Living Well Together Programme Stage Timetable
Set up
Discover
Define
Discover
Define
(Jan 15)
(Feb 15)
(Mar 15)
(Apr-May 15)
(Jun-Jul 15)
Invest
Scale up/out
(xxx 15)
Deliver
Plan
(xxx 15)
(xxx 15)
Cost benefit
analysis
Prototype or
Action
(Aug 15)
(Jul-Aug 15)
Set up
1. Programme team agreed
2. Commitment to programme
from partner organisations made
3. Core skills within partnership
network committed
Discover (tbc)
2a. Review current situation:
Ilfracombe
Low wages, seasonal employment
High rate of working age sickness
(twice the Devon rate at 8.5%)
High rate of private rented
accommodation, much of it substandard
Discover (tbc)
2b. Review current situation: Individual
I have to tell my story many times to
multiple agencies.
I don't always know who I should talk to
about my issues. I don't know what help
is out there
No mechanism to join up services
delivered by different agencies
Number of ageing population?
There are a lot of services I am involved
with, but no single person or service
seems to be co-ordinating it all
Discover
Relatively isolated, poor transport
links
I feel like I'm only able to get help when
I'm in a real emergency
Those at risk of escalation to next
level of need; those at risk of
needing crisis intervention
Result:
Life expectancy lowest in Devon
Highest deprivation index in Devon;
central ward in top 5% most deprived
wards in country. £84 million spent
annually on public services
I don't know enough to make an
informed choice so rely completely on
experts
Result:
I can't get the support I need early
enough so end up in crisis needing
urgent support from services
1.Agree focus for transformation
Discover (tbc)
2c Review current situation:
Services
Reduced budgets, increased
demand
Opportunities to highlight risk or
needed support by other services
are missed
Community and voluntary
services can be valuable as an
additional support only
Result:
Our emergency intervention is
unscheduled and costly and does
not allow us to be as effective as
we could be
Living Well Together Programme Stage Timetable
Define
ONE ILFRACOMBE APPROACH
1 Evaluate findings
By considering understanding gained
from:
Get a better understanding of the problem from the individuals affected
Redesign the service around the person, not the agency
Current town statistics
Customer feedback
Organisational feedback
Focus on prevention and reducing demand
Develop a co-ordinated, multi-agency, multi-agency, multi-disciplinary
approach and central point of contact
alongside the agreed approach, focus
down to initial target areas/groups
for change to allow prototyping and
robust evaluation
Foster community responsibility and support volunteers to help design
and provide the solution.
Establish value for money
Explore potential for One Ilfracombe to be the commissioner of services
Discover
3. Map existing approach for
focus areas/target groups
identified
Who does what now and how?
Mapping template to be
completed for chosen service
areas.
Define
2a. Agree focus areas/target groups
Partners identify risk factors for
escalation/crisis
Agree from this which are the most
common risk factors that would
benefit from a multi-agency, multisector approach.
Define
2. Focus areas/target groups
Focus on services across the public
sector which can be joined up to meet
the following criteria:
a seamless, holistic
service that will make best use of the
community and voluntary
provision to
support people at an early stage
to reduce escalation and the need
for crisis intervention
Living Well Together Programme Stage Timetable
Define
Discover
Discover
1 What will we do differently?
3. Understand how
money currently
flows around the
system for the focus
areas/target groups
identified
3. Identify issues and failings in the
system for the focus areas/target
groups identified
Engage with customers to:
Understand how well the system
currently works for them
Use One Ilfracombe’s
Virtual Bank to
understand the money
Understand when it is that support
could be provided to prevent a
Outcomes desired
4. arising/worsening
situation
Co-design
Engage partners, customers and
front-line staff in the generation of
ideas to address issues identified
Use Listening into Action model to
capture design ideas
Define
1 Choose an approach (or a
number of approaches)
based on:
Outcomes for customers
High level financial viability
Alignment with OI
principles
How will the new models
work and how will they be
funded?
Define models
Understand what success looks like to
them
Obtain buy-in from
k h ld
Understand the barriers and enablers
to achieving this
Deliver
Implement new delivery
model with target cohort
Evaluate
Undertake evaluation as
previously defined
Identify lessons learned
Invest
Identify future deal flow
with partners
Agree workforce
arrangements and
benefit realisation
Scale up/out
Identify next areas for
service reform
Cost benefit analysis
Plan
Define governance of
implementation and set up
relevant groups
Identify initial cohort
Identify timescale for
delivery
Agree data sharing
protocols with partners
Agree shared investments
and savings, including
agreeing a plan for funding
initial test phase of delivery
Develop implementation
plan and benefits realisation
approach
Identify costs of new model
Identify benefits
Agree with partners the
evidence required for
investment after testing
Who will we have an effect
on?
What do we think will change
for them?
What do we have to do?
How will we know when
we’ve done it?
How do we measure the
change?
What is the value of the
change?
Prototype or Action
What needs more
planning?
PROTOTYPE
If new delivery model is
complex involving multiple
partners’ changed way of
working, create prototype
What can be done
now?
ACTION
If change can be made,
move into action. Focus on
what can be done in 12
week cycles with focussed
task and finish groups.
Ensure customer experience
is measured and progress
reported.