Please visit the Join Us page to download an application pack.
At a time when ‘innovation’ is being seen as the key to successful adjustment to lower spending on public services it is timely that the Innovations Unit and the Health Foundation have looked at the issue of scaling good ideas. Their report is built on reviewing 10 case studies and then drawing from these eight key enablers whilst being clear there is not fixed formula for success.
In essence the report suggests that for an innovation to be successfully scaled it requires substantial third-party endorsement in the form of creating specific vehicles for scaling, using policy and financial levers, gaining full support from commissioners and critically the use of external funding.
This looks like a tall order in terms of where public services are now and if the report is correct it suggests that only a very few innovations will actually get the support they require to scale and become embedded.
The report makes a very telling point in that much of the focus by government is on those agencies that create the innovation in the first place rather than those that manage to adopt and scale it. The health and social care sector has never been short of good ideas but achieving wider traction even for innovations with proven impact has been a challenge. This report provides some useful insights in how this situation might be improved.
In children’s services, the importance of support for young people’s mental health and wellbeing was emphasised in three reports this month. The Youth Index 2017 highlighted that 45 per cent of young people did not believe in themselves when they were at school; a UCL study found that 20 per cent of children and young people experienced emotional problems; and an LGA report highlighted that 40 per cent of young carers reported feeling sad in the past week. The challenge is not just the scale of the problem but also the multi-disciplinary, multi-sectoral aspect of effective services and support. This is made real in two other reports this month, i.e. NFER’s school funding report which shows that schools face significant cost-increases, especially connected to staffing; and Action for Children’s report showing nearly 1,000 children’s centres have not been inspected for over five years.
‘Blueprints for the NHS moving forward.’ That’s how NHS England describes the Vanguard sites that aim to improve the care of millions across England. Through the New Care Models programme, complete redesign of whole health and care systems are being considered. This means, for instance, fewer trips to hospitals with cancer and dementia specialists holding clinics in local surgeries, having one point of call for family doctors, community nurses, social and mental health services, or access to blood tests, dialysis or even chemotherapy closer to home.
But how is this sizing up? Over the last two years we’ve evaluated seven NHS Vanguard projects across the range of models. As the programme moves into a new phase of trying to scale and replicate successes, have the Vanguards succeeded in demonstrating better ways of working? Here are our top five lessons from the Vanguards we’ve supported.
Read more on the SCIE website.
'What works' in ending rough sleeping
It seems slightly incredible that at the start of 2018 Crisis need to publish a report on ‘What works’ in ending rough sleeping. The report is highly detailed and addresses a wide range of different strategies that can be adopted and ends with a clear and detailed set of evidence-based recommendations. The trouble is that in the 1990s we knew what worked in reducing rough sleeping: the target set in 1990 was to reduce rough sleeping by two thirds by 2002. The target was reached, and for most of the 2000s rough sleeping remained low and fairly constant, before increasing dramatically from 2010 onwards.
A clear account of this successful process can be found in the Commons Library briefing on Rough Sleeping published this time last year.
Although there are many lessons that can be learnt from research into best practice, perhaps the biggest lesson is that back in 1990 the level of rough sleeping was a key concern of government, and that it is only when this issue rises up the top of the political agenda that it gets the attention and, more importantly, the funding it requires.
Children and young people's mental health
The Green Paper on children and young people’s mental health provision is right to take a multi-tiered approach, combining public and population-based mental health approaches with more targeted service improvements. A lot of our work is currently focused on supporting local authorities and their partners on finding ways to effectively address gaps in provision for looked after children with complex and escalating needs. This shortfall can often result in a range of knock-on effects such as high rates of placement breakdown, higher propensity to use out-of-area provision, higher social worker turnover – all of which have human and financial costs.
We have recently published a short report exploring some of the initiatives that are being developed and are working to expand this research to include a larger number of local authorities. If you would be interested in participating then please contact Yvette King, Head of Safeguarding on firstname.lastname@example.org.
On behalf of the Centre of expertise on child sexual abuse, Cordis Bright undertook this independent review of how child sexual abuse and exploitation (CSA/CSE) services were commissioned in five local areas in England. The review sought to clarify local approaches developed through local authorities, health and wellbeing boards, Offices of the Police and Crime Commissioners (OPCCs), NHS England and clinical commissioning groups (CCGs). It aimed to identify challenges, weaknesses and strengths in current local commissioning which might be of broader interest. Commissioners’ views were also sought on the support they were looking for, including how the Centre of expertise might help.
The research consisted of a rapid evidence review, followed by interviews with 30 commissioners, commissioning partners, service providers and local practitioner experts across five local areas.
Further information about the research can be found here. A copy of our published report can be downloaded below.
January's Cordis Briefing covered:
Extracts from the Briefing can be downloaded below. For further information about attending (via subscription) please contact Lucy Asquith on email@example.com.
It’s starting to look as if the additional funding for social care announced in the previous budget was its ‘moment in the sun’ and that events have now moved on to focus once again on the struggles of the NHS, which of course may be particularly acute come winter time. This is unfortunate as at least two of the items from this month’s Pulse speak to serious and, at the current time, unfunded cost pressures within the social care system.
The Competition and Markets Authority final report on the use of care homes identifies that older people are on occasion getting poor value for money and unfair contractual terms, and are subsidising state-funded residents through higher charges. It also finds that the system of residential care itself may be in financial trouble and indeed recent reports on the position of Four Seasons indicate that this is true for some providers.
The HMRC guidance on the Social Care Compliance System in relation to how social care employers may have historically underpaid workers during sleep-in shifts is an example where the government's approach could improve. As it stands, organisations are signing up to voluntarily calculate a six year liability on the basis of poorly structured and misinterpreted guidance, which, unless there is a significant shift on the part of the government, they will simply have to pay.
Elsewhere there is useful learning and guidance on the collaboration needed to deliver better and more effective integration of health and social care in the form of reports from The Health Foundation and new guidance from SCIE on how organisations can measure progress towards better integration.
Through a new cross-sector collaboration, Cordis Bright has been awarded a place on a government framework for Management Consultancy (RM3745) that gives UK public sector organisations direct access to in-depth expertise and support across Health and Community services. This includes:
Cordis Bright is part of a consortium that brings together organisations that provide a breadth of core consulting and management skills, paired with extensive sector knowledge and multidisciplinary expertise that comes from many years of on-the-ground experience.
The consortium partners are PPL (lead partner), ASE, COBIC, Collaborate, Innovation Unit, LaingBuisson, Mansfield Advisors, National Voices, NA Wilson Associates, OPM Group, SSAT, the Social Care Institute for Excellence (SCIE) and Social Finance. Combined teams are already working in partnership with local areas to improve and evaluate outcomes for individuals and communities throughout the UK.
The Crown Commercial Service RM3745 Management Consultancy Framework replaces Consultancy One and is valid until 2021, providing a “compliant, cost effective way for central government and the wider public sector to access a variety of consultancy advice from a wide range of suppliers”. Customers can now access our resources and support via PPL’s (our lead partner) listing in Lot 5.
The CCS has set up these frameworks to be used by any UK public sector body including:
For further information, please contact Colin Horswell, Managing Director on firstname.lastname@example.org.
Recent NHS monthly statistics show a very welcome reduction in overall rates of DToC. We have been unpicking the numbers a little and found a couple of interesting issues. Firstly, social care’s critical role in reducing DToC may be declining and secondly there are signs that the recent reductions in DToC may be difficult to maintain.
This Year 2 evaluation report looks more specifically at what outcomes had been achieved over the year and, in particular, the extent to which the BFL approach represents value for money.
The evaluation builds on the in-depth interviews with service users carried out by peer researchers in the first year, which highlighted a range of positive outcomes for beneficiaries. In this evaluation we set out to explore in more detail how and why the navigator service model works and what benefits it has for individuals and the wider system.
Further information about Blackpool Fulfilling Lives is available here.
The Cordis Briefing is a subscription service for independent sector providers of adult social care and supported housing.Learn more
An in-depth look at some of Cordis Bright's work: delayed transfers of care.Learn more
The Cordis Pulse is our monthly digest of policy, practice and research developments.Learn more