2017/18ADASS East of England Directors Branch

What are we proud of?

2 contents

Foreword

3 Essex “stabilising the live at home market”5 Thurrock “Stronger Together programme”8 Hertfordshire “creation of a strategic coproduction board”

10 Southend’s “whole system transformation approach”12 Southend – use and development of technology to support adult social care delivery14 Bedford Borough care standards team16 Luton Investment Framework project18 Central Bedfordshire – implementing a population level place-based multidisciplinary approach 21 Suffolk – development of “live” data to support evidence-based decision making23 Using signs of safety in adult services – customer scenario in Suffolk26 Cambridgeshire County Council Neighbourhood Cares pilot28 Cambridgeshire Assistive Technology29 Cambridgeshire’s work to drive up employment for people with learning disabilities30 Cambridgeshire – making every adult count31 Peterborough Home Service Delivery Model33 Peterborough’s achievement of low/no social care delayed transfers of care34 Coproduction and progress with commissioning support for unpaid carers in Norfolk

Contents

We are proud of our collaborative work in the East of England, and believe it has supportedreal improvement and innovation both locally and regionally. We put considerable time andeffort into our Sector Led Improvement Programme, and identify both challenges, and whatwe’re proud of. Adult Social Services has a value that is distinctive and important: throughour improvement work we put the people we serve first, in our duty to safeguard, topromote independence, and to stand up for our communities. Despite pressures on ourservices and time it remains important to promote work that we’re proud of, and why –spreading learning and challenge for further improvement; and making the case forinvestment and recognition of the role of Adult Social Services. Equally, we are notcomplacent and continue to identify priorities for further improvement, outlined in ourADASS East Regional Improvement Programme 2018-20.

I hope that you find these examples useful; please make contact with the relevant councilor with the ADASS East Branch direct if you want any further information.

James BullionChair of ADASS Eastern Branch

BackgroundEssex’s domiciliary market was unstable in 2016, 52% of placements were within the spotmarket despite a long term care framework being in place. A new and improvedframework for long term domiciliary care was launched in February 2017. Since this datethe market has changed significantly as a result of a more flexible contract that works oncapacity and demand issues, and is focused on strengthening relationships withframework providers. Since February, there has been a 14% shift from spot to frameworkand in some areas, particularly in South Essex, Essex County Council (ECC) have over 75%of packages being picked up on the framework. Running alongside this a number ofprojects have been implemented to improve existing placement processes.

What was the reason for change?Essex County Council were placing a high volume of packages with the spot market at ahigher rate than the average framework rate. The existing framework did not supportmarket demand.

ECC were regularly on-boarding new spot providers at a higher rate, impacting on existingrelationships with strategic, high quality providers on the framework.

The project – what happened?At the launch of the new Live at Home (LAH) framework, ECC implemented a batchingprocess which allowed providers to pick up more than one package at a time within theirdistrict. This encouraged the creation of rounds and organisations to have full oversight ofdemand in their area. As a result, ECC no longer has a backlog of packages to be placedand has removed pressure points between contracts (i.e.short term care to long term care/Provider of Last Resort)and minimising unmet needs.

Elements of the new LAH framework included introducingtarget supply areas to address locality pressures, along withan enhancement rate for social workers to apply to complexand high-risk packages. As a result, the framework providershave the potential to receive a higher rate than theirstandard rate to encourage the provider to pick up packagesthat previously would have become an unmet need orplaced in the spot market.

A mini competition pathfinder was launched allowing Live atHome providers a further opportunity to pick up the package at a higher than their LAHrate but within boundaries set by ECC. This offers a competitive bidding process withinthe framework that allows transparent competition between LAH providers and thereforefurther reduces the number of packages being offered to the spot market, reinforcing theECC investment in its framework providers.

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Essex “stabilising the live at home market”

What is Essex proud of?

Through stabilising the marketand addressing capacity issues,ECC is now in a favourableposition to look forward andsupport its vision for Essexresidents to receive care from onlygood or outstanding providers

In the meantime, adult operations implemented quadrant-based working within theservice placement team and additional resource from procurement was embedded to kickoff the end-to-end review of the Live at Home placement process.

There has been a positive shift in the market and the message is clear that ECC willcontinue to focus on the relationships with framework providers. The investment ofprocurement resource to develop relationships with the existing spot market, along withan increase to the framework base rate, has resulted in a high number bidding to join theframework in April 2018.

The difference• A spot to framework shift of 14%

• A significant cost avoidance as a result of this shift

• 100% removal of backlog of cases and 84% reduction in the number of packages beingsourced at a given time

• 95% reduction of unmet needs

• Mini competition pathfinder launched, another chance for packages to be placed viathe framework before reaching the spot market

• A significant increase in the volume of providers to be on the framework from April2018

• On-boarding of new spot providers has drastically reduced

• No additional pressure applied to the framework during the winter pressure months

The strategic Live at Home provider group meets regularly to further build on the futureof the service.

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Contact Essex georgia.dedman@essex.gov.uk

BackgroundThurrock’s Stronger Together programme was launched in 2012 and connects a range ofinitiatives designed to support adults to enjoy the best possible life within their ownhomes and communities. The programme is delivered through partnership workingbetween the Council, voluntary and community sectors, andThurrock Clinical Commissioning Group (CCG). Theprogramme is about giving everyone the opportunity toachieve the outcomes that matter most to them. As a result ofStronger Together, a number of transformative initiatives hasbeen introduced. This includes social work.

Involving social work from the start has ensured that principlesof Stronger Together are owned by professionally qualified staff – shifting the practice ofsocial work from being deficit-led to strengths-based.

The principlesThe five key principles are based on the transformation of social work practice:

1. Neighbourhood-based: recognising that what happens in the community where welive is what matters most to us

2. Focus on strengths: a focus on “what is strong, not what is wrong”

3. Citizen-led: reversing the power relationships at the heart of practice, moving from“professional gift” to relationships built upon trust and respect

4. Relationship-building: the importance of keeping neighbourhoods and people living inthose neighbourhoods connected

5. Social justice: celebrating the contribution that people can make to community life andensuring people are given the opportunity to be included and connected regardless oftheir circumstances

How have we made the “shift” in social work practice?

Neighbourhood-ledThurrock’s Stronger Together programme has enabled social workers to look atalternative solutions and not necessarily service-led options. Social workers have beenable to revisit and re-energise their social work practice and work in a complimentary wayalongside new roles based and embedded in the community. This has included Local AreaCoordination, community hubs, and an Asset Map detailing the local knowledge thatsocial workers are using to help them source outcome-based solutions for even the mostcomplex of cases.

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Thurrock “Stronger Together programme”

What is Thurrock proud of?

Giving everyone the opportunityto achieve the outcomes thatmatter most to them

Focus on strengthsThurrock recognises that social work has always been committed to personalisation. TheStronger Together programme has helped accelerate a focus on strengths and hasprovided social workers with the tools to do so. The assessment process has shifted toreflect this emphasis focusing on the outcomes that matter most to the individual andconsidering a range of solutions that enable people to achieve those outcomes andmaintain a “good life”.

Citizen-ledThe professionalisation of language and the restrictive nature of process only serve todistance people and not build relationships. Practices have been challenged at afundamental level. Language is crucial, with talk of introductions not referrals and goodlife conversations not assessments. This change might sound insignificant but truly citizen-led support can only be provided through challenging the barriers that inhibit people’sopportunities to engage.

Relationship-buildingTraditionally social workers would look at a service response to enable someone to remainconnected in their community. Whether day care, direct payments or personal assistantsupport – social workers did not have the time to spend in communities exploringvolunteering opportunities and social assets, and the offer to support was not as creativeas staff wanted to be. This reinforced a more traditional service-led approach. TheStronger Together programme has enabled and supported the move of resources intocommunity roles. This has helped to develop and broaden the choices available, and hasassisted to shift from service-based to outcome-based solutions.

Social justiceImproving social justice includes developing a more pluralist and strengths-based marketplace that includes a rich micro provider market as well as local, small and responsivewellbeing teams. As an alternative to residential care, there is now a Shared Lives Scheme.This list is significant and growing – informed by the core principles of reducing socialinjustice through building strong, well-connected and sustainable communities that reflectthe strengths and gifts of those who live there.

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The differenceThere has been a significant difference through the journey to achieve strengths-basedsocial work. For example:

• Shifting the resource to support community-led initiatives has enabled social workersto have far greater choice and has supported individuals to achieve the outcomes thatmatter to them, not their needs as measured by us.

• There are numerous individual case studies, but one significant example is of a familywhere there was a history of severe neglect spanning 20 years. In conjunction with thelocal area coordinator, trust was built and community options were explored. Overtime, this led to the empowerment of three adults who were able to move on with theirindividual lives and start to achieve their aspirations. Having been immobile and afraidto leave the home, one of the individuals is at college, has no disabilities, has lost nearlyfive stone in weight and is supported in a placement preparing to move into her ownflat.

• Choice – we have refocused on how and what is commissioned which has enabledsocial workers to practice in a strengths-focused way. Strengths-based working hasbeen built in to the new domiciliary care specification, for example, in excess of 50micro-enterprises have been developed (built up in less than 18 months). The work tosupport communities to connect and be mutually supportive is helping to providealternatives to traditional service options and is helping individuals to identify whatthey can do to help themselves.

What’s next?Whilst it is recognised that a shift has been made, there is also more work to do. Wellbeingteams are currently in the process of being developed as an alternative to domiciliary care,and we are also about to pilot a community-led Care and Assessment Team approach.These initiatives are part of a broader health and social care transformation programme.

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Contact Thurrock carmstrong@thurrock.gov.uk

BackgroundLike many Councils, Hertfordshire is facing tough choices about the future of its adultsocial care services. As the Council must make cuts, it is more important than ever toensure that what can be delivered reflects what people want. To address this, the Councilhas a strategic coproduction board made up of people who use care services, carers and

officers within the Council. The board makesrecommendations on policy, spending and strategy.

The board has been running for 18 months. It wasimportant to Hertfordshire to integrate the coproductioninto activity from the very beginning. Officers from adultsocial care ran an initial event with 100 stakeholders,including providers, people using services and carers. They

proposed the idea of a strategic coproduction board – but didn’t want to predeterminethe agenda or what the board would look like. The consensus was to have a small boardmade up of 15 people – five service users, five people from service user or carerorganisations, and five senior officers, and the board would be co-chaired by a seniorCouncil officer and a service user.

Scope of the boardThe board makes recommendations on adult social care expenditure and savings toelected members. The written reports to elected members reflect the decisions of thewhole board; if there are any disagreements these are transparently reflected in thereports so that elected members can follow up. Officers report that the budget has beendifferent to how they would have set it without the coproduction board. Service usershave driven a focus on independence, with savings made through moving people to anappropriate form of accommodation for them. Their experience is that many people whoare in residential care could be in supported living, and many in supported living could beliving independently.

The board has also looked at making public transport more accessible to disabled people.This focus was chosen by people with lived experience. The board met transport officers,bus company executives and local MPs. As a result of this engagement and political linksthe board helped to influence the Bus Services Act (2017).

Practicalities and principalsThe board costs approximately £25,000 per year to run. Making sure the board isaccessible to people with disabilities is essential for meaningful coproduction, and someof the costs include taxi and support staff. People have gone on training courses that helpthem participate more confidently.

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Hertfordshire “creation of a strategiccoproduction board”

What is Hertfordshire proud of?

It is more important than everto ensure what can be deliveredreflects what people want

Good communication is key to effectiveness. The board brings together two sets ofexpertise – personal experience and professional knowledge of implementation. Forofficers, this has required being clear about the mechanics of service delivery and theimplications of decisions. Understanding the scale of a £400m budget takes time – officersneeded to explain this clearly so that people could contribute in an informed way. Thisonly took one meeting; but is it a question of officers working out the most effective wayto convey this information. To mitigate confusing jargon, the board papers are sent outwell in advance so the group can come back with questions and receive clarification.

Officers also need to be honest about how much power the board has. Technically, it doesnot make decisions – politicians do – and officers cannot promise that politicians willalways do what the board recommends. With that said, officers feel that coproductionreally helps the officer-member relationship, as politicians value this public input intodecision-making.

For Hertfordshire, the effort is easily justified by the benefits. Coproduction at a strategiclevel ensures that service delivery is focused on people – not processes or organisationalsilos. For service users, participating in the board builds up confidence, assertiveness andknowledge of how the system works.

Lessons learntFor other Councils considering embarking on this approach, some lessons fromHertfordshire are:

• Don’t be afraid to take a coproduction approach in a tough context. What’s mostimportant is being upfront and honest. Professionals reading this might fear thatservice users would not countenance any mention of cuts, but this wasn’t borne outby the reality of this case study. Officers were upfront with service users about theconstraints they faced and it resulted in a productive conversation, with suggestionsfor finding savings emerging from the board.

• Think about your own approach to communication in meetings. Officers have atendency to lapse into “management speak”. They may need to improve and developtheir communication styles, and be able to admit that they do not hold all of theanswers and need an alternative view.

• Consider which areas will benefit most from a coproduction approach. Councils do nothave the resources to coproduce everything, and it’s valid to prioritise coproduction insome areas and choose information, consultation or engagement in others.

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Contact Hertfordshire sharon.robinson@hertfordshire.gov.uk

BackgroundThe Adult Social Care Transformation programme in Southend is changing the approachto supporting individuals, families, carers and the community. The programme is a “wholesystem transformational approach” to change and is looking at the positives throughstrengths-based practice and Asset Based Community Development.

Changing the cultureSouthend is actively promoting a culture change that identifies and explores individualabilities and community assets rather than focusing on deficits and services to meet need.This approach is empowering: facilitating people in taking control of their own lives rather

than being told what is best for them. In adult social care, forexample, this means social workers taking a preventativeapproach to their practice in community settings and looking forcommunities and people to find solutions in partnership.

In the Southend Transformation programme, communityenterprise is key to revolutionising how things are done. TheCouncil is taking bold steps to transform how it interacts withSouthend residents, in terms of its systems, but more importantly

how it builds rapport and transforms conversations with them. For too long, socialworkers and other frontline staff have been caught up in providing a prescriptive patternof service provision and conversation that lacks genuine understanding of the aspirationsand life stories of the citizen community.

The visionThe vision is for social workers, alongside their health colleagues, to gain a strongunderstanding of their local community and engage wholly with Southend residents inorder to maximise independence and inclusion and reduce marginalisation. Southend isalso working more closely with the voluntary sector so that it can support to poseimportant questions, such as: what is it that communities do best? And: what docommunities require support with in order that they can become more self-sufficient?

The case for changeThe external and internal landscape creates challenges and opportunities in the form ofdemographic changes, shrinking public sector budgets and changing legislation. Torespond to that the Council is re-inventing its role using its existing resources – buildings,staff, marketing channels, grants and contracts – to become better at being a facilitator ofcommunity activity and resilience.

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Southend’s “whole systemtransformation approach”

What is Southend proud of?

Facilitating people intaking control of their ownlives rather than being toldwhat is best for them

What’s changingThrough a locality approach Southend, is returning to traditional social work practice byunderstanding that practitioners need to spend more time within the community, hearingthe voice of the community. By allocating social workers, occupational therapists anddementia specialists to GP surgeries and community hubs, the Council has started to havediscussions around social resilience and enterprise regularly. By positioning the workforcecloser to the community, Southend wanted to continue the discussion around how todevelop a network of community-led initiatives to ensure community action.

There are a number of case studies which have achieved positive outcomes for individualse.g. reduction of social isolation, befriending, connecting through care navigators, etc. Thisis further supported by the Southend Community Hub project that identified existingassets and spaces in Southend as a point of contact for citizens. Please get in touch if yourequire further information.

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Contact Southend sharonhoulden@southend.gov.uk

BackgroundSouthend Borough Council has embarked on an ambitious, innovative andtransformational journey to develop a range of technological responses to the challengeof meeting the needs of an increasing ageing population. Southend wants to be at the

forefront of the digital revolution in social care by pioneeringthe application of robotics within communities. In 2017, itpurchased “Pepper” the robot and it is the first Council todevelop the use of a humanoid robot with local residents. TheCouncil wanted to do something that is genuinely very differentto anything else seen before and is very excited to see what“Pepper” and this technology can do to transform services andto help meet the challenges that the social care sector faces.

Who is Pepper?Pepper is a humanoid robot with the ability to communicate, as well as perceive, emotions.Pepper is kind, endearing and surprising, and is currently the first robot with the ability torecognise principal human emotions as well as adapt his own behavior and makeindependent decisions.

Pepper was showcased in Southend to staff and allied professionals to great applause aspart of a visit by Lyn Romeo, Chief Social Worker for Adults at the Department of Health.He was then debuted to the wider social care sector at the National Children and AdultServices conference.

Where can you find out more?News of the work with Pepper has made the national and local press with articles andcoverage in The Guardian, Society of Information Technology Management (SOCTIM)and the BBC. Pepper has his own social media presence and regularly communicates onTwitter ( https://twitter.com/peppersouthend ).

Work with communitiesSouthend has developed an innovative interaction for older residents where Pepperdelivers a therapeutic reminiscence session. Sessions have been held in Southend CareLtd’s Priory House care home where Pepper has introduced and shown videos on hisbuilt-in screen, and prompted discussion and interaction with older residents aboutwhat/how the videos made them feel and what their lives were like at that point in history.To facilitate interaction, communication sessions have consisted of seven or eightresidents with Pepper and a facilitator, supported by care staff. The reception thatresidents have given to Pepper is one of enthusiasm, interest and acceptance.

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Southend – use and development of technologyto support adult social care delivery

What is Southend proud of?

In 2017, Southend BoroughCouncil purchased “Pepper”to develop humanoidrobotics with local residents

The Council has begun work with a local community support group called SupportingAsperger Families in Essex (SAFE) which is a group for individuals and families affected byAsperger Syndrome (AS) and High Functioning Autism (HFA) in Essex. This work has theaim of improving and developing services for people with Asperger’s and autism buildingupon academic research into communication between robots and people with autism.Evidence shows that early intervention can affect how the disorder develops in later lifeand that children with autism are attracted to and willing to engage with robots as theiruse allows for a simplified, predictable and reliable environment. Utilising a co-productionmodel, Southend is working with SAFE in the development of an innovative approach thatenables children and young adults to participate in storytelling sessions, which then allowsthe group to plan and think about the following session.

FoundationsTo underpin this work, the Council has created the first role that is focused solely on thedevelopment of robotics and automated systems, Artificial Intelligence (AI) and newtechnology in communities. The Council has partnered with an organisation calledCHIRON that aims to design care robotics for the future, focusing on dignity,independence and choice. The Council is a member of the CHIRON advisory board whosekey technology partners are Bristol Robotics Laboratory and Shadow Robot Company,both of whom have considerable expertise in conducting pioneering research anddevelopment in robotics.

Sharon Houlden, Director of Adult Services and Housing for Southend, has become thenational policy leader for “Digital Communications and Assistive Technology” and abeacon for robotics, AI and new technological solutions.

Southend believes that technological answers to the challenges it faces can only be foundby experimentation, innovation and harnessing the intellectual capacity of the local andworld-wide communities. This work is already challenging, and changing the perception ofservice delivery has opened channels of communication with organisations outside of thesocial care sector that have a shared interest in transformation and innovation.

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Contact Southend sharonhoulden@southend.gov.uk

BackgroundThe Care Standards Review Team was first initiated in 2006, primarily to ensure all serviceusers in Bedford Borough were provided with value for money, as well as account for theuse of public funds. One of the key strengths of the review team process is the ability toevaluate service provision and consider if changes are needed to enhance both theefficiency of the service and/or service user experience.

In 2010, the Care Standards Monitoring Service was created with a purpose to work withthe care providers within the Borough around quality assurance of care delivery.

The focusSince the introduction of the Care Act 2014, the review team approach has moved moretowards working in a creative and holistic way with service users and their families. There

is a clearer focus on service user strengths, family community networksand encouraging service users to be pro-active in achieving greaterindependence.

The reviewing officers have been adept in identifying and highlightingwhere eligible needs are not provided for within the Borough to informfuture commissioning.

The review team ensure that providers are carrying out the tasks they are committed toand have established some positive collaborative relationships amongst the in-house andidependent provider groups.

Where issues have been identified appropriate referrals are considered, the team will raisequality concerns to the Care Standards Monitoring Service or will make safeguardingalerts if deemed necessary.

The differenceThe review team has successfully achieved 100% review targets on an annual basis. Thereview team has successfully accrued a number of efficiencies without compromising theneeds of service users.

The review team has collated a community resource base that has supported service usersand workers to work more creatively in supporting people in their local community.

The review team has embraced agile working as means of promoting more efficientworking practices within the team along with more flexibility when booking reviews withservice users.

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Bedford Borough care standards team

What is Bedford Borough proud of?

Working in a morecreative and holisticway to review quality

With the development of the Care Standards Monitoring Service, Bedford Borough hasbeen able to build positive transparent relationships with care providers be it domiciliarycare agencies or care homes. The ethos is to support the provider to maintain the qualitycare that commissioners expect and ensure that they are in line with Care QualityCommission regulations and current legislation. The Care Standards Monitoring Servicehas recently piloted the Provider Assessments and Marketing Management Systems(PAMMS) which has been introduced into ADASS Eastern Region, this provides theCouncil not only with evidence-based quality monitoring, but also analytical and workflowmanagement. So far the outcomes have been positive with one domiciliary care agencyachieving an excellent rating.

For the year of 2017, the team responded to 242 quality assurance reports, in some casesthis will have been to recognise good practice by providers. The information from qualityassurance reports is used to gain soft intelligence regarding providers, this and the closeworking partnership with the Bedford Borough Safeguarding Team enables the Council tohave a proactive approach with providers and prevent provider failure.

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Contact Bedford Borough simon.white@bedford.gov.uk

BackgroundThe learning disability service modernisation programme stemmed from a real need tomodernise day services for adults with a learning disability within Luton.

The original day centre, accommodating approximately 130 service users, was a large“school like” building dating back to the 1960s and was no longer seen as fit for purpose.It was set on 3.7 acres of land and presented as very institutional in its design.

The respite unit was a small six-bedded, adapted property that had some limitations interms of meeting service user’s needs. It also did not have the capacity to meet futuredemand and was no longer fit for purpose.

The authority was faced with a growing number of young adults coming throughtransition and an increasing number of those young adults were presenting with complex

and/or health needs. At the same time they were seeing anexisting cohort of adults with learning disabilities living longerand presenting with the same challenges as the generic olderpopulation which included mobility issues, sensory impairment,deteriorating health and dementia.

Following a review of existing services, the decision was madeto modernise day services and move customers to community

bases across the county. For customers with profound learning and physical disabilities adecision was made to develop a specialist day care building. In addition to the new daycare facility, a new build respite care facility was proposed which could bring togetherrespite services for customers with a range of needs.

The projectThe project was developed as part of the Luton Investment Framework. It led to thedevelopment of two state-of-the-art facilities in the north of the town and severalcommunity hubs. A formal project management approach was applied to what wasindentified throughout the business case as a six million pound initiative. Capital grantsand revenue funds were secured.

A project Board was established, and represented on the board were commissioners,planners, surveyors, finance leads, operational managers and a carer representative. TheChair of the Board was the Service Director of Adult Social Care. A number of “task”groups were then established under the Board, supported by operational managers andcommissioners. With representation from carers and service users, these task groups hadinput on the design work, transport and facilities and were supported by advocacy.

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Luton Investment Framework project

What is Luton proud of?

Modernising day and respiteservices for adults withlearning disabilities in Luton

OutcomeThe project concluded in October 2016 after three years of the delivery programme. Theresult was a new day centre for adults with complex and or health needs on the same siteas a nine-bedded respite unit that offered suitable accommodation for adults with learningdisabilities and also adults with physical disabilities and learning disabilities.

At the same time a number of community locations were refurbished and developed tocreate an inclusive day support model within the community. The whole of the daysupport programme (day centre and community hubs) has been named “CommunityChoices”.

The project was completed on time and under budget. Service users moved with relativeease to the new model in October and they and their carers have embraced the newmodel and its opportunities.

The difference• A more inclusive model of day opportunities called “Community Choices”

• A purpose-built state-of-the-art day centre with resources to meet the requirementsof adults with complex needs, a building that is significantly more efficient to run

• Carer/user involvement and ownership in designing the service

• The development of the project has reflected on best practice in terms of design.Importantly, the final plans and design extensively drew on the views and experiencesof current users, their families and carers to ensure that the needs and wishes of theusers were reflected in the final plans

• A modern efficient respite unit that easily accommodates adults who also havephysical disabilities

• A more efficient respite unit with increased occupancy and reduced out-of-boroughplacements

• Increased numbers of adults attending day opportunities

• Services that are underpinned by four key principles: rights, independence, choice andinclusion

• Partnership working through shared building use.

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Contact Luton maud.oleary@luton.gov.uk

What does good look like?‘One team’ working across organisational boundaries to improve the health and care ofthe local population, with a clear focus on the ‘place’ bringing together primary, social,community and mental health services.

The backgroundFollowing the progression of the Better Care Fund and Sustainability and TransformationPlan, health and social care providers in central Bedfordshire wanted to work together tosecure improved outcomes for the local population by delivering more joined up andintegrated support.

The projectThe ambition was to implement a multidisciplinary approach with place-based teamsacross central Bedfordshire. Place-based teams, when fully socialised, will work to acommon set of outcome measures.

This model focused on teams working as ‘one virtual team’ centredon their local population/place (locality) with a set of common goals.

Place-based teams are a realignment of existing community-basedservices. The focus is on new ways of working to maximise theworkforce and reduce duplication to create a more efficient andsustainable health and care system. We have just reorganised

community services on a place-based model and the intention is to develop ways ofworking that take this integration further. It will bring primary, social, community andmental health services together with a network of support from the community andvoluntary sector. Drawing together the skills and resources within the locality to providehigh quality coordinated care, cluster teams will form strong working relationships toprovide care and improve outcomes for their population.

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Implementing a population level place-basedmultidisciplinary approach

What is Central Bedfordshire proud of?

One team working acrossorganisational boundarieswithin a locality

The local visionTo improve the health and wellbeing of the people of Central Bedfordshire andto protect the vulnerable.

To deliver health and care services closer to residents; to focus more on keepingpeople well.

To develop more joined up and integrated care between GPs, social care,community health and housing services to reduce reliance on hospital servicesand dependence on institutional care – a single system.

Improving outcomes and experiences for people through clearer care pathwaysand enabling access to the right care in the right place at the right time.

Multi-discuplinary approach teams (MDA) teams will have a closer connection to theircommunities, understanding the needs of the locality population and working with thecommunities to deliver care and support.

To effectively develop multidisciplinary approaches and place-based teams, the followingneeded to happen:

Work on a ‘place-based’ model with staff working to support the population of that ‘place’

• People who assess and/or deliver care, working as ‘one team’, with a focus on theirlocal population ‘the place’ and with a common set of goals.

• Initial team-building with a focus on getting to know one another. A number ofworkshops with the aim of relationship-building, understanding remit, functions, rolesand expectations.

• Development of team directories – setting out named professionals aligned to clustersto simplify contact and communication between colleagues.

• Facilitating workforce development and experiential learning.

• Exploring the potential role of the care coordinator.

Networking of health and care professionals and organisations working across ageographical location

• A multidisciplinary workforce for all services delivered in the community, including thevoluntary sector.

• Understanding the locality profile, including the private and voluntary sector capacityand budget committed within the locality by partners.

• Identifying processes and pathways into services, including assessment processes.

The differenceA multidisciplinary approach to working has made a huge difference to the health andwellbeing of the residents of central Bedfordshire. One real example is provided below:

Case studyX has a terminal inoperable brain cancer diagnosis. She is cared for in bed on a 24-hourbasis as she is not able to get up due to not having the correct equipment in place. Shelives with her two teenage daughters and husband. Safeguarding of Vulnerable Adults(SOVA) concerns have been raised concerning X’s husband. X has been known to bothSocial Services and Health Services for a number of years.

MDA working enabled X’s allocated social worker, police, district nurse, GP, MacMillannurse, occupational therapist and care agency to share information more easily.Information shared between services allowed more understanding around X’scircumstances.

Referrals were made to appropriate services for equipment and changes in levels of carefor all services involved, including for X’s family to support them in their caring role.

X was provided with the correct equipment to support her mobility needs which enabledher to get out of bed and enabled her to move around her home and go out, which shehad not done for a number of years.

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Her daughters developed a trusting relationship with social workers and healthprofessionals. X is also now more aware of who provides her and her family with supportand feels more confident.

Multidisciplinary working between health and social care professionals has had a positiveimpact on X’s wellbeing and independence and enabled her to progress with her life andlive safely with her daughters.

The sharing of information reduced the need for X to have to tell her story more than onceto the professionals supporting her and her support was perceived as being morecoordinated.

Cultural ChangeThere has been a clear shift in thinking within the MDA teams facilitated by a value-basedcollaborative leadership approach. Key components are:

• We talk of people not patients or customers

• Person-centred approaches – not medical or social models

• Like-minded people with a common set of values working in a solution-focused way

• Move from “who I work for” to “the locality I work within”

• Reactive to proactive support.

There are still some challenges around this approach and we aim to continue to monitorand review processes including:

• Further exploration of approaches for case management and care coordination

• Establishing a framework for multidisciplinary team case management (role, functions,method for identifying cases, meetings frequency, and other logistical issues)

SummaryThe key success factor within central Bedfordshire has been the emphasis on thedevelopment of a multidisciplinary approach focusing on whole populations withcollaborative leadership and culture change at its core. The next steps will be a furtherfocus on the closer links with GPs and primary care, plus achieving greater granularity tothe MDA operating practices.

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Contact Central Bedfordshire stuart.mitchelmore@centralbedfordshire.gov.uk

BackgroundSuffolk, like all other areas, is seeing a continued increase in demand for social careservices. Innovative solutions are required to most effectively meet these growing needs,and one approach employed across the county has been the development of a suite of“live” and automated analytics reports. These tools have been designedto assist practitioners, managers and senior managers in making real-time and evidence-based decisions about commissioning and care forindividuals.

What do the tools do?The suite of developed dashboards, automated performance reportsand tools provides staff, from front-line practitioners to senior leaders,with the ability to see an “as at now” view of what is happening in thesocial care system in Suffolk. This might mean that a practitioner can have sight of thequality of their own recording within business systems. It might mean that a team managerhas sight of unexpected spikes in waiting lists, or demand, or it might mean thatcommissioners can see where the greatest proportions of high-need vulnerable customersare living, allowing them to tailor the resources available to those in need in the mostefficient way possible.

The journeyThe journey to develop these live tools began in mid-2015, as part of a wider decisionmade in Suffolk to commission and develop an overhauled and innovative digitalenvironment through which to manage care, via the Systems Transformation programme.The Council’s Adult and Community Services directorate, at the behest of the AssistantDirector for Customer Services, Access, Business Systems and Technology (TracyLindeman) and the Head of Insight and Intelligence (Roy Elmer), embarked on a newdirection of travel with regard to how data and information is used in informing decisionmaking.

The first stage was to review a range of labour intensive and manual performancereporting that was no longer fit for purpose, and to replace it with more targeted,dashboard driven tools. These tools were embedded with services over a period of sixmonths to ensure that data sources were robust, clearly defined and repeated. Alldefinitions for data were tested with staff from practitioners to senior managers in frontline services.

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Suffolk – development of “live” data tosupport evidence-based decision making

What is Suffolk proud of?

These tools … assistpractitioners, managersand senior managers inmaking real-time andevidence-based decisions

The next stage was to look at how to automate the data sets that had been defined. Thisled to the creation of a “Business Intelligence Development Manager” role, whose focusis to work directly with corporate IT colleagues to automate and standardise data used tomake decisions in Adult Social Care. This role became the lead for delivering fullyautomated and “live” versions of previously developed dashboards, building in stagesacross Suffolk’s key services, from three social care areas to Adult Safeguarding, jointworking and data sharing with Health and beyond. The end result is a suite of toolsproviding integration with external agencies, such as live quarterly reporting, linkeddirectly to Care Quality Commission (CQC) inspection outcomes, and live demographicslinked to the Office of National Statistics (ONS).

There are ongoing challenges too. The Systems Transformation programme provides anew case management system that is fit for the future, and an automated suite ofperformance and intelligence reporting will need to be rebuilt to meet the needs of thisnew system. The evidence-based and developmental approach is employed within thetransformation programme and test reports for the new system have already beensuccessfully built and validated against existing data.

The differenceThe development of live data means that there can be more effective targeting of thetransformation work towards those areas where the greatest difference can be made.Data is used to drive current and innovative transformational activity in learningdisabilities and mental health services, as well as in integrated working with healthcolleagues in social care.

This approach leads to better outcomes for customers, as data quality is more robust,identifying which customers have not received a review, holding live views of waiting lists,and managing risk directly from systems.

The implementation of these tools, and the drive towards evidence-based working hasdirectly saved £140K on analytical staffing, as well as supporting the transformation ofservices to ensure that they are secure for the future.

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Contact Suffolk roy.elmer@suffolk.gov.uk

Background to individual caseSid is a proud, independent 61-year old man. Recently he’s had health difficulties withweight loss and reoccurring chest infections, most recently with hospital treatment forsevere infection. Sid is now very worried about his health as last year had a hospitaladmission for pneumonia.

As a skilled and passionate musician Sid used to work in the field of electronics and music.He has recently been supplementing his job seekers allowance with casual labour.

Sid’s referral to Adult Community Services came through contact from the ambulancecrew that brought him home from hospital. On arriving “home” they discovered this wasa broken-down panel van on a small piece of derelict land.

There are no homely facilities in the van apart from an electric extension cable – beingused to run an oil-filled radiator. There’s no water supply, washing facilities, sanitation orcooking facilities.

The Ambulance crew raised concerns for his health and welfare as there were no apparentcooking, toilet or washing facilities and despite recovering from the acute stage of thechest infection, he remained weak and vulnerable with no apparentfriends or family to help. There were immediate concerns for hisvulnerability.

Initial work included a quick mental capacity assessment toestablish insight and choice around living in his van. Sid quicklydemonstrated his continued choice to remain where he was living.

It was arranged for Sid to see his GP for his hospital after care.Some intermediate practical input care was put in place e.g.emergency food parcel, some more warm clothing and bedding.The signs of safety framework was considered with Sid. The possibility of reablementsupport from the Home First Care Team was explored. However, given the environmentit was not possible at that time.

EcomapAn ecomap was explored with Sid. This looked at who was involved in Sid’s life and ofcourse who could be helpful in supporting him now, or may need to know about hissituation.

Sid explained that he had two nephews but they didn’t live locally or have any interest incontact with him. He didn’t want to share their details.

He had a friend/colleague living some 200 miles away, and another friend, a lorry driverhe might choose to stay a few days with, if the weather got too cold.

Sid described suffering 23 bereavements in recent years and being left isolated. He wasalso unwell and not able to work, leaving him purposeless and further isolated.

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Using signs of safety in adult services –customer scenario in Suffolk

What is Suffolk proud of?

One consideration is lookingat who is involved in Sid’slife and who could help insupporting him or may needto know about his situation

Sid’s view of what’s working?1. Not a lot that’s working is there – well, I still like living within my means on my plot of

land not being a trouble to anyone

2. Having my sanctuary and space away from people remains important

3. I can get some food from the garage and local shops

4. I did stay a few days with friends, but we didn’t see eye to eye. His situation wasn’tgood, so I came away back to my van. Whilst it was OK for a few very cold days andhelped my recovery, there were other risks for me with his drug and alcohol use. It wassafer for me at my home back in my van

5. I’m pleased and proud I’ve stopped smoking since the start of January

6. I have my mobile phone and I can call help if there’s a problem. That’s how I got helpand hospital admission with my chest infection

Sid’s view of what worries him1. My health. Weight loss, appetite, chest infections, I’m having a blood test and I am

anxious in case I have cancer

2. My mobility isn’t great – I lean on a bicycle to steady myself walking longer distancesand hold onto things to steady myself in the van

3. My longer-term future – what am I going to do as I’m not strong enough to work at themoment. I can’t do laboring work any more, I’m not strong enough. I need to havesomething to do. What am I going to do with myself?

4. I’ve lost so many people in my life

Sid’s view of what needs to change1. I hope my health will improve

2. To have access to some sanitation

3. To have somewhere indoor to wash

4. A decent bed so I don’t have so much back pain

5. Something to do – I need to be involved in something again, valued

6. To have dental work done that I’ve put off, my bad teeth may be making me unwell

7. I could develop my environment, with some more insulation

8. I could explore planning permission and perhaps apply for grants to improve myproperty and conditions

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Sid’s view of dangers1. I’m at risk of getting unwell again being in the van as the weather’s so cold

2. I’m not looking after myself well as there are no facilities. Everyone else is warm in carsor houses and I’m cold

3. I’m alone if and when anything goes wrong

Sid’s safety plan1. I can negotiate and stay with friends for short periods when the weather is minus

temperatures

2. I can call help to emergency services, GP and social care

3. I acknowledge I need to make some changes and continue planning for my future.When I was ten years younger this lifestyle was fine, I could get warm and washedwhen out at jobs, I could travel and had energy but now I don’t

SummaryThe signs of safety approach really allowed Sid to talk freely about his situation, giving hima framework to establish clear priorities and ownership of tasks, and talk through hisconsent of support with tasks he might need help with.

It gave him a clear reflection of his situation, so he had to acknowledge his vulnerabilityand the risks he had in his life.

A plan has been mapped out for ongoing work which he owns and has responsibility for.

From a social work perspective – we continue to work with Sid and he has consented tous contacting his health professionals, local and national charities in order to support Sidto develop a more secure stable future, but with agreed plans negotiated with him usingthe Signs of Safety (SOS) framework, which has been truly useful.

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Contact Suffolk philip.stamper@suffolk.gov.uk

BackgroundCambridgeshire County Council (CCC) launched Neighbourhood Cares programme (NCP)last summer and it is now fully operational and making a real difference to the people inthe two communities that it is operating in – St Ives and Soham. The reason the NCP ismaking a difference to people’s lives is because of the hard work and commitment of theworkers in both teams. Having the opportunity to create two brand new teams has beenchallenging and rewarding, using a rigorous assessment and recruitment process to ensurethat each individual appointed to the teams not only had the appropriate skills, experienceand values required, but also as individuals would complement other members of the NCPteam.

An example of differenceOne example of the real diference Neighbourhood Cares is making to people’s lives isdemonstrated in the case study below:

P is 68, lives alone in his own home, is isolated from thecommunity and recently has been burgled three times, on oneoccasion the burglar held his hand over P’s mouth to preventhim calling out.

P was referred by his GP’s receptionist as often not attendingGP and hospital appointments due to lack of confidence. P has

moderate learning difficulties and mental health issues.

A Neighbourhood Cares worker spent time getting to know P and then arranged to attendhospital appointments with him. This has involved three different workers attending anumber of appointments that have been lengthy and resulted in a diagnosis of cancer ofthe tongue that requires surgery.

By accompanying P on all these appointments the team have helped him to understandhis diagnosis and the treatment he requires, including arranging taking P to the hospitalfor admission for his surgery and planning with him for support following the surgery.

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Cambridgeshire County CouncilNeighbourhood Cares pilot

What is Cambridgeshire proud of?

P trusts the NeighbourhoodCares team to be there forhim whatever the challenges

What was the difference?Without the Neighbourhood Cares team, CCC are not confident that P would haveattended these appointments and be receiving the treatment he needs. He now makes hisown way to see the team if he receives letters so that they can explain what they areabout. He knows all the workers and is confident in speaking to any of them. The teamhas also worked with P and the local community safety team regarding him living safely.They feel discussing moving while he is currently undergoing surgery is not appropriatebut very much see this as something they will support him with if that is what he wants.At all times, the team helps P to understand all the choices and options available to him tolive with the various health conditions he has in his own home. P is about to have his 69thbirthday, so one of the Neighbourhood Cares workers is going to take him a card and cakefrom the team as they realise he will be on his own. P is someone who finds it difficult toestablish relationships with people and to know that he trusts the Neighbourhood Caresteam to be there for him whatever challenges he has to face, and that he is not on his own,is immeasurable.

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Contact Cambridgeshire emma.middleton@cambridgeshire.gov.uk

BackgroundCambridgeshire County Council (CCC) is proud of the work that has been done in the lastyear to raise the profile of Assistive Technology (AT)/Technology Enabled Care (TEC), and

improve the skills and confidence of colleagues and families touse TEC and innovate in support planning and prevention.CCC has a monthly training offer provided in conjunction withworkforce development that is regularly booked out. They areholding a marketplace event on the 13th March in partnershipwith UKTelehealthcare where colleagues will get onopportunity to talk with exhibitors about the latest TEC offer.

Assistive Technology Team transformation phase oneColleagues have embraced the “just checking” activity assessment tool to inform decisionmaking and this is now being widely used to inform assessment. CCC saw a huge increasein the deployment rate with six assessments completed in Janaury 2017 and 43assessments deployed in January 2018.

Assistive Technology Team transformation phase twoReablement have rolled out the Enhanced Response Service (ERS) in partnership withcommunity lifeline providers that responds to telecare alarms and falls across the countyto support informal carers. This is an essential part of supporting people and their familiesto remain at home and live independently and to provide appropriate and timely responsewhen it is most needed.

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Cambridgeshire Assistive Technology

What is Cambridgeshire proud of?

Raising the profile of AssistiveTechnology and TechnologyEnabled Care (TEC)

Contact Cambridgeshire emma.middleton@cambridgeshire.gov.uk

BackgroundCambridgeshire County Council has been working creatively to change and improve itsemployment skills service offer, and despite the financial challenges some excellentinitiatives and ideas are being put forward for service users.

Examples of workIT project – re-purposing all CCC’s unused PCs that were going to scrap, to offer work-based learning and development of IT skills for individuals, as well as donating equipmentto schools and local charities.

Community café in March – working in partnership with March Community Centre toopen a community café. All of the café equipment was donated by the Council’sHuntingdon Library. CCC’s Adult Learning Skills are also going to work alongside theCouncil to offer a recognised qualification in food hygiene and safety – this will mean thelearners are having hands-on work experience, will gain a qualificationand a point to add to their CV from this project. CCC is hoping thatover time this café will become profitable and can offer paidemployment as well as placements for new learners.

TAG bikes – currently based in Huntingdon, is a workshop run by anenthusiastic team of learners who carry out servicing repairs ondonated bikes in order to resell them. The project aims to buildlearner’s confidence and skills to prepare them for future employmentand to help build their independence. The project has gone from strength to strength overthe last few months, and after featuring on regional TV and radio within the first week of2018 the team received 99 bike donations! It is hoped that further workshops will beopened in other areas of the county.

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Cambridgeshire’s work to drive up employmentfor people with learning disabilities

What is Cambridgeshire proud of?

Creating opportunities tolearn and build confidenceand to prepare for futureemployment

Contact Cambridgeshire emma.middleton@cambridgeshire.gov.uk

BackgroundAcross Cambridgeshire and Peterborough, there are currently adults who areexperiencing several problems at the same time, such as mental ill health, homelessness,drug and alcohol misuse, offending and family breakdown. They may have one main needcomplicated by others, or a combination of lower level issues which together cause aconcern. They have ineffective contact with services, are “hard to reach”, and face

multiple problems that exacerbate each other. Lacking effectivesupport easily ends up in a downward spiral of mental ill health,drug and alcohol problems, crime and homelessness. Theybecome trapped, living chaotic lives where escape seemsimpossible, with no one offering a way out.

What’s happened to date?To date, this cohort of people have been the main focus of theCounting Every Adult (CEA) service at Cambridgeshire County

Council that works with the most chaotic and excluded adults in the county to improveoutcomes for individuals and for society as a whole.

The team targets clients who have fallen between services in the past and employs acoordinator who uses a person-centred approach to tailor a support package around eachclient’s needs using existing resources and services but also filling gaps in provision wherethey exist.

What are the benefits?The Cambridgeshire CEA service is considered a national example of good practice, hasfeatured at UK conferences and in the national press and shares its work with localauthorities setting up projects elsewhere in order to help them achieve three primarygoals:

1. Improve client engagement with services and treatment

2. Reduce public spending

3. Navigate and advocate for clients so they are able to make their own informed choices

Currently, Cambridgeshire’s CEA service is widely recognised as a national lead in the fieldof supporting multiple needs.

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Cambridgeshire – making every adult count

What is Cambridgeshire proud of?

Working with the mostchaotic and excluded adultsin the county to improveoutcomes for individualsand society as a whole

Contact Cambridgeshire emma.middleton@cambridgeshire.gov.uk

BackgroundThe Home Service Delivery Model (HSDM) sets out an approach to care which is designedto improve or maintain a person’s independence, to support people to recover from illnessor injury and help people re-learn lost skills or abilities. The model of care and support isproactive and preventative, providing continuity of care, good communication and joinedup capability. This is fundamental to developing capacity and resilience across the healthand social care systems, and ensuring that customers maintain theirindependence and, therefore, reduce dependency on long-termsocial care support services.

What are the benefits?The HSDM has created less rigid demarcation betweenprofessionals, which enables services to be delivered holistically tomeet people’s needs, streamlining the customer pathway (i.e.reducing multiple hand offs) and ultimately reducing the demand for high cost Tier 3specialist services. The model also seeks to drive channel shift i.e. encouraging customersto self-refer using the Council’s website via the Digital Services Hub (DiSH) for servcies,such as, the Care and Repair, Handyman Service etc.

This has been developed as a means to deliver care coordinated by a locally based multi-professional team who know the customers. The offer includes reablement, therapyservices inc Occupational Therapy (OT) and Sensory Rehabilitation (SR), CommunitySupport Workers (CSW), Assistive Technology (AT), and Care and Repair (C&R) incHandyperson Service (HS) and Disabled Facilities Grant (DFG).

What are the key principals?The key design principals for the HSDM are outlined below:

• Single service – one team incorporating the service areas detailed above, to deliver thevision, objectives, outcomes and continual improvement and ensuring statutory dutiesand responsibilities are undertaken

• Multi-skilled team – a multi-skilled team where specialist and standard services run inparallel e.g. reablement goal setting and property disrepair work

• Central hub – a central hub for case management providing a holistic view of thecustomer

• Demand management – specialist Tier 3 services only used in complex cases or ifspecialist work is required

• One location – the team is collocated

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Peterborough Home Service Delivery Model

What is Peterborough proud of?

Delivering care coordinatedby a locally based multi-professional team whoknow the customers

• Asked once – the customer should only be asked once for the information anddocumentation

• Partnerships – continuing use of partnerships with community and voluntaryorganisations such as Age UK and Red Cross

• Agile – the team will use the most appropriate agile technology to allow real-timeholistic overview assessment system capture

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Contact Peterborough via emma.middleton@cambridgeshire.gov.uk

BackgroundA key focus of work for Adult Social Care is better coordination of care and support acrosshealth and social care. As with elsewhere in the country, Peterborough saw increasingrates of delayed transfers of care from hospital in 2016/17 with 12 delays per 100,000compared to 10.1 in the previous year. However, overall the number of delays was lowerthan the regional and national averages and just above Chartered Institute of PublicFinance and Accountancy (CIPFA) comparators.

What were the main reasons for hospital delays?The main reason for delayed discharges in Peterborough is health related assessments orhealth related service provision. The rate of delays of discharge from hospital that areattributable to social care is among the lowest in the countrywith only 0.3 per 100,000 population during 2016/17compared to 5.5 in the region and 3.9 amongst CIPFAcomparators.

How has this been achieved?Peterborough has invested in a number of areas to ensureperformance is maintained. There has been a 20% increase inreablement provision including commissioning 12 step-down reablement beds.Peterborough has introduced trusted assessors for people admitted to hospital from acare home to ensure a timely discharge without the care managers having to come intothe acute hospital to assess.

The British Red Cross provide low level reablement support at home working closely withthe Council’s reablement service to support timely discharges where statutory servicesare not required. The introduction of a moving and handling coordinator employed by thelocal authority and based in the acute trust has helped to support a reduction in over-prescribing care and support needs on discharge.

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Contact Peterborough via emma.middleton@cambridgeshire.gov.uk

Peterborough’s achievement of low/nosocial care delayed transfers of care

What is Peterborough proud of?

The number of delayeddischarges attributable to socialcare in Peterborough is one ofthe lowest in the country

BackgroundNorfolk County Council (NCC) has commissioned Carer UK to develop a Carers UKNorfolk web resource providing access to information, tools and resources, including freeaccess to Jointly App™ supporting carers to coordinate care around their loved one.

The Norfolk content was co-produced with people who are unpaid carers in Norfolk. Theresource was launched on the 16th June 2017 – https://carersdigital.org/login/signup.

php?DGTL7862.

What’s happened to date?NCC has co-produced commissioning intentions and consultedon the content throughout February and March 2017 –www.northnorfolkccg.nhs.uk/carer-commissioning-intentions.

NCC has developed an outcome focused services specificationwhich centres on understanding what matters to carers and has developed servicesaround those carers to build resilience, improve independence and promote wellbeing.

The procurement process was completed successfully and bidders were required to co-produce their bids with carers. A dialogue approach has supported discussions withbidders to get more in terms of front line hours and resources.

What was put in place?The contract has been awarded to a partnership led by Voluntary Norfolk with partnersincluding:

• Carers Council for Norfolk – will lead the locality and county-wide carer voice elementof the service including the development of co-produced tools and resources for carers

• Family Carer Net (FCN) – will lead the delivery of a helpline, counselling services, careradvisors and on-line forum (The Pod). This will include access to specialist support.FCN will also utilise their links with the private sector to bring in funding for activitiesand resources to support carers under a corporate social responsibility agreement withthe East of England cooperative.

• Norfolk and Suffolk Care and Support – will deliver on-line and locality-based trainingto support people who are unpaid carers to build their knowledge and confidence toremain resilient in their caring role.

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Coproduction and progress with commissioningsupport for unpaid carers in Norfolk

What is Norfolk proud of?

Carers UK Norfolk hascoproduced a web resourcefor providing information,tools and resources

• Voluntary Norfolk (VN) – will deliver locality-based carer connectors supported by ateam of volunteers to deliver carer-facing support and assessment utilising a co-produced “what matters to me” tool. All existing VN staff, irrespective of whether theyare employed by the service or other services, will be trained to identify and engagewith people who are unpaid carers.

The new service, Carers Matters Norfolk, commenced on the 1st October 2017(https://carersmatternorfolk.gov.uk).

What next?Work is underway to update operational policies and procedures that support carerassessors to deliver their role in line with the Care Act. There are plans to review andrevise the respite approach for all social care users to make the offer equitable for peoplewho are unpaid carers whilst reflecting the need for a more efficient way of arrangingshort breaks.

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Contact Norfolk sera.hall@norfolk.gov.uk

www.adass.org.uk/community/eastern-region