Maximising the use of technologies to support transformation of social care in Hampshire: Impact of Connect to Support Hampshire – providing online information, advice and directories of services to help people find their own care and support solutions Graham Allen Director of Adults’ Health & Care, Hampshire County Council Graham.Allen@hants.gov.uk
Hampshire’s context Adult Social Care budget of £302m (net) in Population currently just over 1.35m 2017/18 and forecast to reach 1.45m by 2023, with equivalent growth Successive waves of Transformational savings in care demand totalling £131m over last 7 years, with a further £56m in the next 3 years What we do & who with; Our population; • Annually we support 20,000+ people – • Over the next 5 years the number of approximately 15,000 at any one time • young people with a learning disability We undertake approx. 33,000 assessments transitioning into adulthood is set to per year • Provide 6m hours of homecare and increase by 2,600 • Over the next 5 years adults aged 18 – 64 support 8,000 people with TECS • with life limiting physical disability 14,000 people supported to leave hospital predicted to increase by 2,100 people settings each year • • Over the next 7 years the number of 64% of support provided to older people, 14% of support to people with learning residents aged over 75 will increase by 31% and the number over 85 by 29% disability & autism, 11% of support is to people with physical disability and 11% of support to people with mental health needs.
Our transformational programme
Connect to Support Hampshire - not just a directory of services • Legislative Information and Advice responsibilities • Diversion and prevention of demand - reducing contact to AH&C from the public and professionals • Promotion of self service and Digital by default principles – easy to navigate, helpful tools, reliable information • Early intervention and prevention offer • Building relationships with key stakeholders – Connect to Support Hampshire ‘our tool ’ = synergy in cross organisation strategy and process • More empowering customer experience – a ‘one stop shop’ with no need for AH&C intervention • Cultural & behavioural = promoting a broad message of ‘what can you do to improve your wellbeing?’
Embedding the strengths based approach Working with public, voluntary and private stakeholders to identify; • How can the tool be used to support mutual goals? • How can it be embedded in their processes? • How can it be part of their business as usual? • Sharing data and maintenance agreements • Utilising promotional tools in organisation • Identifying Connectors in their organisation and offering them training to they can help someone who needs a bit of support through positive intervention • Identifying gaps in community provision for growth support and social enterprise MECC Depth of training to support connectors MECC, Trigger Tool and Connect to Support MECC, Trigger Tool and Connect to Support Mini MECC, Trigger Tool and Connect to Support
Success – a catalyst for change • 5,000 unique visits to the site each month • 8 pages viewed by each visitor on average • 16% of all visitors from Google search • 16 GP practices piloting Connect to Support Hampshire – active participation of Care Navigators / Village Agents • 5 integrated care teams using Connect to Support Hampshire • 1 acute hospital piloting large Connect to Support Hampshire touchscreen in main entrance • Staff at CART successfully using Connect to Support Hampshire to signpost people direct to other organisations, following triage, 350 times a month • 1000 community directory listings, providing access to hundreds of additional groups • 12 data sharing arrangements with umbrella organisations in the voluntary sector • 2 District and Borough Councils piloting Connect to Support Hampshire • 1 rolling out use of Connect to Support Hampshire through Hampshire Constabulary • 30+ Connector training sessions delivered • A resource for over 900 professionals trained in the use of Connect to Support Hampshire a tool in assessing and meeting people’s needs
Future development – need to evolve with expectation and demand • Providing additional alternatives to commissioned care; e-marketplace for equipment and care, Personal Assistant finder • Professional zone; tools to support Strengths Based Approach in all professions and reduce professional referral numbers • Choice architecture; nudge behaviour • One online front door for health and social care (and other public services?) • Tools to support people to create their own care package • Public marketing campaign
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