Transcript Powerpoint presentation template ExtraCare

South West Housing LIN - 'The Future of
Older Persons Services in the South West'
5th June 2007
PARTNERSHIP WORKING
Jon Head
Senior Service Development Manager
with
Ann Irving & Kevin Stamper
Hanover Housing Association
Partnership Working
• A regional and national perspective
• Remembering why it is necessary
• What is involved
• Ingredients of good partnership - what can be difficult
• Some examples in Hanover’s partnership working in
South West –Ann Irving and Kevin Stamper
Hanover HA
• Over 40 extra care schemes operating
nationally, many more in development pipeline
• All based on effective partnership working
• In SW Region, schemes open, in pipeline, and /
or planned, in
– Gloucestershire
– S. Gloucestershire
– Plymouth
– Bristol
– Somerset
– N. Somerset
– Swindon
Partnership Working
• We all agree it is a ‘good thing’ – but like apple pie and
motherhood??
• Some say too much of it – ‘partnership fatigue’ is now
part of management terminology (299,000 hits on
Google)
• However, it’s indispensable in the business of delivering
services ( like housing with related care and support)
that cross organisational and funding boundaries
• 15 years ago (or less), this simply did not happen and
services were poorer as a result
Commissioning Extra Care Housing in
Partnership
Typically in Extra Care, partners will include
• LA Adult Social Care
• LA Housing (poss. sep tier of LA)
• Supporting People AA /Commissioning Body
• [ LA Property services / LA Planning ]
• NHS ;
• PCT
• Other Trust(s)
• RSL
• Care (and Support) Provider
• Housing Corporation and/or
• Department of Health
(with ackn to Sue Garwood, LIN paper on Leicester extra care scheme)
Commissioning Extra Care Housing in
Partnership
LIN Factsheet 2 - Commissioning and Funding Extra Care Housing
•
The commissioning process (summarised)
•
Stage 1 Deciding to commission extra care
•
Stage 2 Getting partners together
•
Stage 3 Mapping supply and needs
•
Stage 4 Deciding how much is required / what /when
•
Stage 5 Developing a business plan
•
Stage 6 Developing a detailed project plan and timetable
•
Stage 7 Developing a project brief and specifications.
•
Stage 8 Establishing a project management team to monitor
and manage the projects
•
Stage 9 Ensuring commissioning partnership continues
Commissioning Extra Care Housing
in Partnership
Headline issues
• Who for? - dependency range / mix
• Mixed tenure?
• Intermediate Care?
• Dementia?
• Learning Disabilities?
• BME focus?
• Community use? / Outreach?
• Housing role – nomination rights
• Common Vision [avoid “Oh, when we said extra care ,
we didn’t mean ……….” ]
Commissioning Extra Care Housing in
Partnership – detail
1.
2.
3.
4.
5.
Project Meetings - Agree terms of reference, membership,
servicing
Project Plan
Care Specification
Support Provision
Secure Revenue Funding
[Technical Brief 2 - Funding Extra Care Housing]
–
Care
–
Housing Benefit
–
Supporting People
–
Intermediate / Respite care
5.
6.
7.
Mixed tenure – whole project plan on its own
Regulation
Management Model / Housing Management Issues
Commissioning Extra Care Housing
in Partnership -detail
8.
Links – Community Services, Health
9.
Eligibility Criteria / Nominations Agreement
10.
Catering
11.
Information / Promotion
12.
Interface between services – operational protocols
13.
Recruitment
14.
Tenant selection
15.
FM Contracts
16.
Handover/ start up
17.
Monitoring and Review … Evaluation
Effective Partnership working
• [ With ackn to ‘Supporting People for Better Health: A Guide to
Partnership Working’]
• Most effective when agencies
– recognise interconnectedness of their work.
– see how services will help them achieve their own
strategic aims and meet their own targets.
• Easier to build on a shared history of joint working (but must
by definition, often start without!).
• ‘Teething troubles’ inevitably accompany new ways of
working/relationships
• complementary aims and objectives to help secure the buy-in
of partners.
• avoid duplication of effort as well as gaps in provision.
Effective Partnership working
• Clear and effective governance arrangements – a good
partnership agreement defines
–
–
–
–
what it is you are seeking to deliver,
how it will be delivered/ funded
who will manage whom/ who can make what decisions and
where accountability for the service will lie.
• Steering group - effectiveness will depend on:
–
–
–
–
–
–
size and make-up;
Being grounded in reality - service user/ representative input
clarity over members’ authority to reach decisions
effective meetings
link between operational and strategic level working.
Ensuring ownership by operational colleagues as they must
‘own’, promote and sell the service
Threats to effective partnership
• For LAs/Members; anxieties about loss of political accountability
• For RSLs/ 3rd sector bodies; fears about domination by
commissioners (partnership working is not another name for
contract management)
• How to manage these issues? Recognise differential stakes (and
exposure to threats/opportunities) for different parties – for example
in extra care, anxieties include;
– for Adult Social Care; a mixture of needs leading to sub optimal
use of care budgets, not meeting highest needs; or procurement
of care and support in non compliant ways;
– for RSLs; eligibility criteria leading to extra care schemes being
dominated by people with very high needs; or a high level of
voids; care/support procurement processes that mean loss of
control over ‘their’ scheme; failure of LA to appreciate core
values of housing schemes
Supporting effective partnerships
• Mutual respect - Appreciation by each partner of e.g. the
others’:
– Values
– History
– Legal / statutory role / Governance
• LAs need to remember e.g.
– that RSLs work
• within Housing Corporation accountability;
• under landlord/tenant law ;
• under obligations to consult tenants/leaseholders
– And in some cases RSLs will have far more extra care
experience than the LA
Supporting effective partnerships
• In turn, RSLs need to appreciate that LAs work within
–
–
–
–
–
Accountability to Government e.g. performance targets
Joint working framework with NHS
Political accountability -Members/Cabinet
Overwhelming budgetary pressures and VFM considerations
Pressure to ration services according to need – FACS criteria.
• Partnerships are not cosy or comfortable, and probably the
stronger when working through and resolving conflicts
• Not always (not usually!) easy answers – remember that the
intended outcome is worth degrees of compromise
• In effective negotiations –
– no-one is going to walk away with everything they wanted
• but also
– no-one should walk away with something they cannot live
with
South West Housing LIN - 'The Future of
Older Persons Services in the South West'
5th June 2007
PARTNERSHIP WORKING
Jon Head
Senior Service Development Manager
with
Ann Irving & Kevin Stamper
Hanover Housing Association
[email protected]
[email protected]