1. Cornwall Council Housing 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:- 1.Unitary 2.Weak commissioning relationships; 3 HIAs 3.Lack of accountability 4.Poor outcomes for clients 5.Poor understanding of business 6.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 or ability to pay and responsive to the client’s needs.

5. How Will We Change? 1.Identify key outcomes 2.Commission review of options 2.Select preferred option 3.Secure approval for chosen option 4.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………………………………………………………….?

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