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Integrating Services to Improve Wellbeing: Norfolk IHAT Strategy

This project aims to improve the delivery of services in Norfolk by integrating Occupational Therapists, Customer Officers, and Technical Officers. Co-location and comprehensive training have been implemented to reduce delays and improve overall customer experience. The project also includes a framework contract pilot in West Norfolk to streamline works. The goal is to provide better services and a single point of contact from start to finish.

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Integrating Services to Improve Wellbeing: Norfolk IHAT Strategy

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  1. INNOVATION TO IMPROVE WELLBEING INTEGRATING SERVICES IN TWO TIER AREAS Ray Harding – Chair, Norfolk IHAT Strategy Group Martin Sands – Norfolk IHAT Coordinator

  2. NORFOLK – PRESENTING PROBLEM • 7 Districts and Norfolk County Council • Very slow process for the customer • Multiple visits • Complex to manage and deliver • Two waiting lists (one District, one County)

  3. STEP BY STEP • Customer contacts County Council or District • Occupational Therapist (OT) visit arranged – assess the person and their needs • DOT 2 form completed and passed to District Council. • Details entered onto County ‘Care First’ system (3 hours) • Client Officer (CO) from District visits, complete paperwork for DFG – if eligible pass to Technical Officer (TO)

  4. STEP BY STEP Continued • TO visits – draws up scheme of work based on OT assessment – frequently however reverted to OT • Quotes requested from Contractors by TO • Quotes received, case notes passed for approval to manager. • Approval granted, works ordered, passed to CO • Progress monitored by CO • Passed to TO for inspection on completion • Invoice received and paid. Resulting in multiple visits, handoffs and delays in delivery

  5. INTEGRATION PROJECT – PHASE 1 CO-LOCATION • OT and AP (Assistant Practitioner) from County • Housing Teams (CO’s and TO’s) • Discretionary grants introduced for lower cost cases (up to £7,000)

  6. BENEFITS • Improved understanding • Cases discussed as soon as OT or TO visits • Commenced joint visits • Some improvement in time taken from start to finish • Means test no longer required for all cases

  7. REMAINING ISSUES • Process still slow • Two separate IT systems to input data into • Same number of officers visiting • Co-located but not integrated

  8. INTEGRATED HOUSING ADOPTION TEAMS – PHASE 2 • Competency framework devised for OT’s, CO’s, AP’s • Training and competency assessments for all • Comprehensive, common (across all districts) reporting tool introduced • ‘Locality’ waiting lists transferred to IHAT’s • Visit from one officer to deal with assessment of need, customer paperwork, technical scheme of work • Introduced ‘prevention assessments’ (cut down version of Care Act assessment) - reducing data input time from 2 - 3 hours to 20 - 30 minutes • Framework contract piloted in West Norfolk for works

  9. BENEFITS • Reduced number of visits for all non complex cases • OT’s freed to focus on the most complex cases • Ability to analyse and address blockages in the system • Faster process and/or handle more cases with the same resource • Better services for the customer, single point of contact from start to finish

  10. NEXT STEPS • Target 140 day end to end turnaround • Single Case Officer from start to finish in all but most complex cases • Two visits only • Increased flexibility in the use of DFG funding • Review of technology – IT system that communicates, mobile working etc. • UEA evidence base for outcomes • More proactive/less reactive service

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