Driving change: the leadership challenge

Lynn CollingbourneTHCP Partner

Why change? (or can you afford not to?)

DFG allocation increased by 5.9% in 2011/12

£20 million extra funding from DH January 2012 BUT.....

Reduction in renewal funding from £1.07 billion in 2008/9 to £300 million in 2010/11 and zero from 2011/12

Supporting People funding reducing year on year with no allowance for inflation

Handyperson funding reduced from £20 million in 2010/11 to £13.5 million in 2012/13 (£10.50 million for 2014/15)

RPs increasingly using DFG

Why change 2?The customer perspective

Changing aspirations of the baby boomersLiving longer, healthier livesDesire to continue living in mainstream housing, not institutional settingsPeople over 65 control 80% UK wealthRequire choice and control and a quick solution once decision made

Why change 3? The ‘system’

DFG process ‘at a glance’ - These are the 13 steps that are followed:1.   You can contact Adult Care and Support on xxxxxxx.2.   ACS assesses your need for adaptation3.   ACS makes recommendation to organisation coordinating grants process in your area4.   Home visit by workers from this organisation5.   Complete grant application form, and initial financial assessment6.   Building specification produced, and plans drawn up7.   You are consulted about plans8.   Quotes from contractors are reviewed9.   Application form and quotes sent to the council10.  Notification within 6 months if your application has been successful11.  Work starts and supervision12.  Inspection of finished works13.  Council makes grants payment when it considers works are satisfactory

Barriers to change

Too many ‘cooks’ involvedProtection of professional rolesConcern about redundancyFocus on systems/rules, not peopleNo time to think of change - ‘day job’ issue

Overcoming the barriers

Focus on the customerRemove professional boundariesPartnership action, not talkingDedicate resources ‘Champion’ for change

Partnership for change in Dorset

Countywide service review brief

Review existing service and identify a new service model that:Is holistic, client focused and offers choiceOffers VFM including efficiency savings Improves service quality and consistencyDelivered in partnershipEnsures a sustainable service.

Recommendations

Adaptation services to be ultimately devolved to a single agency with combined staff roles and/or joint budgets.Link to development of new, holistic, user led Centres for Independent Living. 31 issues requiring improvement to existing services, regardless of future service model.

Strong Dorset partnership....?

Clear commitment/ energyBroad range of partnersWillingness to ‘open the can’ Track record eg joint website, procurement and waste contractsGood engagement with stakeholders

...but for adaptations

Health not fully ‘engaged’Limited outcomes – more information sharingFocus on adaptations, not other optionsNegativity by some partners

Outcomes of review

Action plan to address the 31 issuesSome quick winsProject to procure showers and rampsDelivery chain assessment and development of business caseProject ‘champion’ and culture of challenge

Learning

Commitment and openness necessaryCustomer perspective crucialEffective partnership working requires tenacity and resourcesNeed to engage all key agencies from outsetOngoing internal challenge important

Other examples

Multi-agency system – East SussexCo-location – Middlesbrough, St HelensPartial Integration –The Wirral, Dorset?Full integration - Knowlsey

THCP – www.thcp.org

Lynn Collingbourne lynn.collingbourne@thcp.org

07825 828668