Driving change: the leadership challenge

1. Driving change: the leadership challenge Lynn Collingbourne THCP Partner

2. 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

3. Why change 2?The customer perspective • Changing aspirations of the baby boomers • Living longer, healthier lives • Desire to continue living in mainstream housing, not institutional settings • People over 65 control 80% UK wealth • Require choice and control and a quick solution once decision made

4. 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 adaptation • 3.   ACS makes recommendation to organisation coordinating grants process in your area • 4.   Home visit by workers from this organisation • 5.   Complete grant application form, and initial financial assessment • 6.   Building specification produced, and plans drawn up • 7.   You are consulted about plans • 8.   Quotes from contractors are reviewed • 9.   Application form and quotes sent to the council • 10.  Notification within 6 months if your application has been successful • 11.  Work starts and supervision • 12.  Inspection of finished works • 13.  Council makes grants payment when it considers works are satisfactory

5. Barriers to change • Too many ‘cooks’ involved • Protection of professional roles • Concern about redundancy • Focus on systems/rules, not people • No time to think of change - ‘day job’ issue

6. Overcoming the barriers • Focus on the customer • Remove professional boundaries • Partnership action, not talking • Dedicate resources • ‘Champion’ for change

7. Partnership for change in Dorset

8. Countywide service review brief Review existing service and identify a new service model that: • Is holistic, client focused and offers choice • Offers VFM including efficiency savings • Improves service quality and consistency • Delivered in partnership • Ensures a sustainable service.

9. 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.

10. Strong Dorset partnership....? • Clear commitment/ energy • Broad range of partners • Willingness to ‘open the can’ • Track record eg joint website, procurement and waste contracts • Good engagement with stakeholders

11. ...but for adaptations • Health not fully ‘engaged’ • Limited outcomes – more information sharing • Focus on adaptations, not other options • Negativity by some partners

12. Outcomes of review • Action plan to address the 31 issues • Some quick wins • Project to procure showers and ramps • Delivery chain assessment and development of business case • Project ‘champion’ and culture of challenge

13. Learning • Commitment and openness necessary • Customer perspective crucial • Effective partnership working requires tenacity and resources • Need to engage all key agencies from outset • Ongoing internal challenge important

14. Other examples • Multi-agency system – East Sussex • Co-location – Middlesbrough, St Helens • Partial Integration –The Wirral, Dorset? • Full integration - Knowlsey

15. THCP – www.thcp.org Lynn Collingbournelynn.collingbourne@thcp.org 07825 828668