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Page 1
Adult Social Care
Transformation TeamReview & Plan
Page 2
Achievements: TechnologyUpgrade of SWIFT to v25.2
Upgrade of reporting tool to Business Objects XI
Design, build and test of Adults Integrated System
Complete redesign of business processes for SDS
Complete redesign of financial processes
Complete redesign of management and performance reporting
Rollout of AIS and ESCR, including Safeguarding module, new processes and reporting
Rollout of basic IT skills testing and support
Page 3
What this means…SWIFT AIS on a stable, supported platform
Much-improved user interface to SWIFT
Full electronic files for the first time
Recording processes match SDS processes, forms and tools
Removal of the SS358 and numerous other forms
Simplified financial approval processes, fewer handoffs
Timely and useful management information direct from the system
Improved staff skills in recording and IT – prep for mobile working
All resulting in reduced duplication of recording across the board (in total!)
Page 4
The Year Ahead …Financial Assessment, Independent Sector Payments (automated invoice processing) and Block Contract modules of SWIFT AIS
Develop and pilot mobile working app for BlackBerry Playbook*
Upgrade to v27 – major improvements including useability, in-built RAS and finance processes
Business case for homecare electronic monitoring and scheduling system for in-house reablement – possible implementation
Tell Us Once
Look at citizen portal technologies
Page 5
Introducing the
BlackBerry®PlayBook™
Page 6
Uncompromised web browsing
True multitasking
High performance multimedia
Advanced security features
Out‐of‐the‐box enterprise support
Page 7
Achievements: Personalisation
• Rolled out SDS to all PC&S teams
• Co-designed and co-delivered comprehensive training programme on personalisation and Self-Directed Support
• Increased the overall number of personal budgets or direct payments April 2010 to March 2011 to 4,385 - 27% increase
• Independent brokers based with Advocacy Partners Speaking Up, Just Advocacy, Age UK, Stroke Association and Surrey Independent Living Council (SILC), as well as internal brokers in Social Care Teams
• Services to support personalisation, including Surrey Information Point, Support with Confidence and Surrey Independent Living Council’s Activity Finder, Care Finder, PA Finder and Timebank
Page 8
Achievements: Personalisation• Engagement events with private and voluntary sector providers,
borough and district councils and Surrey staff, to explore personalisation and its implications for the provider market
• Developed the Resource Allocation System (RAS) with links to budgets, and gained the confidence of managers with it as a workable tool*
• Right to Control developed and live in Epsom & Ewell and Reigate & Banstead
• Mental Health SDS development and pilot in Epsom & Ewell and Reigate & Banstead
• Framework for proportionate assessment developed and implemented• Supported the development of the ULOs and Hubs in Epsom and
Redhill
Page 9
The Year AheadSupport and embed the new care pathways with personal care and support
Develop brokerage including take-up, quality and a mixed economy of brokerage
Work with providers on more personalised and reabling services
Develop more ways for people to manage their budget
Review / recalibrate the RAS, taking into account the budget position
Complete engagement events and develop next steps for each area with PC&S, Commissioning and Service Delivery
Review & implement proportionate assessment solutions
Evaluate the hubs and agreed the way forward for other areas
Page 10
The Year AheadMove to providing fully costed support plans including notional costs for in-house services and block contracts
Continue to develop procedure and guidance documents and resources to support staff with implementation
Move people already getting services onto SDS, working with PC&S and Service Delivery
Agree the way forward for SDS in Mental Health – and implement
Embed Right to Control
Page 11
Adult Social CareResource Allocation System
Update
May 2011Transformation and Corporate Finance
Page 12
Purpose of the RASMake funding decisions fairer and more transparent
Rebalance the system, moving funds from younger adults to older people
Provide an upfront ‘indicative’ allocation of funding, so support planning can begin with a value
Allow support planning to be outcomes focused rather than services focused
Whole system designed to enable creativity, develop more informal support options and grow community capacity
Manage the budget and deliver savings identified in the MTFP
Page 13
Previous work July 2010Revised our Supported Self Assessment (SSA) and our Resource Allocation System (RAS) model
Used pilot data to calibrate the values (points to pounds table), using data on actual services received (OP) or the non-RAS (PLD and PSD)
Scaled up pilot data to compare against the MTFP budget
Applied a 25% reduction to PLD and to PSD – to make this affordable and create a contingency budget for overrides
Agreed to recalibrate when sufficient data, then six monthly
Agreed to move towards a generic RAS
Page 14
Actual Budgets - Numbers
Number of CasesOver IB Equals IB Under IB Total
OP 32 2 168 202PSD 7 1 36 44LD 10 1 24 35Total 49 4 228 281
Page 15
Actual Budgets - Value
Average Weekly VarianceOver IB Equals IB Under IB Total
£106.20 £0.00 -£152.54 -£110.04£371.48 £0.00 -£204.97 -£108.60£428.99 £0.00 -£280.17 -£69.55£209.98 £0.00 -£174.26 -£104.77
OPPSDLDTotal
Page 16
Conclusions• Whilst the distribution of OP cases has changed since the
pilot data – this is still currently affordable but needs to be closely monitored and managed
• The OP RAS appears to be affordable against the MTFP assumptions, with the potential to make a higher level of savings than currently assumed as more cases (both new and existing) follow the SDS process
• It is too soon to say for definite whether the PSD and LD RAS are affordable as the number of cases that could be included in this dataset is too small
• The distribution of PLD cases requires further investigation and this will be undertaken by the LD PVR supported by Transformation and Corporate Finance
Page 17
Current Objectives• Provide evidence that the majority of people can meet their
needs for the IWBs generated by the RAS• Increase staff and manager confidence in the RAS• Gather more data so that the PSD and LD RAS can be
analysed and recalibrated as necessary
Page 18
Recommendations
• Focus on reducing recording errors to increase the number of cases that can be used for recalibration
• Improve SSA consistency with staff and increase management oversight
• Increase managers’ confidence and awareness of the RAS, using the IB reports to track the number and value of overrides agreed
• Investigate the distribution of LD cases through the LD PVR