|
Memorandum from Stockport Supporting People Team
Summary of report
This paper seeks to illustrate the positive impact that Supporting People has had on services for vulnerable people and how it contributes to strategic priorities. It highlights the key factors which have contributed to this, and outlines how the development of new services has led to improved outcomes for Stockport residents.
1.0 Introduction
1.1 Stockport Supporting People (SP) would like to share the positive impact that the Supporting People programme, including the development of new services has had both strategically and operationally, leading to improved outcomes for Stockport residents.
1.2 During the winter of 07/08 the Stockport Supporting People five year strategy was reviewed. This involved extensive consultation with service users, providers and commissioners, a review of current policy context and supply and alignment with regional and Local Area Agreement (LAA) priorities. This led to a re-shaping of the programmes, strategic priorities and the implementation of a range of new services to both address unmet need and build the capacity of existing services.
1.3 The table in appendix 1 outlines all the new service developments from April '08 to April '09 and how they relate to the national indicators and Local Area Agreement targets. It is estimated that Supporting People services directly or indirectly contribute to approximately 43% of national indicators contained in the performance framework for local authorities and local strategic partnerships[1]. It is recognised in Stockport that all the new service developments over the last year will, in some way, contribute to achieving these local priorities.
1.4 Through effective multi-agency partnerships, a range of cross authority and joint commissioning opportunities have arisen, which include commissioning with NHS Stockport and the SMBC Drug Action Team (DAT) for a drug and alcohol service. SP has also worked closely with the Children's and Young People's Directorate in developing a Family Intervention Project. Involving key stakeholders in the review of strategic priorities and the development of new services has proved to be very positive.
1.5 At the heart of the new service development programme has been the commitment to improve the choice and availability of services to people in Stockport. Many positive outcomes for individuals are evident, as the case studies in appendix 2 highlight.
2.0 What has worked well?
Supporting People achievements include-
2.1 A comprehensive service review process with demonstrable improvements both to the quality of services and value for money
2.2 New and expanded service provision increasing choice and opportunities
2.3 Corporate commitment to the delivery of the programme and a Supporting People team with a broad range of skills
2.4 A well researched 5 year strategy & more recent `strategy refresh' which involved service users, providers & commissioners & re-shaped priorities for service development over the last year & beyond
2.5 Improved performance management reporting to help services improve
2.6 Good working relationships with strategic partners, providers & service user groups
2.7 Easy access to services with a range of good quality information available, including a comprehensive service directory, a helpful website & a new single point of access
2.8 There is evidence of increased service user satisfaction in some schemes and improved average scores in general
3.0 New Services
3.1 In Stockport, the Supporting People service has commissioned a range of new services including;
3.1.1 A pilot Family Intervention Project- (some case studies attached).
3.1.2 Three new floating support services for young people (16-25), offenders and people with mental health issues following a competitive tender which brought two completely new providers into Stockport.
3.2 The mental health commissioning group included representation from NHS Stockport, Adult Social Care and a mental health service user, all of whom took part in the panel selecting the final provider. Service user involvement in the procurement process worked well & undoubtedly improved the focus on real outcomes for service users. Probation, Children's services & the Youth Offending Team were involved in other tendering panels.
3.3 We also found that partnership working helped us to meet our business objectives through bringing more specialist knowledge and experience to the commissioning process. SP cannot be experts in 21 different service user groups, so the more specialist partners are involved, the better the quality of input. The same issue applies to service user input.
3.4 The recent 'Strategy Refresh' project which considered priorities for new developments had both user and provider input.
3.4.1 One of the main priorities identified this year was the need for additional drug and alcohol services. We joined forces with the Drug & Alcohol Team and NHS Stockport to jointly commission a new `recovering communities' service - a much needed service in Stockport, using a specialist voluntary agency with experience of similar successful services elsewhere, & this opened in October.
3.4.2 Other newly funded or enhanced services include housing related support services for people with HIV/AIDS which is a cross authority initiative with Salford. We have also boosted funding for Domestic Abuse services in Stockport.
3.4.3 Older people's services have also been prioritised. We have allocated funding for a handyperson's services, delivered in partnership between Age Concern and the Home Improvement Agency (HIA) - the Age Concern part of this commenced in October and is working actively with the HIA to ensure the use of a joint property health check, so that `whilst we are here'- additional jobs can be done to help older people, or people of any age with a disability, in their own home.
3.4.4 We have also commissioned a pilot floating support service for older people, starting in February 2009- this service will work in partnership with Extra Care & provide support and social networking opportunities to people who might otherwise be isolated or struggle to maintain their tenancies. A key aspect of this will be putting people in touch with each other (should they so choose) to help boost confidence & independence. This initiative was partly prompted by the interim findings of the North West Supported Housing Strategy which highlighted the need to redress the balance between accommodation based & floating support services for older people.
3.4.5 Housing Support Point is the new single point of access, commissioned by SP and launched in December 2008, which is now well established for short term services.
3.4.6 We are also engaged in cross authority initiatives to improve access to suitable housing for people leaving prison, in partnership with the Greater Manchester SP teams.
3.4.7 Finally, we have undertaken a transformation funding process delivering short term funding to help existing providers make immediate improvements to service delivery which can then be sustained with existing resources- this has so far included funding boosts for mediation work for young people, support to access private sector accommodation, domestic abuse intervention, additional mental health `recovery' work, pre-tenancy training and issues around `worklessness'.
4.0 What were the key factors that contributed to these successful outcomes?
Key factors include;
4.1 Clear identification of need & the development of business cases, with scrutiny from the Commissioning Body (CB) and Core Strategy Group (CSG)
4.2 Strong partnership working with specialist agencies, providers & SP partners
4.3 Robust financial planning (3 year financial settlement enabled our Stockport 3 year Medium Term Financial Plan)
4.4 Consultation with service users, providers & commissioners as part of the Strategy Refresh
4.5 Keeping a balanced market- a range of methods, from boosting small local provision, through to large scale tendering bringing in new expertise from elsewhere
4.6 Robust value for money & review mechanisms, enabling us to monitor, shape and improve existing services
4.7 Challenging social exclusion through the design of service specifications- for example to ensure that people with drug & alcohol needs are not arbitrarily excluded from floating support services
4.8 Quarterly provider forums to share good practice & boost communication
4.9 Strong SP team, which reached the finals of the Stockport Metropolitan Borough Council `Extra' Awards, and was `Commended' for its partnership work
4.10 Robust links with other SP teams through the Greater Manchester & North West Groups
5.0 What has not worked well?
5.1 Until we were aware of the three year settlement, uncertainty regarding funding made long term planning difficult. The three year settlement enabled us to draw up a robust three year plan & facilitated the major new developments outlined above.
5.2 Now we are well into the three year period, continued financial stability is in question due to changes in funding arrangements, so we are likely to be more cautious with future commissioning. For vulnerable groups, the sustainability of the service is a major issue so funding needs to be secure. Future certainty would enable us to continue with more new services as outlined previously.
6.0 What changes would we like to see.
6.1 In terms of changes at a local level, we would like to see Stockport SP retain & build on its local profile, extending its flexible approach to ensure continued work alongside the Local Area Agreement - we will also continue to build on the progress made over the last two years & ensure that we contribute to local targets through strong partnership work.
6.2 In terms of changes at a Government level, we would like to see a clear outline of how the transitional arrangements will work over the next year, for example in terms of grant conditions & how they will embrace any new flexibilities. We would also like local authorities to be encouraged to maintain the expertise of SP Commissioning Bodies, possibly extending their remit, to ensure that the commissioning of services for social excluded groups retains its strong focus
7.0 Summary
Like all SP teams, we feel that SP has made a vital contribution to services for vulnerable people.
7.1 Establishing minimum standards
7.2 Encouraging diversity & accessibility
7.3 Challenging social exclusion
7.4 Nurtured provider market with regular meetings, training and communications
7.5 Driven up standards
7.6 Collating information on local needs
7.7 Ensuring best use of resources (Value for Money)
7.8 Ensuring good communication & access (service directory)
7.9 Maintaining strong partnership with NHS Stockport & Probation
7.9 Improving the physical environment of SP services, & highlighting issues in relation to health & safety & safeguarding
7.10 Creative partnership work across traditional boundaries
7.11 Maintaining strong focus on prevention
7.12 Helping to shape the market in response to identified trends- (e.g.) towards more non accommodation based services for older people
7.13 Opportunity to deliver real outcomes aligned to LAA priorities
7.14 Effective mechanism to ensure providers are paid accurately, on time and have easy access to any queries regarding payment systems
7.15 Good practice commissioning based on clear understanding of local needs.
[1] DRAFT Delivering choice, opportunity and sustainability through housing supportA regional strategic framework for action: for consultation (North West England) p10 |