June 2024: Neighbourhood Care in South Yorkshire

June 2024: Neighbourhood Care in South Yorkshire

• 1.
  Dr Simon Duffyof Citizen Network Neighbourhood Care Exploring the potential for a South Yorkshire strategy
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  South Yorkshire NeighbourhoodCare Strategy What could this means in practice? • Shared vision for many partners across the region • Support from 6 key statutory bodies (SYCMA, NHS and the 4 cities) • Process of learning together and identifying best practice • Agreement to solve shared problems together (internal and external) • Ambitious but pragmatic and incremental • NOT one model - although models may emerge • NOT centralised - respecting plurality of cities and neighbourhoods
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  10,000 users pm. 4,145members 1589 articles 294 groups 145 fellows 51 countries 22 coop members
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  Citizen Network, rootedin South Yorkshire, has been building local, national and global partnerships around these ideas since 2016:
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  Why NOW isthe right time Drivers for a Neighbourhood Care strategy • Emerging citizen action, peer support, mutual aid, neighbourhood democracy • Public spending unlikely to grow signi fi cantly • Ongoing exclusion and institutionalisation • Citizens, families and community at the heart of care • Legitimacy crisis for centralisation of services & regulation • Severe problem of morale and recruitment across the care sector • Human and gender rights not respected by current system • Growing environmental crisis • End of a 40 year policy cycle • COVID showed us what is possible
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  147 Neighbourhoods of Shef fi eld
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  Emerging opportunities Responding ethicallyto the crisis 1. Peer support has strong roots in South Yorkshire with enormous untapped social value. What if we inspired similar actions everywhere? 2. We currently exports resources from neighbourhoods into services. What if we moved to a circular economy that invested into neighbourhoods? 3. Children are put in care at unprecedented rates. What if communities were enabled to support families? 4. There is a major care recruitment crisis. What if professionals were self-managing and locally embedded? 5. Women are exploited by the care system. What if care work was local and relational? 6. Services are over-centralised. What if they were rooted in every neighbourhood? 7. Technology is undermining old systems. What if we used it to empower communities?
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  What if wetreated neighbourhoods as the topsoil of community life and citizenship?
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  Neighbourhood Care For aneighbourhood of 4,000 people there is £15 million in Citizen Capacity £7.5 million in NHS spending £7 million in Unpaid Care £2.8 million of Social Care £210,000 of Work Programme 125 people entitled to social care 10 Social Workers 8 Community Nurses 1 Primary School 50% GP 50% Local Councillor 4% MP
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  Possible strategies Some provocations 1.Let peer supporters take the message to the community. 2. Support neighbourhood democracy in every neighbourhood. 3. Promote human rights, independent living and rights for women and families. 4. Provide a charter for civil society to help them lead change and connect to neighbourhoods. 5. Reorganise public services to be self- managing, integrated, local and accountable. 6. Use ISFs, neighbourhood wealth funds and common ownership to invest in community. 7. End social care charging as soon as possible. 8. Reward inclusion and local solutions: make it hard to export people from neighbourhoods. 9. Track progress and network for expertise across the region and by neighbourhood 10.Create a South Yorkshire policy that put us at the heart of national policy-making
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  P.S. And food forthought • Global Fearless Cities Summit on Neighbourhood Care - will be in Shef fi eld 1-4 November - this could highlight regional leadership • Clear commitment to the strategy by the Region could help release millions from three large Foundations by 2025 • South Yorkshire could create a global partnership around these ideas (e.g. Spain, Columbia, Argentina, Netherlands, Finland, New Zealand etc.) • The new Government will need examples of exciting new approaches
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  What kind ofstrategy? What is the level of our ambition 1. We each just do our own thing 2. We compare notes and learn together - What would good habits look like? 3. We agree a shared vision and work together 4. We build a network - for South Yorkshire, for England or globally 5. We connect with the Foundations around a shared strategy 6. We put people with lived experience and carers at the centre. 7. We work through the ICP (where we all come together). 8. Some or all of the above
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  Challenges Things to thinkabout • We don’t have good ways to measure this and we deliver what we measure. • New Public Management thinking is still a cultural legacy. • Current model is broken, but a lot of the necessary change is in its gift. • The South Yorkshire Mayor’s role in this space could be very powerful. • The recent integration of the Mayor and Police Commissioner roles could help. • It is not clear what the critical path for change will be. • Prevention needs to be rooted in what people in neighbourhoods experience. • There are multi-generational challenges for system and communities. • There is NHS growth money, but it is not clear how it is being used. • We need effective models to reduce high intensity use of public services.
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  What we couldwork on together I What is the gap we could fi ll? • De fi ne a good way to evaluate our progress. • Create a compelling narrative about the ‘why’. • Identify the shared elements of our stories of success. • Work with the convening power of the Mayor. • Seize the opportunity of a new government - and create a protective shield for innovation. • Invest in the voluntary sector in a better way - longer-term commitment • Close institutional services - create the necessary system conditions to support acute sector colleagues. • Identify the principles we are all going to work to. • Clarify roles: What kind of public servant do we need to be? What kind of citizen? • Change the narrative so that it is about all of us having agency • Identify the coherent story, the right language and framing.
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  What we couldwork on together II What is the gap we could fi ll? • Connect it to the ICP strategy. It is already part of the strategy: make it real; clarify next steps; build on existing commitments across all sectors (e.g. City Goals) • Create a new operating model for where people meet the system. • Improve relationships across people across South Yorkshire. Make it more personal. • Revisit the role personal budgets could play in reinvigorating neighbourhood economics. • Create Peer commissioners. Challenge how we imagine how we can spend money. • Unlock the spirit, talent and knowledge of frontline workers. • Identify neighbourhoods and create a mechanisms so they can do their own commissioning • Support the idea of real peer support. • Give people more time to talk to each other. • Create alternative to residential and domiciliary care and end the extraction of people and resources from their communities. • Look to local groups and local businesses for solutions.