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Good Practice Example 1

Joint commissioning manager for mental health and accommodation in Westminster

The joint commissioning manager for mental health and accommodation post is jointly funded by the housing department of the City Council, Westminster PCT and was commissioned in 2001. The role encompasses the commissioning of mental health housing related support services and the positive interaction (policies, procedures and practice) between the mental health professionals (CMHTs, CRT, AOR, hospitals staff etc), Housing department and housing related support providers.

True partnership working is enabled by the joint funded nature of this post, which sits and is line managed through the housing section of the City council but also sits within a joint commissioning and service development mental health team with the city council and the PCT. The nature of this post has led to key achievements in improving the delivery of services, some of which include:

• The introduction of case conferences held by the joint commissioner has enabled service users who may have been deemed ‘unsuitable for general needs housing’ access to these resources with care and support packages.
• Open discussion of the possible risks and agreeing action plans gives more assurance to non-mental health workers that their concerns have been taken into account and planned for and that there will be assistance should there be any future issues.

A least every year accommodation based services are visited in order to canvass views of service users, monitor front line service delivery and the quality of the accommodation. The visits result in a report and action plan which is monitored at the quarterly meetings.

Housing guidance for Community Mental Health Teams (CMHT’s) sought to bring to life possible scenarios that might present themselves to the Care Co-ordinators and give advice on what they should consider and possible options in seeking a resolution. It also helps to ensure that service users are treated equally depending on the circumstances rather that based on the knowledge of their Care co-ordinator at that point in time. Working proactively is the most effective way in seeking to keep someone’s current accommodation, avoiding instability.

Information-sharing protocols between CMHTs/housing providers have been developed to ensure consistency and identification of the most appropriate accommodation. This also ensures that basic information as to who is involved in the rehousing of the service user into general needs accommodation is given.

A dedicated post means that an overview of the whole system can be obtained. Where no information is available, systems are adapted or put in place e.g. putting social services references on the housing database, so that housing reports can be linked to the social services systems, giving data which indicates support needs.

Good Practice Example 2

Look Ahead Housing & Care, Tower Hamlets, London

Look Ahead is a registered social landlord that provides support and care to vulnerable people including those at risk of losing their housing due to mental health problems. The Tower Hamlets project has a multi-disciplinary team that concentrates on early intervention and working closely with tenants and a range of professionals to provide an intensive mental health outreach care service to people living in their homes.

The team focuses on practical issues, such as ensuring that rent and bills are paid, as well as a range of other practical, social and life skills. The service makes it possible for people with enduring mental health problems to remain in their homes by effectively linking them up with a strong local social support network.
(Mental Health and Social Exclusion ODPM 2004)