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Market place & networking
Summit starts at 10.00am
On social media please use: #T&GInnovation
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Welcome & scene setting
Liz Windsor-Welsh
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‘Review of 2018’ – video
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Why we’re here? What we’ve done?
Steven Pleasant Karen James
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Public Service Board • Strong and effective working relationships • Guide & enable public service reform • Key strategic issues requiring collaboration • Co-provision of services • Shared intelligence and asset base • Bottom up, not top down!
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Early Help / MVP
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• New parent led Maternity Voices Partnership established • Integrated Early Help Model reducing demand into social
care – contacts reduced by 16.5% in past 12 months • Multi agency early intervention and support for 1,105 children
Employment Fund
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• Aged 16-24 incl. vulnerable (e.g. care leavers and NEET) • £387,000 investment. 368 supported. • 273 apprenticeships, incl. 116 vulnerable or NEET
Routes to work / ACE
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• 31 adults with learning disabilities in employment. • 5.4% rate. 3 years of improvement. Above GM and NW. • Pre-employment routes with Robertson’s.
Working Well
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• People furthest from employment. 66% with mental health issues. Work with Hyde GPs.
• 300 job starts (with growing referrals and support)
Active Tameside
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• £20 million investment. Expanding membership and footfall. • UK Active Organisation of the Year • Social Value – exercise on prescription, work experience
Bed for Every Night
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• Asset based – faith groups / charities / donations • Approx. 2/3 of rough sleepers accommodated • 15 into permanent accommodation
Shared Lives
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• Good (CQC in 2018). Award winning recruitment campaign. • 130 people place. Number of carers increasing all the time. • Best performer in GM. (8% compared to 2.5% in GM).
Greenspace
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• Reduction – 50% costs / 86% service requests • Nearly 40,000 additional hours per year • Community Payback / Routes to Work / Volunteers • LGC Award for Innovation
Community Pharmacy
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• Savings of over £2m since April 17
• Reduction in drugs wasted over 1.4m items
• Moved to lowest cost in GM
Integrated Model of Care
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Person & Community
Centred
Neighbourhood []
Intermediate []
Hospital based
Neighbourhood Priorities
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Co-location
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Benefits Realised 4 of the 5 neighbourhood teams (District
Nursing and Adult Social Care) are co-located in each neighbourhood
Discussions underway with Derbyshire County Council around further possibilities in Glossop
Multi-disciplinary working across teams and organisations
Improved face-to-face communication between professionals
Communication between professionals from different services, with better relationships
Knowledge transfer between different professional groups
Greater and quicker access to other professionals between multi-disciplinary team meetings
Opportunities for joint visits to patients
Objectives:
Neighbourhood teams will work together to deliver a range of functions based on the needs of its local population. By co-locating, the aim is to provide community based multi-professional teams promoting close working and communication between colleagues and across organisations
It’s so much easier talking face-to-face to
colleagues
We can improve care and support
together
I have a better understanding of
other people’s roles
RESEARCH BY SALFORD UNIVERSITY – INTEGRATED NEIGHBOURHOODS An exploration of how neighbourhood team members experience the transition from traditional health and social care teams to integrated care systems
Diabetes
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• Denton Diabetes Diverters – 3 practices – new model • Working with Be Well Tameside and Active Tameside • Half taking part no longer coded as pre-diabetic
Examples of new models of care
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Digital Health / Community Response
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• 8,600 calls received in DHC • 2.360 ED attendances avoided • Circa 1,110 admissions avoided • 1,901 GP visits saved
Digital Health and CRS • Responded top 3,189 falls • Prevented 2,799 ambulance call outs • Saving over £1.3million (Oct 17 – 18)
Extensivists
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Q2 performance • 58% reduction in ED
attendances • 82% reduction in non-
elective admissions • 25% reduction in out-
patient attendances • Improved Patient
Activation Measure (PAM) scores
Social prescribing
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• Investment (circa £1.3m) in the VCSE over 3 years • Equivalent of 2,500 referrals per annum • Participant wellbeing improved (measured by SWEMWBS)
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Public Service Board • Strong and effective working relationships • Guide & enable public service reform • Key strategic issues requiring collaboration • Co-provision of services • Shared intelligence and asset base • Bottom up, not top down!
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Neighbourhood showcase & market place
All
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Lunch & networking
All
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Devolution Difference
Jon Rouse
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Devolution Difference – meeting the health and care needs of our
population
Jon Rouse, Chief Officer
• In 2016, Greater Manchester took control of the health and social care system.
• Opportunity to do things differently.
• At the same time we launched our five-year plan to improve health and social care, called Taking Charge.
Devolution - Taking Charge
Greater Manchester Health and Social Care Partnership –
the body made up of the NHS, local authorities, emergency services, charities, voluntary, community and social enterprise groups, Healthwatch, and others.
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Who makes the decisions?
• More babies being born a healthy weight which makes a huge difference to their long term health
• More children ready for school - reaching a good level of social and emotional development - • Fewer people dying from cancer, heart and lung
disease • Supporting people to stay well and live at home
for as long as possible.
Our Aims – by 2021
Just a few of the changes.. • We’re creating better,
more connected, co-designed services in the community
• Working closely with partners to shape good care and prevent ill health
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Supporting families to get children ‘school ready’ • to have strong social skills • to cope emotionally with
being separated from their parents
• have a curiosity about the world and a desire to learn.
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Examples - • confidence & self-esteem • speech, language &
motor skills • feeding & healthy eating • hygiene & toilet training • immunisation
Helping children to have a better start in life
– Such as, spending more on reducing tooth decay
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Improving lifestyles • We want to Make
Smoking History – reducing smoking by a third by 2021.
• Getting 75% more people active by 2025
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We’re tackling cancer • Better access to tests • Investing in ground
breaking technology and treatment
• More ‘cancer champions’ supporting people affected by cancer
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Improving mental health • £74m on children and young
peoples mental health – supporting schools and improving crisis care
• £50m on adult mental health • E.g. ‘talking therapies’ - one of
the ways supporting recovery within 6 weeks of referral.
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Largest mental health investment in England
Supporting people with eating disorders
• Jenny’s story
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Increasing access to community care Such as,
• Improving GP access and quality - an extra £41m being spent in GP practices by 2021.
• see GP medical staff at convenient times, including online and language support.
• patients now rate GP satisfaction above average.
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Investing more in technology, digital/online Such as, £7.5m on electronic patient records - one of the biggest projects of its type in Europe. Investing in video links with GPs and health staff in care homes Skping
Improving social care • Personal care plans have
helped people leave hospital - reducing delays by a third
• Developing Teaching Care homes – sharing best practice and quality standards
• Lot more still to do
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One of the most improved regions in the country.
Our stroke centres are A-rated • At least 200 lives have
been saved because of the specialist care people have received in them.
• This is the best rating anywhere in England.
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We’re spotting and treating dementia quicker • seven more people a day are
diagnosed with dementia • GM University’s investing in
patient research • Aiming to be the most
dementia friendly city in the UK
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Better, more person centred health and care • GPs spend at least a fifth of
their time on non-medical issues
• We’re supporting other ways of improving health and wellbeing – otherwise known as social prescribing
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There are lots more examples of how devolution is making a real difference in Greater Manchester.
Changes take time and we continue to have big challenges that are not always in our control. All of us can make positive changes to our health and wellbeing
What’s next ?….
Keep in touch
www.gmhsc.org.uk www.facebook.com/GMHSCPartnership Twitter @GMHSC #gmdevodifference
Questions to the Panel
Delegates Panel – Alan, Jon, Karen and Steven
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Summary & close
Liz Windsor-Welsh
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Thank you for being part of the Tameside &
Glossop Neighbourhood Summit
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