Transcript SBC- The third sector contribution

Shifting the Balance of Care
- the third sector contribution Helen Tyrrell
Director
Why Voluntary Health Scotland?
Why involve the third sector in SBC?
How the third sector contributes to the vision of success
What are the challenges?
How VHS will help
Voluntary Health Scotland
• Scotland’s national intermediary body for the third sector engaged
in health.
• Established in 2000, supported by the SGHWD and NHS Health
Scotland
• Through its 300 members and wider stakeholder group, VHS aims
to maximise the impact of the third on health improvement, the
reduction of health inequalities and health care and at the same time
to involve as wide a range of people as possible in this activity
• Locally, works through CHPs
Why involve the third sector in SBC?
• Numbers over 4,000 groups and organisations
• Employs around 13,000 people
• Supports up to 120,000 volunteers
(10% of all third sector activity)
But – is quantity enough?
Why involve the third sector in SBC?
We know….confirmed by VHS research (2007):
• Localised approach
• Practical knowledge of community, leaders, networks
• Ability to reach isolated, disadvantaged groups
• High levels of trust
• Holistic approach
• Works across service boundaries
• Close connection with service users
• Innovative services
• Speed and flexibility of response
• User values inform services
(19 attributes identified)
Why involve the third sector in SBC?
But, what about “added value”? “unique value”?
• The helped turned helper – from beneficiary to project
worker
• Empowered individuals engage more in established
services
• Volunteering – builds personal & social capital, creates
cost-effective services
• Lever funding in to eg. CHP from eg. Big Lottery
• The breadth of third sector services appears to avert
significantly community reliance on acute NHS services
(Jen Foley for VHS 2008)
Improvement Area 1 - Maximise flexible and responsive
care at home with support for carers
What does success look like?
• Increased investment into intensive care at home and reduced
residential care
• More extra care housing
• Increased investment into housing adaptations, improvement and
equipment
• Development of active carer support networks
• More respite care available
• Smaller proportion of people being admitted to hospital
• Integrated rehabilitation services in the community
• Mainstream telecare
Improvement Area 2 - Integrate health & social care to
support people in need & at risk
What does success look like?
• Community planning teams developing robust joint plans using community
care outcomes framework
• Multi-disciplinary teams co-located with joint budgets and joint
equipment budgets using combined information systems
• Growth in Self Directed Support and personalisation to ensure care
packages meet individual peoples’ needs and choices.
• Targeting people who are not yet in crisis (e.g. SPARRA risk prediction
tool)
• Fewer hospital admissions for people with long term conditions
• Ensure care meets minimum standards (e.g. medicines management)
• Co-ordinating different care strands (e.g. case management)
Improvement Area 3 - Reduce avoidable unscheduled
attendances and admissions to acute hospitals
What does success look like?
•Growth in intermediate care solutions ( e.g. rapid response
teams, use of community hospitals for step up step down care)
•Reduce unscheduled mental health admissions
•Reduced avoidable A&E attendances
•Links to End of Life planning (e.g. EOL care plans)
•Delivering 18 Week RTT
Improvement Area 7 - Improve access to care for
remote and rural populations
What does success look like?
• Obligate Networks working well
• Robust community emergency and urgent response systems are in
place
• Increased use of technology to support local delivery,
diagnosis and care at home care (telecare and telemedicine)
• Reduced travel (and carbon footprint) for consultation and
routine care from remote and rural communities to specialist
centres
Improvement Area 8 - Better joint use of resources
What does success look like?
•Co located multidisciplinary teams works in the same space to
facilitate integrated working
•Generic workers across health and social care
•Aligned / pooled budgets
•Continuity of information
•Reduced carbon footprint of local services
Challenges to third sector contribution
Measures of impact
Multiple impacts
√√
Scalability
√
Strength of
evidence
What is the value
of unique third
sector value?
Numbers of people Needs much
benefiting
greater resources
Further challenges….
We asked CHP managers what they needed to engage
us more….
(Research for VHS, Bill Weir, 2008)
• Better understanding of the capacity of local third sector organisations
• Re-assurance about the quality of third sector provision
• Re-assurance about the sustainability of third sector organisations
• An understanding of accountability within the third sector
• Improved communication with the third sector
And, the third sector needs:
• Hearts and minds engagement
• Adherence to Compact principles
• Greater resources
Help is at hand…
• VHS resources – Advice Notes (X2); e-bulletin; website (120,000
hits/month0
• VHS provides strategic support for CVS (the gateway to local third
sector & third sector capacity builders)
• VHS supports Meeting the Shared Challenge, Equally Well, Keep Well
• VHS will collate, examine relevant quality systems
• VHS will support the NHS Review of resource support for the third
sector
• VHS will showcase examples of good practice in third sector SBC
• VHS offers CHP managers support & hopes to work more closely with
the ACHP
Sources of further information:
Voluntary Health Scotland – www.vhscotland.org.uk
Arthritis Care Scotland – arthritiscare.org,uk
Shared Care Scotland - www.sharedcarescotland.org.uk
British Heart Foundation - www.bhf.org.uk
British Lung Foundation - www.lunguk.org
Citizens Advice Centre - www.cas.org.uk
Strathbrock Partnership Centre www.westlothianchcp.org.uk/who/strathbrock