June 2024: Neighbourhood Care in Doncaster
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Presentation by Lee Tillman Service Director of Policy, Insight and Change City of Doncaster Council
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June 2024: Neighbourhood Care in Doncaster
- 1. Welcome to Doncaster Supporting People & Places to Thrive 14.06.24
- 2. Doncaster Update Page 2 Doncaster Thrive Case study discussions: • Health • Well Doncaster • Adult Social Care • Children, Young People and Families
- 3. www.doncaster.gov.uk Lee Tillman Service Director of Policy, Insight and Change City of Doncaster Council
- 4. Developing a Thrive System Specification • Mission: o Work alongside people & communities across the whole of Doncaster, o Understand what people really want & need to thrive in their lives • Strong prevention & community centred approach • “Thrive” o City Strategy: thriving people, places & planet o Individuals & communities thriving to meet their potential & to improve outcomes • Guide detailed design, development & implementation • Test & evolve Page 4
- 5. Our Journey to date: summary timeline • Start of neighbourhood management approach in CDC. In the age of Neighbourhood Renewal, we built a solid platform of local joined up action and relationships ‘joined up solutions for joined up problems’. • Floods emergency, community leadership came into its own as vanguard • As austerity bit, we held our nerve, retained our presence locally, understanding the value of local working and relationships with communities • Doncaster Growing Together and the Place Plan took us deeper into reform territory – across further service areas (Children's, Adults, Health, Community Safety, Complex Lives) • Our Public Health Agenda drove work on wider determinants, and the community, asset - based approaches needed to impact on root causes locally, with a prevention focus • Our Localities approach aimed to place our learning in a single shared model, focused on local joined up delivery, early intervention and stimulating deeper service reforms • The floods towards the end of 2019 and Covid hitting early 2020 took us into emergency management mode for a long time – this interruption provided valuable lessons about the art of the possible when organisational barriers fade, and about the power of community self-determination and framed our Doncaster Delivering Together approach • We picked up our progress and take the next steps – more local, more integrated, more impact – with local demonstrators, fresh ideas fueled by our original belief 2002 2012 2016 2016 2018 2023 2019 2007 2020 2021
- 6. Page 6 Doncaster Localities • Creating a new City Centre Locality – within Central
- 7. Five Core Capabilities + Enabling Support 1. Local Team Doncaster Delivery Model Consistent, strong and clear partnership arrangements and business processes that enable effective engagement of partners, to ensure coordination of delivery at local level, with an emphasis on prevention and early intervention. These will create the conditions for a relationship focused approach between partner organisations and with residents and communities. 2. Leadership & Coordination of Delivery at Local Level To provide effective leadership and coordination of CDC and Team Doncaster delivery at locality and neighbourhood level. This will operate as a core function in all neighbourhoods and will be intensified where needed – our Regenerative Neighbourhoods. 3. Community Centred Prevention & Early Intervention To engage with communities and services to develop community centred ways of working together, to address local social, economic, and environmental challenges that drive demand for acute service responses. 4. Relational Practice To establish a culture and practice of relational working across partners, and to grow local pools of relational key workers across public services and in the community and voluntary sector, who can work alongside individuals and families to prevent escalation of their situation. 5. Elected Members Community Leadership Role To enable renewed, elected member engagement, to enable members to play a community leadership role, that also provides effective oversight and support and that strengthens confidence in democratic processes. Plus: Enabling Support All of this work will be supported by the enabling function to help establish the whole system and culture change involved. Page 7
- 8. www.doncaster.gov.uk Anthony Fitzgerald Executive Place Director for Doncaster NHS South Yorkshire ICB
- 9. Doncaster Health and Care – Place Future Vision – 1 Plan Development Resident and community engagement Fairness and Wellbeing Commission Health and Wellbeing Board Timeout Place CEO Priorities Health and Wellbeing Strategy 1 Doncaster Plan
- 10. Rebalancing the City’s Health and Care System City Centre Health and Wellbeing Hub Relocated and redesigned OP services from hospitals Digital Tech Hub ‘THRIVE’ - Bringing together primary and community care, and the CDC Community Prevention Model in order to support people to stay healthy and well in their homes and communities and to better anticipate and prevent problems. Technology enabled care Proactively supporting older people to live longer independent lives Centre of Excellence for Frailty Tickhill Road site proposal Reshaping health and care services Integrated Neighbourhood Working DRI estate redevelopment plan Digital Doncaster
- 11. www.doncaster.gov.uk Phil Holmes Executive Director of Adults Wellbeing & Culture City of Doncaster Council
- 12. • Co-production via Making It Real Board (50% lived experience) means overriding strategic focus on “what matters to you” – also driving supporting workstreams. Connecting co-production with better use of resources. • Published language guide – No more “othering”. Human rights instead. • Crisis narrative reduced in front-line teams by removing bureaucracy and focusing on what adds value for people – waiting times hugely reduced in social work and occupational therapy • Starting to see this shift with hospital – next step to introduce a proper “discharge to assess” model and move social work team out of hospital – pull from community instead of pushing from hospital • Safeguarding – shifting to local rather than centralised decision-making • Homecare and Direct Payments recommissioning opportunities to get smaller and more local – building social and economic capital in neighbourhoods • REMAINS A “CARE MANAGEMENT” MODEL IN STRUCTURE THOUGH • Liberated Method would fundamentally challenge “specialist” assumptions about adult social care. Huge implications for professional roles / skill mix. If we avoid throwing baby out with bathwater it’s the next logical step. Page 12 Opportunities in Doncaster Adult Social Care
- 13. www.doncaster.gov.uk Vanessa Powell Hoyland Well Doncaster City of Doncaster Council
- 15. Individual: Promote increased heath literacy, behaviour change, self-management and self- efficacy leading to improved health and wellbeing. Community: Build resilience, social capital and strengthen community resources and leadership Organisational: Embed evidence based community centred approaches across Team Doncaster, utilise VCFS intelligence and collaboration in shaping locality commissioning and redesigning services. Well Doncaster Themes and Outputs
- 16. To create a society where everybody can thrive, we need all of the right building blocks in place: • Stable jobs • Good pay • Quality housing • Good education But right now, in too many of our communities, blocks are missing. It’s time to fix the gaps. We can all make a difference
- 17. www.doncaster.gov.uk Riana Nelson Executive Director of Children, Young People & Families City of Doncaster Council
- 18. Children, Young People and Families Family Hubs – 12 across the city Access, Connection, Relationships 3 drivers for footfall: Midwifery, Early Years, Youth provision Remake learning – offers inspiring and engaging learning outside of the classroom, sparking curiosity, passion and interest with all age learners and communities. 2nd annual city festival, located in communities, interesting collaborations between public sector, educators, business, VCS, learners 2,000 people at Night at the Museum, 10,000 residents attending 350 events/activities across 38 places. Early impact
- 19. Neighbourhood Partnerships - Edlington Coordination of targeted activity via Place Tasking Group: clean-ups, enforcement action, Clear Hold Build, secure vulnerable empty properties; community safety Local Solutions Groups – all about people: Police, housing, social care, schools, early help. •Crime prevention, reduction in ASB, intelligence, delivery, safeguarding in communities •Impact: reduction in ASB, crime, OCG activity. Earlier intervention and focussed activity based on intelligence Your Families •Have hubs in local areas, including community centres, libraries and pop ups in schools •local support very early on •finances, housing, childcare, managing behaviour, employment, community activities
- 20. Next steps Family Help: MD, whole family approach in the place Partnership working across the spectrum of need and provision Restorative practice/ liberated model