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Cornwall Council Housing Adaptations & Advice Service

Cornwall Council Housing Adaptations & Advice Service. Jane Barlow; Head of Housing Karen Sawyer; Assistant Head of Housing. Why Change?. External Drivers :-

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Cornwall Council Housing Adaptations & Advice Service

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  1. Cornwall CouncilHousing Adaptations & Advice Service • Jane Barlow; Head of Housing • Karen Sawyer; Assistant Head of Housing

  2. 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.

  3. Why Change? • Internal Drivers:- • Unitary • Weak commissioning relationships; 3 HIAs • Lack of accountability • Poor outcomes for clients • Poor understanding of business • New Corporate Business Plan

  4. 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 orability to pay and responsive to the client’s needs.

  5. How Will We Change? • 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 • Create specification & Invitation to Tender • Seek approval from Councils Alternative Delivery Board • Procure new service • Easy………………………………………………………….?

  6. 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 ………………………………………………

  7. 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

  8. 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

  9. 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

  10. Future • More corporate change; ALMO • Possible option for future delivery

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