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Driving change: the leadership challenge

This presentation by Lynn Collingbourne explores the urgent need for change in the adaptation services sector amidst declining funding. It emphasizes the shifting aspirations of the aging baby boomer generation, who seek to maintain independence while living in mainstream housing. The presentation outlines the current state of Disabled Facilities Grants (DFG) and the barriers obstructing effective service delivery. Key recommendations for a holistic, customer-focused service model are proposed, aiming for improved efficiency and sustainability through partnership and collaboration.

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Driving change: the leadership challenge

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  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

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