Cornwall CouncilHousing 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. Unitary 2. Weak commissioning relationships; 3 HIAs3. Lack of accountability4. Poor outcomes for clients5. Poor understanding of business6. 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, non-bureaucratic, 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. Identify key outcomes2. Commission review of options2. Select preferred option3. Secure approval for chosen option 4. Involve key stakeholders & commissioners in

development of action & implementation plan5. Create specification & Invitation to Tender6. Seek approval from Councils Alternative

Delivery Board7. 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