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The value of joined up working

Simon Hobbs and Alan Hatton-Yeo examine how  joined-up working can tackle some of the challenges presented by the UK’s ageing population

Challenging times necessitate innovative solutions and the pressure is on to get better outcomes from less resources. Yet most of the really challenging issues require systemic change to occur, they do not fall in the remit of any one organisation. So how can we gain traction to move forward?

Effective joined-up working is a crucial enabler to change and this requires new ways of thinking and new behaviours. The EU’s Year of Active Ageing 2012 encourages policymakers and stakeholders to define specific commitments related to active ageing and to take action to meet these goals.

To that end we’ve looked at three successful initiatives focused on active ageing that demonstrate the value of a more joined up approach, all of which are featured in the latest edition of New Start.

They are the Valuing Older People programme in Manchester, which was set up in 2003 to improve the quality of life of older residents; the South Staffordshire Rural Transport Partnership, which has brought local authorities and other partners together to look at the synergy between the health & wellbeing and transport issues in an area that has one of the most rapidly ageing populations in the UK; and the Age Unlimited pilot run by the Beth Johnson Foundation.

Here are the key lessons we can draw from their collective experience:

  • Show leadership and make the space for innovators – a crucial senior leadership role, both politically and managerially, is to articulate the need for change, to charge key people with delivery and to provide the legitimacy and remit for them to engage the right people. Build the capacity of those managers, staff and politicians who are reluctant to engage. Help them understand what’s in it for them and encourage them to think about outcomes in a different way
  • Support the change-makers – support and cherish your enthusiasts, this work can be tough and a bit scary. Encourage them to broker new relationships and deepen their understanding of the issues and the levers each agency has to help tackle the problem. Support change-makers within the community
  • Focus on outcomes, not process – too much emphasis has been placed on governance and process within partnership working. Commissioners have been often much more comfortable specifying contracts, assessing inputs and assessing value for money than really tackling the thorny problem of how to define the outcomes which are being sought
  • Spend time understanding the issues – don’t rush off with ready-made solutions. Data will be helpful but is not the whole story. Good practice may work in one context but not another. Invest the time to really understand what the issues are and the options to do something about it. Develop the evidence base and resist the temptation to push for immediate action
  • Seek new insights, consider opportunities for co-production – take time to ask people with a different perspective –people trying to navigate the system or dealing with the issues day to day in the community. Find out what frustrates them and what they really need. What kinds of action will work best on the ground?
  • Let the appropriate agency lead, but be inclusive – many organisations will naturally have the remit and the right skills to take the lead Sometimes they will try to do this on their own, but they may only have part of the toolbox needed. Joint working needs engagement with people and organisations who have the other skills and insight necessary. What works best if the community takes the lead?
  • Build relationships, confidence and trust –  senior sponsors within organisations should meet regularly to review progress. Success breeds success and develops confidence and trust. Work closely with service providers on the ground and community groups to develop a shared understanding
  • Learn about what works and what doesn’t – evaluation is often left to the last minute, if it is done at all. If you really want to know what difference you are making then design the evaluation as part of the original design and ensure partners are clear what data needs to be captured. Finally, take the time to see if your solution is working.
Simon Hobbs
Simon Hobbs is director of JoinedUpConsulting and is currently working as South Staffordshire rural transport co-ordinator. Alan Hatton-Yeo is chief executive of the Beth Johnson Foundation

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