Cornwall Council
Housing Adaptations
& Advice Service
Jane Barlow; Head of Housing
Karen Sawyer; Assistant Head of Housing
Why Change?
• External Drivers:• National Policy Agenda; promote independence,
increased choice and control, personalisation agenda,
integrated health & social care services
• External expectations & pressures; red flag,
demographics, increased customer expectations, lack
of suitable housing options
• Financial stress; increasing costs & decreasing funding
• Local Government Agenda; efficiencies &
effectiveness, do more at better quality for less.
Why Change?
•
Internal Drivers:-
1.
2.
3.
4.
5.
6.
Unitary
Weak commissioning relationships; 3 HIAs
Lack of accountability
Poor outcomes for clients
Poor understanding of business
New Corporate Business Plan
What Do We Want to Achieve?
•
A high quality service enabling older
and disabled people to remain
independent in their own homes through
the provision of adaptations, repairs and
home improvements. A service built on
holism, with strong dynamic relations
and processes, flexible, nonbureaucratic, providing value for money,
available to all irrespective of tenure or
ability to pay and responsive to the
client’s needs.
How Will We Change?
1.
2.
2.
3.
4.
Identify key outcomes
Commission review of options
Select preferred option
Secure approval for chosen option
Involve key stakeholders & commissioners in
development of action & implementation plan
5. Create specification & Invitation to Tender
6. Seek approval from Councils Alternative
Delivery Board
7. Procure new service
8. Easy………………………………………………………….?
Journey so Far
• Key outcomes identified
• Project team established & internal resources
allocated
• RIEP Bid successful
• Options paper completed & preferred option
chosen; SE/ALMO model
• Commitment from Director of Communities
• Commitment from council members (Housing
Task Group) December 2010
• And also ………………………………………………
Journey so Far
• Other DFG projects delivered:•
•
•
•
•
•
Process mapping, complete journey
New performance framework
Agreeing targets with ACS, CSF & HIAs
Removing backlog of OT assessments
Engaging with RSL partners
Raised profile amongst CLT & members
Challenges
•
•
•
•
•
•
•
•
•
Ownership of vision & agreeing priorities
Project Group; limited time, capacity & authority
Competing projects
Engaging the right people
Understanding business needs, common
language?
Three Directorates, one lead
Collaboration with key stakeholders
Change in Business ownership
Context of rapid & extensive change, both
structurally & culturally
Lessons learnt
• Ensure everyone shares & agrees the same
vision/outcomes/expectations/priorities
• Important to communicate in language everyone
understands
• Ensure all key stakeholders feel valued
• Ensure capacity to deliver
• Understand the requirements of each of the
services/organisations prior to exploring
partnership working
• Project needs to withstand change in sponsor
• Create the right environment for change
• Good to talk, fostered greater understanding of
issues
Future
• More corporate change; ALMO
• Possible option for future delivery
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