progression.

Living Well at Home – Tameside

12        Neighbourhood Conversations – co-operative approach to strengthening community resilience at a locality level – Southampton City Council

We propose a series of locality network forum conversations that consider opportunities presented by the recent development of GP-led social prescribing and primary care networks in strengthening communities. These will happen in three City localities embracing GP-led primary care networks.
Conversations will build on existing work where we aim to promote examples of good practice at a very local level.  Success measures include:

    • more local people accessing information online
    • greater participation by local users of health and care services in local community activity
    • community solutions networks strengthened at a neighbourhood/ GP cluster level
    • organisations and networks co-producing social prescription Neighbourhood Conversations – Southampton

13        City Co-operative Care Summit – harnessing the strength of the local community, voluntary and social enterprise sector to deliver innovative approaches in delivering health and social care Southampton City Council     

We propose a one day ‘summit’ to strengthen capacity of the community/ social enterprise/ co-operative sector to deliver effective preventative social care solutions. The aim is to improve outcomes for local citizens by making effective use of financial resources and optimising social value.  The summit will:

    • establish community benefit organisations in health and social care as anchor institutions
    • assist localised start-ups with a care/ health-related social mission
    • broker co-operative consortia to bid for health/ social care contracts
    • maximise wider social value from health and care contracts

We will identify up to 5 VCSE providers as pioneers in promoting co-operative approaches in delivering health and social care solutions as anchor institutions as part of a citywide health and social care co-operative network.  City Co-operative Care Summit – Southampton