Co-production – Empowering Communities to Care

Examples of Practice

As the Third Sector Interface organisation in Angus VAA is building new cultures of care at three levels

  • To empower communities to care by mobilising and connecting community volunteering efforts through positive community development approaches.
  • Develop local co-production and social enterprise potential
  • Build the capacity and coherence of the third sector for culture change.

VAA also has a major role in reshaping care within community planning and undertakes research on new arrangements for working with communities with NHS Tayside, as evident in the Civic Health movement developed on behalf of NHS Tayside.

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Dementia Support Service

Examples of Practice

Responding to the National Dementia Strategy and the National Dementia Standards, the Dementia Support Service was set up to provide short term intervention for cases that had ordinarily ended up at crisis or in the residential care system.

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Partnership Innovation Fund

Examples of Practice

The Partnership Innovation Fund partnership is committed to ensuring funds are allocated to projects which are innovative, or innovative for the local area (i.e. it may well be happening elsewhere but is new to this area). The PIF fund aims to ensure the Third Sector is able to maximise its contribution to this activity whilst delivering improved outcomes for older people. A key focus of the PIF is in building community capacity in our communities. Applications must demonstrate a degree of partnership working and that they have considered the long term sustainability of the project.

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Homecare Redesign

Examples of Practice

Falkirk Council Home Care Service provides care to approximately 1,600 in house service users and manages the care of approximately 300 + external agency only and in-house plus external agency and or voluntary provider service users.

The traditional model of management for this service had been to appoint home care managers on a geographical basis to manage the whole range of services to be provided. Whilst this was acceptable 15 years ago with the changes to care provision, increased volume of care at home services and the changing ethos of how we provide services, e.g. re-ablement, use of private providers etc. the traditional model was outdated, no longer met the needs of the service users and was preventing the capacity of managers to provide the high quality of care services which we aim to provide.

As part of our self evaluation exercise we highlighted the need to diversify our management arrangements and specifically aim to target the effective splitting of the patch home care manager’s role into three specialism’s. These will be long term service provision within a geographical patch, resource management of agency providers, shopping meals and laundry services and our 24/7 service providing specialist re-hab at home, crisis care and to move into a more involved relationship with facilitating more appropriate and timely discharge of patients as well as preventing hospital admission by extending the remit of our rapid response services and working closer with our colleagues in Reach.

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