1. Housing, Health & Social Care: Partnership Working In Action Agenda Overview: Adur & Worthing Older People’s Housing & Support Strategy Role of Housing, Health & Social Care Co- ordinator Partnership Working In Action E-mail:kathryn.howard@westsussex.gov.uk

2. Adur & Worthing Older People’s Housing & Support Strategy  Purpose – Co-ordinated response across agencies in Adur and Worthing  Context - Largest user group of health and social care services are older people. West Sussex has 1.5% 90yr+ in comparison to 0.7% UK average.  Aims - Support strategic aims of respective organisations, work in partnership to provide integrated services, adopt a ‘can do approach’ and involve older people in service design and delivery

3. Adur & Worthing Older People’s Housing & Support Strategy Three examples from strategic workplan:  Identify funding initiatives to reduce fuel poverty  Develop a range of mixed tenure Extra Care Schemes across Adur & Worthing  Promote private and voluntary sector provision of community alarms, mobile response services and assistive technology.

4. Housing, Health & Social Care Co-ordinator Role Strategic Level Organisational Level Practitioner / Frontline Service Level Jointly Funded Across Housing, Health and Social Care Whole systems Operates at three different levels across client groups

5. Partnership Working In Action Hospital Social Work Team Acute Hospital Trust District / Borough Housing Team Develop a protocol to reduce unnecessary hospital stays arising from a lack of suitable housing

6. Practitioner Level Priorities Outcomes Practitioner / Frontline Service Level

7. Organisational Level Priorities Policy development Organisational Targets Pilot Service Outcomes Reduced delayed transfers - 33%-7% 251 bed days saved £63,000 health resources Organisational Level

8. Partnership Working In Action: Outcomes For Frontline Service Delivery Case Study Mr X (76 years) was admitted to hospital with a broken hip. He was unable to return to his property as it was deemed structurally unsound he was therefore homeless. He spent 156 days at the Interim Housing Service Patient Outcomes  Early notification system identified complex issues including housing at the point of admission.  Multi-disciplinary discharge planning led to informed decision making  Mr X retained his levels of independence, residential placement avoided, now living independently Organisational Outcomes  Effective/collaborative partnership working leading to reduced length of hospital stay  Targeted use of existing resources, joint investment led to savings/targeting of resources Interim Housing Service = £4000Residential Placement = £7500 Acute Hospital Bed = £30,000Community Hospital Bed= £14,000  Pilot Service now secured as long-term service with future expansion providing better outcomes for individuals and positive organisational outcomes to meet performance targets.

9. Strategic Level Priorities Outcomes Strategic Level

10. Housing, Health & Social Care Partnership Working In Action Concluding comments How can you do this?  Jointly funded services  Working in partnership with organisations and colleagues  Targeted use of existing resources, policy development, training and consultation What can you do? Shared strategic vision incorporating priorities of Housing, Health and Social Care Benefits for frontline services Shared understanding of organisational roles Better outcomes for the individuals who use services