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SOAR: One Stop Shop & Healthy Communities Programme (North Sheffield) Ian Drayton & Guy Weston

SOAR: One Stop Shop & Healthy Communities Programme (North Sheffield) Ian Drayton & Guy Weston. INTRODUCTION Aim: To show how SOARs One Stop Shop model has developed; in the context of Healthy Communities Programme Delivery: Health Services Team = 11 staff & 6 volunteers

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SOAR: One Stop Shop & Healthy Communities Programme (North Sheffield) Ian Drayton & Guy Weston

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  1. SOAR: One Stop Shop&Healthy Communities Programme(North Sheffield)Ian Drayton & Guy Weston

  2. INTRODUCTION Aim: To show how SOARs One Stop Shop model has developed; in the context of Healthy Communities Programme Delivery: Health Services Team = 11 staff & 6 volunteers Sub contracts = 9 organisations Area = Southey, Flowers/Shiregreen, Burngreave (North East Com Ass) and High Green Key Points: One Stop Shop (inc health) services developed organically (rather than by design) Health services have grown to form a significant part of SOAR delivery (34% of group turnover). Healthy Community Programme has laid the foundation in which SOARs One Stop Shop has developed its services .

  3. DELIVERY MODEL (sect 2.) • How? • Adopting a Social Model that addresses ill-health in relation to wider ‘structural’ determinants of health (poverty, housing, benefits & employment) • Range of interlinked services that a client can access at any stage dependant on need, ‘no wrong door policy’ • Co-location of workers that traditionally wouldn’t be based together • Accessible services delivered in a non-clinical setting (community based) • What does is mean? • All staff take the time to engage with clients needs • Referrals are made to services not traditionally aligned such as Debt & IAPT • Outcome? • Clients wider needs are met not just the presenting symptom ‘iceberg of unmet need’ (D. R Hannay. 80).

  4. DELIVERY MODEL a

  5. DELIVERY MODEL b

  6. DELIVERY MODEL c

  7. ENHANCED PARTNERSHIPS ‘ asset based’(sect 3.1) How has this happened? Built upon collaborations & alliances during SRB5, HCP, Work Programme & SOAR partnership board (inc NHS, Locality & Neighbourhood reps) Shared values, goals & trust amongst staff and partner organisations Why is it so important? Desire to continually improve & enhance delivery for clients & agencies Improvement (& influence) in service re-design and efficiencies (£)

  8. CLIENT ENGAGEMENT (sect 3.2) • Why should we & who are these ‘Assets’? • Realisation that clients need to act as ‘co-producers’ of the services they receive, so we can; • Deliver interventions that are client led (not just by practitioners) • Enhance use of community buildings as activity hubs • Increase cross referrals between services that have historically been kept separate

  9. OPEN DISCUSSION • ENHANCING OUR CAPABILITY (sect 4.) • Why should we? • Due to changes in Public Health & development of Locality, we need to remain competitive in; • Retaining & enhancing existing contracts • Securing new contract opportunities • How can we? • Need to evidence our work & approach by developing; • SROI based tools • Best practice & knowledge transfer • Relationships with new commissioning depts • New partnerships (including academics)

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