The development of a transitions service offered by Hammersmith & Fulham Council demonstrates the good practice set out in several key domains of this outcomes and improvement framework. It particularly shows that good governance, leadership and management have led to more efficient and effective structures, systems and business processes. These enable a better understanding of demand and use of prevention and early intervention approaches, in the context of young people’s transition from children to adult services, and also supports implementation of the care and support system model.
A service review created the opportunity to hear the views of young people coming through transitions, and their parents. It heard about the way in which they prepared, guided and supported through transition from children to adult services. They were outspoken and clear in their critique: pointing to the services as being un-coordinated and providing too little, too late. Efficiency and effectiveness were compromised by an over complex pathway involving unnecessary transfers of responsibility and missed opportunities to promote independence earlier in adulthood.
A member-led task force working co-productively with families was established to consider how the council could improve the experience for young disabled people through transition. By considering what parents and professionals thought a good transition experience would be, it formulated proposals for a new service model – a ‘Preparing for Adulthood’ team that aims to:
- Ensure that every young person, without exception, would have a transition plan
- Improve transparency and engagement with young people and families throughout the transition process
- Monitor the implementation action plan, together with individual reviews, to continually test the service methodology
- Performance measurement seen as fundamental to developing the service
- Improve the cost effectives of previous arrangements
- Empower professionals to do their jobs effectively and efficiently.
- Improve the housing pipeline so young disabled adults had suitable housing available when they needed it.
The new service has generated better outcomes through improved ways of working, structures and processes and creating opportunities to address cost pressures through use of different service models, including housing-based options, and improving joint working. Better and earlier planning for individuals has realised cost savings as well as delivering better outcomes for people with a learning disability.