Where did we start

1
W E L C O M E

• Where did we start?

• What did we achieve?

• What does it mean for the future?

2
A Brief History of i3

• 2004 Mental health and social exclusion report

• Day services have a key role in social inclusion
• Services need to fit around the person
• Supporting people to recover and stay independent
  

2005 Funding made available by ASC for a project
to modernise services in Leeds

• Project scope
• Day services with social care function
• Main providers Adult Social Care and Voluntary
  Sector
• Recognise role of Health as main referrer

3
Scope of i3 Project
110 staff work on average 26 hrs/ week 77wte (18
service users 1 FT worker)
12 services, 6 agencies, 3 sectors
2000 people are registered with 14 day
services. 90 of these attend fairly regularly
Total cost of services 2.5m ASC
pays 2.25million PCT pays 0.25million
Of these 200 use more than one service at the
same time.
4
I3 participants
5
Key Milestones of the Project

• 2005 Project started
• 2006 developed consulted on a model for Leeds
• 2007 Improvement Collaborative support agencies
  to make changes
• 2008 testing out the model
• 2009 promoting ongoing service improvements

6
The Vision for Leeds Day Services

• Services that really help people with mental
  health problems to be included in society
• A network of services that work together as if
  they were one system
• Services that are needs-led rather than
  service-led
• Services are suitable for all different groups
  of people
• People using services are involved in designing
  how they will work

7
The i3 Model

• Key principles
• A recovery model of support
• Promoting social inclusion
• Service user carer empowerment
• Accountability

• 3 key parts
• A safe place
• A fresh start
• Bridge building into the community

8
The i3 Model proposes 4 components

• Drop-ins
• Direct access
• Social support
• Varied opening times
• Could be specialist
• Could be user-run

• Community Team
• Assessments
• PCP
• Support drop-ins
• Community Capacity building

• Building base
• Safe space
• Therapeutic groups
• Preparation for other parts of service
• Links with other MH services (e.g. primary care,
  CMHT)

• Employment team
• City wide
• Individual work
• IPS model
• Link with vocational services

9
How can we get there?

• Advantages of phased introduction
• To allow time to meet the needs of existing
  service users.
• To evaluate the effectiveness of the new service
• To allow providers to restructure their service
  in preparation for any re tendering process.

10
Key Achievements of i3

• Resolving the difficult bits of the model -
  Service improvement collaborative
• I3 Task Group provider forum
• A pilot area East North East Leeds
• Service User Involvement
• Monitoring Evaluation
• Funding for day services developments
• Support and supervision for staff

11
East North East Leeds Pilot

• Area chosen because of councils decision to sell
  the Roundhay Road site need to test out model
• 3 agencies operating in this area worked together
  to set up
• Realise Community Team
• Joint referrals panel
• Operational management group to oversee
  development of procedures and activities

12
What about the other areas?

• Different interpretations of the model
• Key to success are partnerships with other
  providers and community resources
• Snapshot events in the afternoon will showcase
  what people have done
• Commissioning of new service is expected to start
  in 2010

13
What have the changes meant for people?

• Change has been slow and gradual
• We have given people the opportunity to say what
  they want in different ways
• New people using services are offered a
  person-centered plan
• Initiatives have been funded to develop a wider
  range of activities
• A service user forum has been set up
• Restructuring of most services Staff are
  expected to do more work in community settings

14
So, Are we there yet?

• The transformation part of the project is now at
  an end
• The work of i3 has provided all the information
  needed to develop a new and modernised service
• This can now only be done in collaboration with
  the commissioners
• Organisations can build on their knowledge and
  strengths to shape this process