Strategic Headlines and Local Intelligence (West Norfolk)

Strategic Headlines and Local Intelligence (West Norfolk)

• 1.
  Headlines and Local IntelligenceUpdate
• 2.
  • Don’t sharethis but….we are struggling • Volunteers and demand (quantity and complexity) bigger issue than cash • Nationally: – Rates of volunteering unchanged but rates of irregular informal volunteering showed a five per cent drop. – Income up (a bit) but unevenly distributed with less from public sector (with main gov spending going to the super-charities (£100million +)) • Demand increasing from public sector service failure and impacts of welfare changes Our sector
• 3.
  • Area ofmost concern from last budget round – harm that it would a do and strategically incoherent • £10m to £4.5m & £1.7m to £1.5m • Some better efforts to engage Supporting people & Information and Advice • Direct Access Hostels • Single homeless accommodation • Young people accommodation • Outreach support • Specialist Advice • disabilities, long term conditions, dementia, deaf, mental health & leaning disabilities
• 4.
  The links tothe Public Consultation are below. https://norfolk.citizenspace.com/consultation /buildingresilientlives/ https://norfolk.citizenspace.com/consultation /informationandadvice/ Consultation closure date: 9th Dec 2016
• 5.
  • STP forHealth and Social Care Services in Norfolk and Waveney has been submitted to NHS England. • All local NHS are required by NHS England to produce a Sustainability and Transformation Plan (STP) outlining how they working to ensure that they are able to provide safe, sustainable local services. • http://www.communityactionnorfolk.org.uk/sites/content/s ustainability-and-transformation-plan-norfolk-and- waveney-health-and-social-care-submitted Sustainability and transformation Plan
• 6.
  • The processshould involve local communities and voluntary, community and social enterprise sector organisations, building on the six principles from the Five Year Forward Plan: – Care and support is person-centred, personalised, coordinated and empowering – Services are created in partnership with citizens and communities – Focus is on equality and narrowing inequalities – Carers are identified, supported and involved – Voluntary, community and social enterprise and housing sectors are involved as key partners and enablers – Volunteering and social action are recognised as key enablers • No meaningful engagement in the STP to date
• 7.
  • PREVENTING ILLNESSAND PROMOTING WELL- BEING The population of Norfolk and Waveney will be enabled to live healthy lives for as long as possible, through a spectrum of support: from targeting lifestyle risk factors (e.g. alcohol, obesity) to secondary prevention preventing unnecessary escalation to higher acuity care settings. Strong community services aligned with local authorities and the third sector support independence and increase resilience. • CARE CLOSER TO HOME People are supported to live with maximum independence, with improved access to primary and secondary care, and supported by the third sector. Enhanced community care delivers the right care at the right time in the right place, reducing demand on acute and residential services. End of Life care is structured to allow patients to die in their place of choice. A system-wide children’s strategy will improve Norfolk & Waveney’s STP: Five Guiding Principles
• 8.
  • INTEGRATED WORKINGACROSS PHYSICAL, SOCIAL AND MENTAL HEALTH Integrated working across the system delivers holistic care with reduced duplication and gaps, and improved patient experience and outcomes. Services recognise the importance of social care and mental health parity of esteem. • SUSTAINABLE ACUTE SECTOR Acute services will be configured to be sustainable under future demand pressures through increased provider collaboration. Out of hospital services will reduce demand at the front door, and assist discharge to maintain capacity within the acute system. • COST-EFFECTIVE SERVICES Delivered within the finances available – providers and commissioners will work together to realise CIP and QIPP savings, release organisational efficiencies, and remove perverse incentives. Norfolk & Waveney’s STP: Five Guiding Principles
• 9.
  • The threeacute trusts have agreed to establish the Norfolk Hospitals Group to accelerate the scale and pace of collaboration. • “We have a comprehensive and coordinated plan to further engage local people and organisations in developing our proposals.” • Key workstream around social prescribing at scale STP
• 10.
  • The CareAct 2014 creates a general duty for local authorities to promote diversity and quality in the market of care and support providers for people in their local area (not just what they fund). • Seeing a more comprehensive effort to do this • Still at a the talking stage need to look carefully at the ability to turn words into action • Reconfirmed think local act personal co-production principles • http://www.communityactionnorfolk.org.uk/sites/co ntent/market-shaping-and-norfolk-county-councils- market-position-statement Market Shaping Activity
• 11.
  • Lot ofpromises made • Good people & some ‘get it’ but… • Strategically no demonstrable progress on a new type of equal partnership • On the ground - “we got told we have to ring you first because you are free…” – Not free – Implication of choice of last resort Overall relationship
• 12.
  • Cultural shift –The VCSE & Public Sector roles in the delivery of services and benefit? – All sectors need to be working together as its about aligning reducing resources but the relationship has to be of value to all partners and their different objectives – Charities obligation to use resources is best way to meet their objectives
• 13.
  • Part elected& part appointed • Help provide strategic level voice and leadership in a co-ordinated way • Frustration with a lack of responsiveness from NCC and other partners • Likely shift in focus on the sustainability of the sector directly VCSE Sector Leadership Group
• 14.
  • We needto collaborate and consolidate more as a sector • This will take many forms • Focus needs to be on service and beneficiaries not organisations • Lots of connections not as much collaboration – Working together that either improves things for your beneficiaries of strengthens your organisation A more sustainable sector
• 15.
  Questions