Health and Social Care

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Cheshire West & Chester Council

Complex care and review team

Our Complex Care and Review (CCR) team is a combination of social work and occupational therapy professionals. It was established to work with our c1,000 population who require support due to learning disabilities, with additional focus on people placed out of area due to care market constraints. Working with just over a third of this cohort so far - and alongside commissioners to identify gaps in provision and develop our services - the team have removed a significant number of restrictive and unnecessary care hours, allowing people to live more independent lives, and saved the Council in excess of £3m.

Dorset Council, BCP Council, NHS Dorset and Dorset Healthcare (ICB)

Pan Dorset s117 aftercare strategic partnership

An ambitious and forward-thinking strategic approach to s.117 aftercare was agreed by Dorset Council, Bournemouth, Christchurch & Poole Council (BCP), NHS Dorset and Dorset Healthcare. The Strategic Partnership is working positively together to deliver appropriate after-care services which promote a strength-based, recovery focused model. The key principles of the approach is to provide people with the right support, in the right place, with the right people at the right time. There is a shared commitment which promotes the persons wellbeing, independence and opportunity to live a positive life in their community and prevent further readmission to hospital.

Isle of Wight Council

Community falls response

The Community Falls Response is an innovative initiative between Wightcare, the Isle of Wight Council’s TEC and response service, and the Isle of Wight (IW) Ambulance Service to deploy appropriate alternative response to non-injury falls in the community that come through 111/999. The service is available 24hrs a day 7 days a week 365 days a year. The scheme has demonstrably and significantly improved outcomes for the individuals by reduced waiting time for response, reduction in ‘long-lie’, ensuring Ambulances are available to respond to more urgent calls, reduction in conveyance and admission to hospital for this category of calls.

Newham LBC

Independent Living Support Service (ILSS) trusted assessors

Newham Council believes Care Workers have the ability to fundamentally improve the lives of residents, but often work in a system that prevents professional freedom. Our innovative Trusted Assessor model empowers Care Workers to build ‘enabling’ relationships with residents, families and professionals by teaching them strengths-based, person-centred planning and risk management; improving their knowledge of activities and services within the local area; and training to assess and prescribe small pieces of Community Equipment, all helping residents do more for themselves. The model has resulted in a more engaged and empowered workforce, improved outcomes for residents and savings for the Council.

Redbridge LBC

How do you redesign adults social care to give better outcomes for residents?

How do you provide proactive and preventative services to help manage demand and give better outcomes for our residents to live more independently? At Redbridge we went to our users, our staff, our networks and voluntary sector to build something that worked for everyone and was reflective of our diverse community and growing younger demographic. Councils face huge demand for services whilst also having to do more with less. Particularly the case with adult care, where an ageing population and changes to the Care Act mean that this pressure is on the up.

Scottish Borders Council

Care at Home Service – Defining the path for council-wide digital transformation

Scottish Borders Council is transforming the way we deliver services to Borders citizens through an ambitious programme of digitally empowered, customer centered business transformation which will encompass every service we deliver. The pathfinder for this multi-year programme transformed the care experience delivered by our Adults Care-at-Home service, and increased our service capacity despite sector-wide recruitment and retention challenges. Our front-line carers are empowered to better meet the needs of our citizens by providing more, consistently high-quality personalised care, supporting more of our citizens to live safely in their own homes for longer with improved outcomes and improved quality of life.

Walsall Council

Walsall together

Walsall Together is delivering on an ambition to improve the health and happiness of residents through integration. Bringing together NHS trusts, GPs, adult social care, public health, children’s services, housing, VCS, social enterprises and Healthwatch, it’s delivered impressive results. It uses a model based on national and international best practice, enhanced by the voice of local citizens, with evolving governance arrangements supporting a transition to outcomes-focused commissioning and contracting through population health budgets. Walsall Together has kept more people out of hospital, improved discharge pathways, enhanced care homes support, boosted workforce recruitment and retention, and bolstered community resilience.

The City of Wolverhampton Council

OneWolverhampton – a proactive and integrated approach to winter planning

Putting people at the centre in Wolverhampton has delivered innovative and proactive approaches to supporting people at the toughest time of year. Pooling funds via the place-based partnership, OneWolverhampton, has created a joint Winter Plan which reduced hospital admissions and ensured people were able to return to the place they call home at safest, earliest opportunity. This approach enabled innovation and learning: creating seamless services, as evidenced by last year’s outcomes, and resulting in an even more ambitious Winter Plan for 2023-24. The King’s Fund has highlighted Wolverhampton as an exemplar for sharing resources to drive improved outcomes and innovation.

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