June 2024: Neighbourhood Care in Doncaster

Presentation by Lee Tillman
Service Director of Policy, Insight and Change City of Doncaster Council

1. Welcome to Doncaster
Supporting People & Places to
Thrive
14.06.24

2. Doncaster Update
Page 2
Doncaster Thrive
Case study discussions:
•Health
•Well Doncaster
•Adult Social Care
•Children, Young People and
Families

3. www.doncaster.gov.uk
Lee Tillman
Service Director of Policy, Insight and Change
City of Doncaster Council

4. Developing a Thrive System Specification
•Mission:
oWork alongside people & communities across the
whole of Doncaster,
oUnderstand what people really want & need to
thrive in their lives
•Strong prevention & community centred
approach
•“Thrive”
oCity Strategy: thriving people, places & planet
oIndividuals & communities thriving to meet their
potential & to improve outcomes
•Guide detailed design, development &
implementation
•Test & evolve
Page 4

5. Our Journey to date: summary timeline
•Start of neighbourhoodmanagement approach in CDC. In the age of NeighbourhoodRenewal, we built
a solid platform of local joined up action and relationships ‘joined up solutions for joined up problems’.
•Floods emergency, community leadership came into its own as vanguard
•As austerity bit,we held our nerve, retained our presence locally, understanding the value of local
working and relationships with communities
•Doncaster Growing Together and the Place Plan took us deeper into reform territory –across further
service areas (Children's, Adults, Health, Community Safety, Complex Lives)
•Our Public Health Agenda drove work on wider determinants, and the community, asset -based
approaches needed to impact on root causes locally, with a prevention focus
•Our Localities approach aimed to place our learning in a single shared model, focused on local joined
up delivery, early intervention and stimulating deeper service reforms
•The floods towards the end of 2019 and Covid hitting early 2020 took us into emergency management
mode for a long time –this interruption provided valuable lessons about the art of the possible when
organisationalbarriers fade, and about the power of community self-determination and framed our
Doncaster Delivering Together approach
•We picked up our progress and take the next steps –more local, more integrated, more impact –with
local demonstrators, fresh ideas fueled by our original belief
2002
2012
2016
2016
2018
2023
2019
2007
2020
2021

6. Page 6
Doncaster Localities
•Creating a new
City Centre
Locality –within
Central

7. Five Core Capabilities + Enabling Support
1.Local Team Doncaster Delivery Model Consistent, strong and clear partnership arrangements and business processes
that enable effective engagement of partners, to ensure coordination of delivery at local level, with an emphasis on prevention and early
intervention. These will create the conditions for a relationship focused approach between partner organisations and with residents and
communities.
2. Leadership & Coordination of Delivery at Local Level To provide effective leadership and coordination of CDC and
Team Doncaster delivery at localityandneighbourhood level. This will operate as a core function in all neighbourhoods and willbe intensified
whereneeded –our Regenerative Neighbourhoods.
3. Community Centred Prevention & Early Intervention To engage with communities and services todevelop
community centred ways of working together, toaddress local social, economic, andenvironmental challenges that
drivedemandforacuteserviceresponses.
4. Relational Practice To establish a culture and practice of relational working across partners, and to grow local pools of relational key
workers across public services andinthecommunity and voluntary sector, who can work alongside individuals and families topreventescalation
of their situation.
5. Elected Members Community Leadership Role To enable renewed, elected member engagement, to enable members
to play a community leadership role, that also provides effective oversight and support and that strengthens confidence in democratic processes.
Plus: Enabling Support All of this work will be supported by the enabling function to help establish the whole system and culture
change involved.
Page 7

8. www.doncaster.gov.uk
Anthony Fitzgerald
Executive Place Director for Doncaster
NHS South Yorkshire ICB

9. Doncaster Health and Care –Place Future Vision –1 Plan Development
Resident and
community
engagement
Fairness and
Wellbeing
Commission
Health and
Wellbeing Board
Timeout
Place CEO
Priorities
Health and
Wellbeing
Strategy
1 Doncaster Plan

10. Rebalancing the City’s Health and Care System
City Centre Health and
Wellbeing Hub
Relocated and redesigned OP
services from hospitals
Digital Tech
Hub
‘THRIVE’ -
Bringing together primary and community care, and the CDC Community Prevention Model in order to support
people to stay healthy and well in their homes and communities and to better anticipate and prevent problems.
Technology enabled care
Proactively supporting older people to live longer independent lives
Centre of Excellence for Frailty
Tickhill Road site proposal
Reshaping health and
care services
Integrated
Neighbourhood
Working
DRI estate redevelopment plan
Digital Doncaster

11. www.doncaster.gov.uk
Phil Holmes
Executive Director of Adults Wellbeing & Culture
City of Doncaster Council

12. •Co-production via Making It Real Board (50% lived experience) means overriding strategic focus
on “what matters to you” –also driving supporting workstreams. Connecting co-production with
better use of resources.
•Published language guide –No more “othering”. Human rights instead.
•Crisis narrative reduced in front-line teams by removing bureaucracy and focusing on what adds
value for people –waiting times hugely reduced in social work and occupational therapy
•Starting to see this shift with hospital –next step to introduce a proper “discharge to assess”
model and move social work team out of hospital –pull from community instead of pushing from
hospital
•Safeguarding –shifting to local rather than centralised decision-making
•Homecare and Direct Payments recommissioning opportunities to get smaller and more local –
building social and economic capital in neighbourhoods
•REMAINS A “CARE MANAGEMENT” MODEL IN STRUCTURE THOUGH
•Liberated Method would fundamentally challenge “specialist” assumptions about adult social
care. Huge implications for professional roles / skill mix. If we avoid throwing baby out with
bathwater it’s the next logical step.
Page 12
Opportunities in Doncaster Adult Social Care

13. www.doncaster.gov.uk
Vanessa Powell Hoyland
Well Doncaster
City of Doncaster Council

15. Individual: Promote increased heath literacy,
behaviour change, self-management and self-
efficacy leading to improved health and
wellbeing.
Community: Build resilience, social capital and
strengthen community resources and leadership
Organisational: Embed evidence based
community centred approaches across Team
Doncaster, utilise VCFS intelligence and
collaboration in shaping locality commissioning
and redesigning services.
Well Doncaster Themes
and Outputs

16. To create a society where everybody can thrive, we need all
of the right building blocks in place:
•Stable jobs
•Good pay
•Quality housing
•Good education
But right now, in too many of our communities, blocks are
missing. It’s time to fix the gaps.
We can all make a difference

17. www.doncaster.gov.uk
Riana Nelson
Executive Director of Children, Young People &
Families
City of Doncaster Council

18. Children,
Young
People and
Families
Family Hubs –12 across the city
Access, Connection, Relationships
3 drivers for footfall: Midwifery, Early Years, Youth
provision
Remake learning –offers inspiring and
engaging learning outside of the classroom,
sparking curiosity, passion and interest with all
age learners and communities.
2
nd
annual city festival, located in communities,
interesting collaborations between public sector,
educators, business, VCS, learners
2,000 people at Night at the Museum, 10,000
residents attending 350 events/activities across
38 places.
Early impact

19. Neighbourhood Partnerships -Edlington
Coordination of targeted
activity via Place Tasking
Group: clean-ups,
enforcement action, Clear
Hold Build, secure vulnerable
empty properties;
community safety
Local Solutions
Groups –all about
people: Police,
housing, social care,
schools, early help.
•Crime prevention,
reduction in ASB,
intelligence, delivery,
safeguarding in
communities
•Impact: reduction in ASB,
crime, OCG activity.
Earlier intervention and
focussed activity based
on intelligence
Your Families
•Have hubs in local areas,
including community
centres, libraries and pop
ups in schools
•local support very early
on
•finances, housing,
childcare, managing
behaviour, employment,
community activities

20. Next steps
Family Help: MD, whole family approach in the
place
Partnership working across the spectrum of
need and provision
Restorative practice/ liberated model