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Delivering a Quality Shared Lives ServiceThe Options
Sian Lockwood OBEChief Executive
Community Catalysts
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Current options for delivering a Shared LivesService
Funded and managed by the local authority (80%)
Funded by the local authority and tendered (10%)
Funded by the local authority and externalised to anorganisation established to run the Scheme (10%)
Funded and managed by a health trust (a handful)
Externalisation along with other local authority provision(under active consideration by a number of councils)
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Funded and managed by the local authority
Most common Schemes vary hugely in size Benefits: Local authority retains control of the
service; being part of the local authority (can)give status and credibility; staff security
Challenges: Scheme does not always sit
comfortably in the local authority structures;service is not always understood; Scheme andits staff can be marginalised
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Funded by the local authority and outsourced
Some long established examples (Avalon; ASA Lincs;SWAPS)
Schemes are better able to respond flexibly and quickly to
new priorities (fewer bureaucratic hurdles) Schemes can diversify and seek funding from a range of
sources for development
Schemes work to contracts which specify outcome and
output targets. Schemes have a better handle on their costs and are
therefore better able to control costs.
Theoretically......the devil is in the detail
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Tendered to another organisation
A familiar local authority approach to outsourcing
Can provide a smooth transition where the new host
organisation has the right experience and goodinfrastructure
Some positive examples of effective tendering
(Staffordshire).
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Tendered to another organisation: Potentialproviders
Specialist Shared Lives provider
Organisation with some experience in delivering Shared
Lives arrangements Established organisation (national or regional) with
ambition but little experience
Local organisation with good reputation but inexperienced
Charity or profit making?
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Tendered to another organisation: Somechallenges
Getting the tender design and selection process right
For existing Schemes: Keeping the Shared Lives Carers
and staff on board; TUPE Selecting the organisation: Possible conflict of interest
with other activities; insufficient experience; danger ofservice marginalisation.
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Tendered to another organisation: Case Study
Staffordshire
Involvement of Shared Lives Carers and staff in
tender design and selection process Limited market of organisations with necessary
expertise
Dilemma: Local organisation without necessary
expertise v distant organisation with goodexperience
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Funded by the local authority and outsourced to anespecially established organisation
Some highly successful examples (Shared Lives SouthWest; ASA Lincs; Avalon)
New organisation adds to market diversity and is
completely focused on Shared Lives Structure of the new organisation (not-for-profit or mutual)
can enhance carer and staff engagement andcommitment
Specialist Board can bring new skills that drivedevelopment
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Externalised to an especially establishedorganisation: A case study
Avalon Part of NYCC
Avalon established as not for profit company and then acharity
Funding used to expand the service across the county Letting go not a department of the local authority;
retaining surplus; investing in growth; diversification
Increase in size and turnover driving down unit cost
Outcome: After ten years: Turnover increased 20 fold(4m)
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Externalised to an especially establishedorganisation: Some challenges
For already established Schemes: Keeping Shared LivesCarers and staff on board; TUPE
Selecting the right structure
Appointing the right CEO Contracts
When (and how)to let go
A level playing field?
What happens if something goes wrong?
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For further information
Contact Sian Lockwood
mailto:[email protected]:[email protected]
