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Adult Services

Annual Report 2009-10

& Strategic Delivery Plan

2010/2011

V4.2

City and County of Swansea

FOREWORD

Signature of Cabinet Member Cllr Nick Tregoning

Signature of Corporate Director (Social Services) ……………………………………….Chris Maggs

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INTRODUCTION

This overview report sets out the Strategic, Business and Operational (customer facing) priorities for the coming year. This is the first annual report and strategic delivery plan for Adult Services produced under the requirements of the new Annual Council Reporting Framework (referred to as ‘ACRF’). This overview report brings together learning from the various ACRF findings, which involved undertaking activities with key stakeholders to analyse our current effectiveness and to challenge our perceptions by building a deeper level of engagement. Lead Officers have also contributed to the process by commenting on effectiveness and areas for improvement. However end of year performance results were not available at the time of writing the grids and most importantly it should be noted that service users and carers have not been directly involved in the challenge process during this first year.

Overall the report can evidence that effective arrangements are in place. Adult Services has achieved its key performance targets, completing milestones and actions set out within Swansea’s outcome agreement and received positive user and carer feedback. During this year our Residential and Day Services for Older People achieved the Customer Service Excellence Award and we were pleased to receive a positive inspection report on the arrangements for Adult Protection in Swansea. We can acknowledge there is some variation across specialist service areas. Adult Services will need to focus more directly on supporting individuals to achieve agreed outcomes, and take a more strategic approach to meet the increasing demands on all areas of Adult Social Services and the associated financial challenges - we have a transformation programme that is setting out to address these issues

The Plan highlights significant areas of progress during the last twelve months and sets out the strategy for the transformation of Adult Services. We are committed to getting back to the core values of social work and social care and firmly believe that ‘to get people to do a good job - we need to give them a good job to do’. We will reduce bureaucracy and increase the time available to develop meaningful relationships with our customers, our staff and our stakeholders. We understand that our current model of service is not sustainable and that it is only by working collaboratively with citizens, staff and stakeholders that we will be able to develop more sustainable models of care and support for the future. We have hosted a number of large events to share our vision of what Adult Social Services in Swansea will look like in the future. We have further events arranged for Swansea citizens to help us to understand their expectations and to shape their hopes and aspirations for the future and we are developing a framework to engage more meaningfully with people who use our services and their carers. We will build on our experience from this year to ensure that the voice of Swansea Citizens is central to next years report.

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Signature of Head of Service Deborah Driffield

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PLAN STRUCTURE

This overview report sets out the Strategic, Business and Operational (customer facing) priorities for the coming year.

• Our strategic priorities for Adult Services This sets out the strategic vision, overall aim and core purpose for Adult Services and describes the current context within which Adult Services operate More detail about the main areas of transformation:

Redesigning our assessment and care management processes (operating model) Reshaping and remodeling our services Refocusing on communities Developing our workforce Establishing the building blocks for change

• Our Business priorities in 2010-11

This section of the Plan identifies the priorities for business development. • Our Operational Priorities for action within 2010-11

This section of the Plan identifies the priorities for service development across the key domains. This will include: Key Improvement Actions and intended outcomes setting out how we will achieve our key improvement priorities and intended outcomes

• Detailed action plan

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OUR STRATEGIC PRIORITIES FOR ADULT SERVICES

The four key aims of Adult Social Services are to: Promote social inclusion and independence

Support people at times of difficulty, vulnerability and illness

Protect people from harm, abuse or neglect

Act as a corporate champion in local government for the most vulnerable and at risk groups

Within Adult Social Services in Swansea we have embarked on a transformation agenda that will radically change the way we conduct our business. Our Vision for Adult Social Services within Swansea is to: Create meaningful and fulfilled lives for all, through supportive relationships within sustainable communities We will do this by providing, arranging or facilitating support for people at the optimum level of intervention, at the right time, in the right way, in the right place, helping people to build on their strengths and to develop, implement and sustain plans that maintain their independence and achieve their agreed outcomes. The vision is intended to achieve the five strategic outcomes agreed for Adult Social Services, which are to support people with social care needs to achieve: Health Well-being Social Inclusion Independence Personal Responsibility

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The key principles which will inform how we approach this are: Flexibility Sustainability Equality Collaboration Proportionality localisation

These are based upon the following values: Services will exist to create opportunities for achieving positive outcomes within a learning organisation Services will deliver the right support, at the right time Services will concentrate on people’ strengths, not just their needs Services will support people at a level that enables not disables Support is risk enabling and more flexible Service will take a collaborative approach, that involves and engages people, promoting their human rights, privacy and

dignity in whatever activities we do Supporting individuals and communities to use whatever resources are available, such as informal partnerships and

networks We have identified three pillars that form a framework for the Adult Service transformation agenda: Reshaping and remodeling services; both internally and externally to become more personalised and relationship centered. Services will be flexible, innovative, effective and better value for money. They will be outcome focused and the emphasis will be on what service users can contribute as well as what they need. Redesigning our operating model (Assessment and Care Management process) to one of assisted self assessment and support planning, where a resource allocation system and indicative budget are the vehicles that will give service users and carers more choice and control and where the emphasis is on outcomes and achievements and not needs and requirements. Refocusing on communities, to ensure that we are linking citizens into local resources and networks, forming strong links with other community organisations and introducing a local area coordination approach to lower level intervention. We will

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work with key stakeholders to develop mutual support systems and will test out a number of concepts around time banking, cooperatives and mutual societies. We will also have to focus on: Building blocks for change, to enhance our organisational capacity to support and sustain an ambitious programme of change. Developing our workforce, to ensure that staff are valued and are supported to deliver their best; to have an appropriately skilled workforce to support transformation within Adult Services. In delivering this vision, we are working to achieve the strategic priorities informed by Fulfilled Lives, Supportive Communities - A Strategy for Social Services in Wales over the Next Decade (Feb. 2007).

Our thinking has been influenced by a number of key drivers for change, which require us to build sustainability principles into everything that we do:

Demographic changes Limited public finance The changing expectations of people who need support.

We have produced a series of reports that set out our intentions for each service area: Draft Swansea Learning Disability Commissioning Framework Learning Disability Accommodation Framework Reshaping Mental Health Services in Swansea Swansea’s Health, Social Care and Wellbeing Strategy 2008-11 Commissioning Framework for Adults with a Physical Disability/ Sensory Impairment Learning Disability Implementation Framework Adult Services Outcomes Framework Older Peoples Development Statement Draft Swansea Carers Commissioning Plan

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The next phase of the Transformation agenda will be project managed through a joint strategic programme board due to commence in October 2010. The initial phase of the process has focused on creating a climate for change amongst staff within Adult Services and key stakeholders and raising awareness across the whole organisation. This has been managed via a pre project planning group which has been in place since September 2009. Supporting the Citizens of Swansea to lead fulfilled lives is not the responsibility of any one organisation. We will need to ensure that we take a more collaborative approach to how we provide services in the future. We will through the strategic project board ensure that our corporate colleagues are familiar with the transformation agenda and the roles that they can increasingly play especially in relation to the ‘refocusing on communities’ pillar. To ensure we are developing a sustainable model for Adult Services we will combine this work with a number of other strategic developments, this includes the transformation of older peoples’ project, the review of how directly provided services are managed across Adult Services, the reshaping of local health services regional collaboration initiatives.

This next section provides more detail about four developments providing the springboard for the Adult Transformation

programme

1. Transforming Services (TOPS)

2. Reviewing how we provide services

3. Reshaping of local Health Services

4. Regional collaboration initiatives

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1. Transforming Older Peoples Services (TOPS) The importance of providing high quality and cost effective support to older and disabled people has been a corporate priority for a number of years. The TOPS programme has been re established as a Strategic Programme to take this forward through the establishment of 9 work streams. Each of the work streams is led by a designated Principal Officer, and the programme of work is managed by a Project Board, chaired by the Head of Service. The work streams were selected to address the original priorities of the Older People’s Project along with further development work to address more recent policy guidance and emerging issues within health and social care, including the ‘personalisation’ agenda. The work streams are: Intermediate care (hospital admission and discharge) - working closely with health services to develop a flexible and

responsive intermediate care service. Older people’s mental health – progressing service developments for people with dementia and functional mental

health problems, including anxiety and depression. Day opportunities – making the best use of current building based services and expanding the provision of low

cost/no cost social support for older people. Locality planning – working closely with health and other agencies to maximise both benefits and efficiencies on a

locality basis. There may be some synergy with the ‘Total Place’ initiative within local government. SSIA ‘All Together Now’ Project - development work with the Social Services Improvement Agency exploring

assessment and care management across the purchaser-provider ‘divide’. Reablement Assessment Service – remodeling of in-house homecare services to a short term assessment service,

which will maximise independence and ensure that long term homecare service provision is as efficient as possible. Review of Respite Care – remodeling of the existing ‘one size fits all’ service into a tiered model of respite care

services tailored to the needs and preferences of a wider range of people.

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Care at Home – improving the quality and cost effectiveness of long term home care and related community services (e.g. meals service). This includes important changes to commissioning arrangements, e.g. single rate and a move towards replacing the rigid time/task approach with more flexible outcome focused support.

Older People’s Accommodation Framework – exploring a range of accommodation issues, including preventative

support and different approaches to providing accommodation with support (e.g. extra care).

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2. Reviewing how we provide services There has been increasing pressure on budgets in general but more specifically within older people’s services; with Domiciliary Care, Home Care, Residential Care and the Joint Equipment Service all over spending in 2009/2010. The increasingly difficult and challenging budget position now and in the next few years requires the Department to consider radical options and changes to the way services are currently delivered to ensure support to vulnerable adults in the future is economically sustainable. The increasing costs associated with providing building based services, alongside accommodation pressures for staff and users of services, requires a review of the need and use of current assets. We will need to consider if services can be delivered using fewer buildings and transport. There is an expectation that partnerships will be formed both with health and local authority regions. This will impact on workforce planning, models of care and budget arrangements. What we need to do next? Consider which, if any, route should be taken to seek alternative models of delivery for Adult Social Care Services. Discuss and agree expected timescales and priorities. Ensure appropriate resources identified to support any major change. Set up as a Strategic Project to align all strategic developments within Adult Services. Ensure that ongoing work around a Commissioning Statement informs any ‘new service delivery models’.

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3. Reshaping of local health services It will be crucial that the transformation of Adult Service agenda takes into consideration the ‘Primary & Community Services Strategic Delivery Programme - ‘Setting the Direction’, (Dr Chris Jones and colleagues) where the following priorities were identified. citizens to develop confidence in their ability to manage their own health through improved information, knowledge

and self care; close alignment of health and social care in a system that delivers preventative, pre-emptive, reactive and rehabilitative

care focused around the needs of the individual; the principles of public health to be firmly embedded in service planning and design; the development of services that are characterised by excellence in communication, information, integration and

organisation, and available24 hours a day; systems and processes that guide people through services, where individual elements of care are joined-up and easily

navigated; sharing high quality information appropriately to inform decision-making; effectively managed interface between in-hours and out-of-hours services so that governance and accountability for

care is clearly defined and understood. This must include 24 hour access to scheduling services; strong clinical leadership at locality level supporting local engagement and understanding; flexible working across professions and organisations to ensure that skills are utilised to maximum effect and that

services meet the need of the citizen. The report highlighted the importance of partnership working stating that: ‘this is not just an agenda for the NHS in Wales. Success will be dependent upon the contribution of Local Authorities, Voluntary Sector Partners and Independent Sector all working together to deliver safe, sustainable and affordable services for the citizen.’ There is a need to work together with Health to improve the coherence of planning, management and governance arrangements across the Health and Social Care systems. We will develop shared solutions so that Health and Social Care agencies are not trying to tackle too many unrelated targets which can cause tensions within and between organizations. We will address the following issues collaboratively by exploring how we can integrate our services and systems to ensure that there are better outcomes for service users

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Budget arrangements that focus organisations on their own internal needs rather than dealing with the problems of the

populations they serve; The creation of care pathways that tend to be fragmented and medically orientated based around single diseases. This

results in little focus on the whole patient journey, and does not recognise social care needs are primarily determined by function, not by disease;

Organising community support for patients at home as this has become so complicated that it is often easier to admit to hospital to ensure that comprehensive assessments are undertaken.

the absence of shared leadership by front line professionals in all agencies; The independent and voluntary sectors often have to act as intermediaries and ‘back stop’ for services across the care

spectrum, especially end of life management, but, in some cases, they lack adequate professional and financial resources;

Organisations and professionals are often reluctant to share information and poor communication between organisations is clearly evident;

Unhelpful boundaries that exist between organisations and professional groups. There have been limited attempts to instigate common joint workforce planning across health and social care;

There is an absence of agreed population bases on which to effectively organise services or effectively engage with service users and citizens;

The financial and budgetary systems do not easily facilitate joint-working across sectors.

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4. Regional collaboration initiatives Some work has commenced around regional collaborations that includes the Coastal project, the Learning Disabilities Commissioning project, the joint equipment store, community alarms and delayed transfers of care. Recent discussions have considered the development of social enterprises, personalisation and adult safeguarding as areas that would lend themselves to collaborative approaches. However as we face unprecedented financial pressure we may be required to look for more radical forms of collaboration. A key challenge for us will be to address the strategic priorities and internal business processes already identified whilst maintaining and improving the quality of what we currently do including; involving users and carers, improving access to services, to standardize assessment, care management and review, and continue to provide safeguarding for adults.

STRATEGIC OUTCOMES

BUSINESS OUTCOMES

OPERATIONAL OUTCOMES

INDIVIDUAL OUTCOMES

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CURRENT CONTEXT

The Plan is located within a framework of national and local policies, priorities and plans (Diagram 1).

This includes the Corporate Improvement Plan, the Health Social Care and Well-Being Strategy and the Safer Swansea Strategy. All of these strategies have the ability to impact on the Council’s ambition to provide a coordinated response to delivering services to children and families. It is therefore essential that these strategies outline their specific contribution toward the successful implementation of the Adult Services Strategic Plan.

FULFILLED LIVES SUPPORTIVE COMMUNITIES

COMMISSIONING POLICY COMMISSIONING

HSCWB PLAN

COMMUNITY PLAN

SAFER SWANSEA

CORPORATE PLAN

SOCIAL SERVICES ANNUAL REPORTS

LOCAL SERVICE BOARD

OUTCOMES AGREEMENTS

ADULT SERVICES PLAN

BUSINESS PLANS

PERFORMANCE MANAGEMENT

Diagram 1

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Swansea has a population of 229,100 (2008) an increase of 1,000 from 2007. The rate of increase in the population, 0.4

percent, is slightly below that of the all Wales population which rose by 0.5 per cent. This is the seventh successive annual

increase in population for Swansea since 2001, with an average annual increase of 800 persons. The City and County of

Swansea has the third highest population of the 22 Welsh unitary authorities. The authority comprises 8 per cent of the total

population of Wales and is four times more densely populated than Wales as a whole.

Ten per cent of the most deprived areas in Wales are located in the City and County of Swansea and only Cardiff and Rhondda

Cynon Taff have a higher number of deprived. The rate of unemployment in Swansea, 9 per cent, is just above the Welsh

average. The percentage of the population reporting as having a long-term illness, 25 per cent, is also slightly higher than the

Welsh average of 23 per cent.

The CSSIW report on Adult Protection published in December 2009 provided an overview of the effectiveness of safeguarding

arrangements within the City and County of Swansea.

The Inspectorate concluded that, ‘Current adult protection processes provide a very effective response for vulnerable adults ‘,

also ‘the response is supported and strengthened by a well established, knowledgeable adult protection team which has the

necessary expertise to deliver a sound , professional response to adult protection’.

There were a number of recommendations in the report which have been incorporated into an action plan to further improve

and develop Adult Protection in Swansea. It was acknowledged that Swansea has historically given a strong priority to adult

protection, and there is good partnership working to ensure appropriate actions are undertaken to safeguard individuals.

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Social Services have met targets and achieved milestones within the key actions set out in the Improvement agreements.

A journey of improvement can be clearly evidenced in the following areas:

- Redesigning Respite Care Services for Older People

- Establishing an assessment and Re-ablement service (Domiciliary Care)

- Implementing a new model of Day Opportunities

Within the key performance measures, progress in reducing rate of delayed transfers of has been maintained with results

down from 4.95 in 2008-09, to 2.97 in 2009-10. Fewer people are being delayed due to social care reasons in Swansea due to

the changes introduced in Home Care assessment service and the development of local intermediate care services.

More people over 65 were supported in the community – a rate of 82.96 (82.07 in 2008-09). Also we maintained levels of

community based support to clients aged 18-64 at a rate of 96.3 (96.37 in 2008-09).

Also on a positive note Residential and Day Care Services for Older People were successful in achieving the Customer Service

Excellence award at the first attempt.

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OUR BUSINESS PRIORITIES FOR ADULT SERVICES IN 2010-11

We have a number of business priorities to enhance our organisational capacity to support and sustain an ambitious programme of change. We will need to review and restructure how we carry out a number of functions to allow us to implement our transformation agenda this will include (but is not exhaustive): Performance management Commissioning Business support ICT Workforce

1. DEVELOPING A PERFORMANCE FRAMEWORK Swansea has made significant progress in the development of a performance management framework, particularly in Child & Family Services. Work on developing a Performance Management framework within Adult Services will take place in mid 2010. There is a developing interest among management, elected members and partners in performance results, with information reports now being provided more systematically. Managers contribute to the building of commentary within performance reporting, providing explanation and indicating proposed action e.g. monthly reports to the Performance & Financial Monitoring meeting (P&FM). Swansea has a Corporate Improvement Plan which clearly sets out the corporate aims and priorities, which in turn inform service level plans across the whole of Adult Services; these are then interpreted into specific service unit business plans, which are now linked to the budget planning cycle. Head of Service priorities for improvements resulting from the ACRF will also inform the business planning cycle. However with the introduction of the Local Government Measure, Swansea will have to consider the arrangements for Service Business Plans to align with the ACRF. Corporate Improvement Agreements also set targets for performance and a Corporate Risk Register supports Corporate Management Tea, in managing strategic risks and issues on a monthly basis.

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We have agreed with managers the ‘reporting spine’ which provides regular management information on key business activities, e.g. referrals, assessments and reviews. This specification provides detail on agreed definitions, rules and data sources to be used within reports. Managers are driving system improvements in PARIS to support development activities e.g. revival of the implementation of PARIS care planning module, Unified Assessment Process revision and through the personalisation agenda. We are developing a reporting calendar which will include timescales for data validation and report sign off to ensure that we accurately report against national and local performance measures. The calendar will ensure effective dissemination processes by setting out the dates on which managers at all levels can expect to receive performance reports. We will review our current monthly gazetteer of key performance metrics (Quantum) to ensure that it is user friendly and fits with the reporting calendar. Quarterly and monthly corporate reporting is to be built into our use of Ffynnon. We need to develop relevant monthly financial reports for frontline managers. Hitherto, developments have focused on reporting historic information whereas future activity will be address improving outcomes for service users by combining performance and qualitative information. We are working with the Partnership Support Unit and Social Services Improvement Agency to develop our use of results based accountability to improve outcomes for service users in Swansea. We aim to use information about best practice to improve services and outcomes for service users e.g. improvement pilot projects in Mumbles. We regularly seek opportunities to learn from others about how to effectively manage our performance and improve services. We are developing systems which use performance information to develop and monitor our performance against quality standards through use of national frameworks e.g. Customer Excellence Award, Wales Quality Award, Investors in People. Integral to the Transformation of Adult Services is the need to have robust performance information. We will need to realign our back office processes to ensure that the performance information, finance, and IT systems are working together to support the front line business. We have set up an Adult Performance subgroup to consider proposals for reporting and the routines for validation/sign off. We will structure monthly reporting around the domains relating to Adult Services within the ACRF, using key performance information and some population analysis. The report will incorporate budget information, complaints, human resources data and service provision data to present a more holistic and qualitative approach to performance. We will develop report card style templates based on the results (outcomes) based accountability model and will have a draft template to circulate by July 2010.

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Monthly performance reporting will be circulated to the Adult Principal Officer (Adult PO) group to be cascaded down to all teams, emphasising that managing and improving performance is everyone’s responsibility. We will align the dates of Adult Performance sub group to the performance calendar; from there they will be formally signed off by Adult PO group and made available to the Directorate Management Team and O/S board. We will develop further the skills to improve our analysis of data to understand impact on service users and to improve service outcome We need to align business planning with the ACRF and Local Government Measure to drive improvement in Social Services Reporting of key financial information requires to be developed in routine performance reports and meetings Target-setting needs to reflect capacity, resources and partnership working. 2. DEVELOPING SMARTER APPROACH TO COMMISSIONING We will develop our knowledge and expertise around commissioning and apply the Welsh Assembly’s forthcoming Commissioning guidance for Social Services. Our commissioning plans will be based on accurate information about current and future levels of need, our guiding principles on how we will support those needs working alongside our health partners, and an outline of our intentions for future service delivery models and a clear demonstration of how we plan to finance them There will be clear timescales and accountabilities linked to all action plans. We will include independent sector providers, service users and carer representatives and our health colleagues when developing the next phase of our commissioning plans. We will review our current service provision and map local resources across the four main tiers of universal, prevention, re-ablement and long term service provision, ensuring that a proportionate approach is taken to all stages of the Assessment and Care Management process. By placing a greater emphasis on holistic support, utilising the full range of corporate and community resources, evidence would suggest that the demand on expensive services (e.g. care home, homecare and day centres) can be reduced.

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We will be clear about the roles and responsibilities of the various sections within ASS in relation to producing and implementing commissioning plans. 3. BUSINESS SUPPORT We will review our ‘back office’ functions to ensure that they play an integral part in the transformation agenda. We will develop and implement more robust financial management arrangements to ensure that our services are sustainable and provide best value for money. We will do this by creating budget plans for every service area which will be monitored through our monthly performance and financial monitoring meetings. We need to increase the automation of our financial systems to improve the speed of carrying out financial assessments and payments; and improve our ability to deliver reports on our financial commitments and projected expenditure. The major challenge for us will be to balance the demands of this challenging transformation agenda alongside maintaining and improving the quality and effectiveness of what we currently do already. 4. DEVELOPING OUR ICT SYSTEMS We will need to review how our Information, Communications and Technology (ICT) systems can support our strategic priorities especially in relation to Citizen Directed Support and the Reshaping Health agenda. When the current system was implemented a project plan was only developed for the first phase of the ACM process, we now need to consider how to progress this to the next phase to enable us to record care planning and support, provision of services and the financial modules, whilst taking into account the requirements of the personalisation agenda. We will develop a project plan for this in July 2010. Further work is underway to explore how we can interface with health and other key stakeholders and how we plan to communicate with communities in the future. 5. WORKFORCE The Social Services agenda for workforce development is still focused principally on staff employed directly by social services. There is a desire to try to widen the scope of workforce development to the whole sector more effectively. A Workforce Partnership Steering Group has been established, bringing together a range of stakeholders including providers of services,

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training and development, with a view to generating better communication about training needs and opportunities, and encouraging more people to think of social care as a career choice. Our information systems are cumbersome, and it can be time consuming to generate information for required reports to the CSSIW (Care and Social Services Inspectorate Wales), Wales Assembly Government, Care Council for Wales etc. detailing information about numbers of staff, qualifications held, compliance with qualifications requirements etc. Discussions have been taking place between Social Services, Human Resources and the Corporate ISIS team about the development of our information systems to improve the accuracy, efficiency and timeliness of the reporting of information about our establishment, and how information about the qualifications of staff can be captured better. The training and staff development service including planned delivery of courses has been maintained despite vacancies and sickness. The staffing difficulties have largely been resolved with some appointments being made at the end of 2009 which should provide a platform for strengthening the staff development service. The revenue budget for Staff Development and Training has been reduced by £100k this year. This has meant that less emphasis has been given to the professional development of more experienced staff, other management related or related competency training, and post entry qualification training. Our induction of staff is generally good within the services. Although there are induction events for staff, it is recognised that these could be more focused, relevant and engaging for staff, and that this is an area for future improvement. Work has taken place to improve knowledge about the independent sector, and to improve actions to support the contracted services in the independent sector. There was a concerted effort to get responses about the independent sector workforce, with a 75% response rate to the questionnaire compared to figures in the low 20’s in previous years, covering 3033 staff in the sector. The Social Care Workforce Development (SCWD) Partnership Steering Group has been launched with an inaugural meeting in February 2010. There is a lack of consistency in the way that service plans address workforce requirements There is a good and effective training programme on the Protection of Vulnerable Adults covering Local Authority aimed at wider care sector staff but it will be important to review whether it can be delivered in a more economical and flexible way in response to comments from provider organizations. The application of corporate directives around the freezing of posts, except ‘frontline’ posts, may have an impact on how we deliver staff training and development.

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There has been a lack of adequate Care Council accredited programmes available through the local university, there are ongoing dangers that if the Care Council introduces its proposals for a structured Career Pathway for social workers, there will not be any recognised Higher Educational Institute courses available in Swansea. OUR OUTCOME IS TO ENSURE THAT STAFF ARE VALUED AND ARE SUPPORTED TO DELIVER THEIR BEST; TO HAVE AN APPROPRIATELY SKILLED WORKFORCE TO SUPPORT TRANSFORMATION WITHIN ADULT SERVICES We are aiming to achieve a better alignment between the Social Care Workforce Development Plan (SCWDP), business plans and other strategic plans, business plans need to contain more detailed information about workforce needs and implications. This will result in improved planning and delivery of measures and activities for social care recruitment, training and retention. Exit surveys need to be carried out more consistently and findings should be reported to the Strategic Workforce Group, this will lead to a better understanding of reasons for staff leaving the local authority’s employment, and consequent improvements to methods of supporting staff leading to reduced turnover. Work needs to continue to update staff records to improve our knowledge about qualifications and training needs. We need to review the best way of capturing this information; whether it will be possible to do this through the Corporate ISIS system or whether through a dedicated information management solution. Accurate recording of full employee records will lead to better informed workforce planning, more focused and better prioritisation of training and staff development programmes leading to a workforce who meet regulatory requirements and are better prepared to support service users. Increased work to promote social care as a positive career option in schools and colleges needs to be developed alongside work with Job Centre Plus and Remploy to increase their knowledge about career pathways in social care to enable them to promote recruitment into social care sector employment. This should improve understanding amongst employment agencies and potential recruits of the wide variety of job choices available in social work and social care with a view to promoting social care as a positive career option. We need to improve ways of increasing access to training and development opportunities for staff working with contracted providers, as increased access to training and development and qualification opportunities across the whole social care sector in Swansea will lead to a better skilled social care workforce.

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We need to develop and implement an action plan based on the recommendations of the Investors in People (IIP) Review produced in February 2008; aim to achieve a re-accreditation as an Investor in People by mid 2011. Corporate Management Team is considering whether IIP accreditation can be maintained due to the expense involved. The transformation/personalisation of Adult Services agenda will require us to re-look at the current roles and responsibilities across the services as a whole; we will also need to consider the needs of the third sector in this agenda. All of this will create demands on the workforce training and development section and new more collaborative ways of approaching workforce development will need to be explored Where we want to get to: Our priorities for 2010/2011 • Managers have access to up to date, accurate

information on the workforce • Better alignment between workforce,

business and strategic planning • Improved access to training and development • Workforce with right skills to support

performalisation agenda

• To ensure that staff records are accurate and

complete

• To develop regular reports containing

information on workforce

• Monitor implementation of SCWDP

• Review skills, roles and responsibilities of

staff to support requirements of

transformation within Adult Services

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OUR OPERATIONAL (CUSTOMER FACING) PRIORITIES IN 2010-11 - WITH INTENDED OUTCOMES AND IMPROVEMENT ACTIONS

We are using the key customer facing domain headings to set out our key improvements actions but acknowledging that many of these will cut across the strategic priorities.

1. ACCESS TO SERVICES

OUR OUTCOME IS TO ENSURE FAIR AND EFFECTIVE ACCESS TO SERVICES THAT IMPROVE HEALTH, SOCIAL CARE AND WELL BEING

Our Intake arrangements are generally well developed and working well but there is further scope to establish links with local community resources and to enhance the role of the Intake team to that of ‘navigators’ that would see them supporting and linking people into lower level services and resources thus freeing up the time of the Assessment & Care Management staff for more in depth support planning roles. We are in the early stages of exploring how we can use the internet as a means of accessing Adult Services this will be explored within the ICT work stream of the transformation project. Whilst we have developed a Service Level Agreement with the corporate call centre it is worth exploring the customer experience here. We were recently involved with CSSIW in a review of eligibility criteria and are awaiting their findings, we have been looking at the findings of the review of eligibility in England and how we could implement lessons learned here. Issues have been raised in relation to some service users falling between service areas and this requires careful monitoring. We will improve people’s experience of accessing support from us. We will do this by tracking client journeys from first point of contact to delivery of service/support. We will identify delays within the client journey, review and amend the business process and establish clear timescales. We will take a systems approach to this work to ensure that the focus remains firmly on the needs of the service user. We will produce an action plan to address any areas for improvement identified by the CSSIW.

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We will develop the role of the Intake team as part of the wider transformation project, this work will form part of the workforce development work stream due to commence September 2010 We are providing up to date information to the public, and make available a range of appropriate information leaflets – aimed at meeting both general and specific needs. We can provide information to meet individual needs on request; this is achieved by producing a range of process/ service specific fact sheets which are accessible to both staff and service users. Service users and members of the public are able to access information in the language of their choice and in a range of formats on request. Overall the range of public information we provide is focused on helping people to understand their entitlements and to find the right place to get the help they need. We have developed robust arrangements for distributing leaflets to a wide range of public locations around the City and County of Swansea. We keep detailed distribution records which monitors demand for information across all public facing public information. Over the past few years, we have developed an effective social care web presence on the local authority web site and other satellite web sites. By attending information fairs, we have engaged with potential service users and community groups to promote the services available. More targeted public information is provided to frontline teams to use directly with service users. To complement the information provided by the local authority we research, sign-post and acquire information available from voluntary sector organisations We hold a summary of core information which is available in the most commonly used community languages in Swansea and have arrangements in place for producing an information item in other requested formats within a short timescale. Front-line staff are trained in the use of Language Line, and there are protocols in place for accessing interpreters/translators. By ensuring that partner organisations are fully informed about social services; access arrangements, eligibility criteria and range of services, we can ensure that client’s needs can be met without being referred directly. We are working with partner agencies to provide up to date information about the range of services available and to ensure there are joined up arrangements to improve access to services We routinely monitor and review all access arrangements for effectiveness and carry out audit checks on the effectiveness of access arrangements. We report our performance on referral activity by service area in Quantum.

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We work with health partners to ensure there is early and timely transfer of care from hospital setting to community and that there are specific access arrangements within acute hospitals, coordinated by hospital social work teams. Hospital social workers receive direct referrals from wards and attend regular multi disciplinary meetings to review delayed transfers of care. Where we want to get to: Our priorities for 2010/2011 Improve people’s access to services that promote

health, social care and well- being

Signposting people to the most effective, low cost

support

Partners are fully informed about range of social

services and access arrangements

Early and Timely discharge from hospital

• Develop use of internet as access channel for Adult

Social Services

• Develop role and knowledge base with Intake Team

• Provide partners with up to date information and

ensure joined up new arrangements are in place

• Working with health partners to review delays and to

coordinate effective access to a range of local

services.

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2. ASSESSMENT AND CARE MANAGEMENT OUR OUTCOMES IS TO ENSURE THAT ASSESSMENTS, SUPPORT PLANNING AND REVIEWS ARE TIMELY, PROPORTIONATE, PERSONALISED AND OUTCOME FOCUSED Integrated teams, already in place are working well within Mental Health and Learning Disability Services, where clear commissioning arrangements and financial and performance management are well established. Work is progressing around establishing an ‘outcomes framework’ in relation to service provision and individual service users. However there is a less standardised approach across other service areas and this is being addressed The Assessment & Care Management pilots have now been established to test out new approaches to the way people access support. We are testing out the use of a resource allocation system and indicative budgets within a framework of citizen centred support and person- centred planning. There is also work going on to review the assessment tools in use and to redefine the role of social work and social care staff and to involve service users in the development of their own support plans. Care plans and assessments are authorised by team leaders and this enables a quality check in some low volume service areas e.g. Learning Disability and Younger Adults. An audit tool has been piloted in other service areas, e.g. hospital services which has identified that the quality of assessments needs to be improved. The audit tool will be extended for use across other adult service areas and audits will be undertaken on a 6 monthly basis. Within Older Peoples’ Services, each assessment which identifies the need for residential or domiciliary care is subject to a quality assurance process; this has led to improvements in recording information and has identified skill gaps and training needs. Within the Care Home Team for Older People, a pilot is underway using Business Objects reporting to monitor trends in respect of changing needs, dependency levels and response to need. Practitioners have identified that the current UA tool in use is repetitive and does not always capture relevant information to match need to support provided. Work is underway as part of the personalisation pilots taking place across Adult Services to test alternative assessment tools and differing formats for the development of support and service delivery plans.

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The personalisation pilots will explore differing approaches to involving service users in their assessment including an approach to supported assessment. The learning from the pilots will inform the redevelopment of the assessment and support planning documentation Within Mental Health Services, the specialised assessment used is the Care Programme Approach. Monitoring has indicated that the quality of these assessments is not as high as it could be in a proportion of cases. Performance is being monitored through the use of an audit tool to monitor the achievement of WAG and AOF targets. This is used by team managers on a continual basis when authorizing care plans. MH services are working to achieve a consistency in care planning based on the Recovery Model with Recovery ‘Champions’ trained in the model both in community and inpatient settings with the aim of rolling out across all of mental health services. Service Users and Carers are central to the success of the developing a personalisation model and a sample of both in each service area will be surveyed on an annual basis to determine whether the key issues they identified were addressed. The UA tool in use across Adult Services does not readily support a proportionate approach to assessment and practitioners in high volume areas find this particularly problematic. Pilot projects are underway to redevelop the assessment tool to support a more proportionate approach, to better identify eligibility, and to develop care pathways and triggers to specialist assessments where appropriate. Work is also being undertaken with the Homecare Assessment Service and Intermediate Care Services to integrate the assessment processes across services. Discussions are taking place with acute hospital services (Accident & Emergency and medical admission wards) to enable information to be shared through access to the Paris database. The development of monitoring tools to support service users, carers and providers to determine whether outcomes are being delivered is being developed within Learning Disability services and needs to be developed across other service areas. Some work is being undertaken within the Older People’s ‘All together now’ project to develop an assessment tool which specifies outcomes for older people. Development of the PARIS electronic case record to include service outcomes specified by service users and carers is needed in order to support the delivery of an outcome focused approach to assessment and care planning and to ensure that relevant information is shared with service providers.

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High level outcomes for Adult Services have been agreed and a Commissioning for Outcomes Framework has been developed within Learning Disability Services. A Commissioning Framework for Younger Adults with a Physical Disability is under development and will shortly go out to consultation with service users, carers and key stakeholders. Development of the electronic case record to include service outcomes specified by service users and carers is needed in order to support the delivery of an outcome focused approach to assessment and care planning. This development will be informed by the personalisation pilots taking place across adult services. Development of provider service specifications and contracts which specify outcomes is being piloted in Learning Disability Services. This has not been developed in other service areas as yet although a pilot is ongoing with a small number of older people service users receiving domiciliary care. Review performance is very good in some areas e.g. Learning Disabilities, but does need to be improved in other service areas. Within Older People’s Services joint processes are being explored with Health partners in order to develop more proportionate, better quality reviews; this will include an agreed approach to provider initiated reviews. Mental Health teams will also need to improve their performance in this area with only 66% of reviews being completed within a 12 month period. Understanding of service costs is not well developed at an operational level. The personalisation pilot being undertaken across younger adults’ services will require the care managers to fully cost all care plans and test alternative tools for identifying indicative budgets. The resultant learning will be shared across the service areas within the pilot. The number of carers’ assessments undertaken is monitored through the PARIS system and is reasonably consistent across service areas. Some carers may not wish to be assessed separately to the assessment of the cared for person. Within Mental Health services there is a social worker works specifically with carers in order to identify their needs and support them in their role.

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Where we want to get to: Our priorities for 2010/2011

• Assessments should be timely, proportionate;

person- centred and focused on independence

and outcomes

• To ensure a robust approach to safeguarding

vulnerable people in the context of self

directed support

• Improved performance management and

service review,

• Better link between level of need and use of

resources, with a more informed approach to

commissioning based on service effectiveness

• Better understanding of service costs at

operational level to inform budget planning.

• Remodeling of the Assessment and Care Management service to support a tiered approach to assessment.

• Redevelopment of UA tool to include an element of

self assessment and a focus on outcomes important to the service user.

• Development of risk assessment tools and risk

enablement policies.

• Redevelopment of UA tool to include collection of minimum data set and information about ‘need’ to inform resource allocation.

• Redevelop care/support plans to specify outcomes,

how they will be met and how effectiveness will be measured.

• Regular monitoring of timeliness and quality of reviews

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3. RANGE & QUALITY OF SERVICES OUR OUTCOME IS TO PROVIDE A RANGE AND QUALITY OF SERVICES THAT ARE FLEXIBLE, PERSON- CENTRED AND FOCUSED ON IMPROVE OUTCOMES Fair Access to Care and Service Availability meetings are held for each client group, on a weekly or monthly basis, to identify the appropriate level and type of service against individual need and outcomes. This ensures appropriate referrals, management of resources and service availability The range of services varies across client group from supported living arrangements to residential care homes, from day centres to individual support or access to resources in the community. Access to these varies according to need, client group, geographical location and funding arrangements. There is scope for improving efficiency and effectiveness of Older People’s Services through outcomes based commissioning, person- centred approaches and reducing bureaucracy, there needs to be greater focus on the contribution of services to achieving better outcomes. We need to build a full business case for the Transformation of Older Peoples Services programme that focuses on achieving greater efficiency and effectiveness The quality and range of universal and preventive services is important, we need to concentrate on these services if we are to achieve a tiered approach to service provision. Flexibility of provider staff is required to support new models of service which is being explored via business planning and development days. We need to develop more services and support for carers and are currently reviewing how we do this, through our reviews of respite care provision. We will develop further our Assistive Technology strategy to ensure that we are enabling citizens to stay in their own homes. Learning Disability Services Statement of Purpose, Service User Guides and Service User Plans have been revised to state expectations to travel more independently, access community facilities more independently, and to seek work. A skills assessment tool has been agreed across Learning Disability services.

33

Where we want to get to: Our priorities for 2010/2011

• To ensure that services that are focused on

achieving better outcomes

• To develop a sustainable model for service

provision across Adult Services

• To enable citizens to remain in their own

home

• To ensure our range of support and services

can provide the right level of intervention to

improve outcomes for service users in a

sustainable way

• We will develop outcomes based, service level

agreements

• We will review our current service delivery

arrangements

• Develop a full business case for a new model of

service provision within Adult Services

Transformation programme

• Further development of Assistive Technology Strategy

• Complete reviews of respite care provision

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4. INVOLVING USERS AND CARERS OUR OUTCOME IS TO ENGAGE MORE MEANINGFULLY WITH PEOPLE WHO USE OUR SERVICES AND THEIR CARERS. Whilst we have a range of participation activities linked to service planning these are more advanced within some service areas, for example within learning disabilities we have made use of video stories to support service users to express their views around service redesign. In older peoples services recent developments have seen the 50+ network contribute to the Development Framework for Older People. Whilst Users and Carers are members of all of the joint planning groups, their role needs to be re affirmed. There are clear expectations to work more collaboratively with users and carers within the transformation agenda where they should be part of the strategic planning process. Work has continued to improve the links with Black, Minority and ethnic groups which we have previously recognized as an area for further development. This has been carried out through the continued work of the Bangladeshi Carers Support Worker who has a wider remit to support other social care workers working with the Bangladeshi community, active engagement with the Chinese community to better understand and respond to their needs, and by actively promoting a better understanding of cultural issues by staff. Users and carers will be active members of the various work streams within the transformation project plan. We will introduce a system to ensure we capture feedback on the service user/carers experience and that the information is used to influence and improve how we do things. We will develop more imaginative ways of recording the citizen story across all service areas.

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Where we want to get to: Our priorities for 2010/2011 • ;Improve service users and carers

experiences of the service they receive • Extend involvement of BME communities

• To improve our systems to capturing

feedback, and the ‘citizen story’ across all

service areas

• To use feedback routinely to influence and

improve service redesign

• Strengthen links with BME communities

through link workers and extending

engagement within planning processes

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5. SAFEGUARDING ADULTS OUR OUTCOME IS TO CONTINUE TO PROVIDE EFFECTIVE ARRANGEMENTS FOR PROTECTION OF VULNERABLE ADULTS IN SWANSEA We are safeguarding and protecting the interests of a greater number of vulnerable adults in Swansea, with more allegations of abuse and neglect being recorded and investigated. The elderly are particularly vulnerable, with more referrals concerning people over 65 years, whether supported at home, in other people’s homes or within support services. We are confident that current adult protection processes are effective. We operate within the framework of the South Wales Adult Protection Procedures (SWAP) to ensure a consistent application of the Protection of Vulnerable Adults (POVA) policies /guidelines. We are also working with Swansea Safeguarding Children Board (SSCB) to model and improve ‘safeguarding’ practice across the Local Authority and our Corporate Director is now chair of both Swansea Safeguarding Children Board (SSCB) and Adult Area Protection Committee (AAPC). As a result of changes within the Directorate Management Team last year, we are clarifying the roles and responsibilities of senior officers, in particular the Head of Adult Services in regard to the AAPC sub groups. We have a well resourced Adult Protection team, and have recently strengthened our existing Safeguarding team by appointing a Best Interests Assessor (BIA). Since the team became operational in 2002 there has been an on-going rise in the number of referrals from a wide range of sources, indicating the positive impact the various awareness raising strategies have had. Referral information shows that the highest referrers are provider agencies which suggest that current arrangements are embedded across the service. The POVA process is set out in an Inter agency policy, and we have produced clear single sheet guidance for care managers to help navigate them through this process. We ensure that POVA training is targeted at specific groups at the most suitable level e.g. from awareness raising to investigative procedures. POVA training is part of agreed training packages delivered across the South Wales Adult Protection (SWAP) area and the rolling POVA training programme has been supplemented by e-learning model available to internal and external staff. Designated Lead managers (DLM’s) are trained on POVA procedures and meet on a quarterly basis to share information, good practice and disseminate policies.

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Performance is managed in variety of ways; Information in relation to timescales (from referral to strategy meeting to case conference) are evidenced and reported against performance targets. The PARIS IT system captures POVA activity and reports are generated via Business Objects. The multi agency Audit & Review group monitors and audits case records on a quarterly basis and reports to the AAPC meetings. POVA assessments undertaken by DLMS are monitored and authorised by the POVA team leader. We are also implementing a social work practitioner group to encourage /promote reflective practice and sharing good practice examples. Information sharing is promoted across agencies, and we share information on risk via the development of a shared risk assessment ‘tool’. Our PARIS IT system is used across both Adult and Child and Family Services, and is being made accessible (read only with permissions) to designated NHS staff and Police to support effective information sharing. Vulnerable Adult documentation is completed electronically and includes the development of a risk assessment tool in relation to adult protection. We can also analyse the effectiveness of the risk assessment ‘tool’ and amend as necessary. We will need to monitor how we support the independent sector in relation to frequent staff turnover which places increasing demands on agencies to ensure staff have awareness of adult protection and follow SWAP guidelines. We also need to ensure that there is wider participation in the South Wales Adult Protection forum (SWAP) and Adult Area Protection Committee (AAPC) form partner agencies. We are committed to improving the service we provide to members of the Black, Minority Ethnic community and will do this by having regular meetings with community representatives to raise awareness of POVA issues, we will continue to attend inter –faith forums and will develop our links with various community organisations and teams across the county.

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Where we want to get to: Our priorities for 2010/2011 Continue to provide effective adult

protection arrangements • Staff in Independent sector are kept informed

and supported about adult protection • Extend our work within BME communities • Improved working across partnerships

• Monitor effectiveness of risk assessment tool

in relation to adult protection

• Promote access to training packages and

improve information sharing

• Carry out regular meetings with community

representatives

• Ensure wider participation in South Wales

Adult Protection forum and Adult Area

Protection Committee

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Detailed Action Plan City and County of Swansea - Adult Services Strategic Delivery Plan 2010-2011 This action plan will be further developed in the next few months as part of the planning and scoping of the Adult Services Transformation Programme. We are working on agreeing an Adult Transformation Programme ‘timeline’ and this will include each project leads agreeing specific outcomes and more detailed milestones for both the strategic projects and individual workstreams. In addition we will be developing, as part of the Performance Management framework, a set of key measures and a range of evidence to demonstrate both the benefits and outcomes of this programme. This development work will link into the already established processes of business planning across Adult Services and into the Annual Council Reporting Framework. The Corporate Strategic Programme Office is providing support to this initial setting up phase, and there will be regular monthly reports provided to the Strategic Project Board. Finalising the Adult Transformation Programme ‘timeline’ will have an impact on the detailed action plan. The following plan is therefore subject to change.

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KEY AIM: REDESIGNING OUR OPERATING MODEL (ACM PROCESS) To ensure citizen directed support that will give service users and carers more choice and control and where the evidence is on outcomes and achievements and not needs and requirements

Priority Key Milestone(s) Due Date

Impact/Objective RO Evidence

Remodeling of Assessment and Care Management (Strategic Project)

Supporting workstreams: • RAS • Reablement • Telecare • Community

Equipment

To learn lessons from Phase 1 Pilot projects. Develop plans for Phase 2- remodeling of Assessment and Care Management service, to include development and testing of new assessment tool and pans to support cultural change.

By July 2011

• There will be applied learning from pilots and plans to remodel of ACM service to support a tiered approach.

• There will be proposals to

redevelop UAP tool, including collection of minimum data set and information about need to inform resource allocation.

• There will be a range of

options for Swansea model of a resource allocation system.

• A service to maximise

independence and ensure long term home care provision is efficient.

• Further development of Assistive Technology Strategy and Community Equipment service.

CR

CR

PL

JC

PL

Assessments are carried out in a timely way and proportionate to need. Care plans are completed, Care Plans specify measureable outcomes. Reviews are completed within timescales with regular monitoring of timeliness and quality of reviews. No. of home care hrs/ days saved as a result of assessment and reablement service.

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KEY AIM: RESHAPING AND REMODELING OUR SERVICES To ensure that they are more personalized and relationship centred. Our services will be flexible, innovative, effective and better value for money. They will be outcome focused and the emphasis will be on what service users can contribute as well as what they need.

Priorities Key Milestone(s) Due Date

Impact/Objective RO

Evidence

Reshaping and remodeling service (Strategic Project) Supporting workstreams: • New model • Care at Home • Review of Respite

care • Accommodation • My Home Life

To consider which, if any, route should be taken to achieve alternative models of delivery for Adult Social Care Services. To agree expected timescales and priorities. Ensure that Commissioning Strategies inform any ‘new service delivery models’. To agree business case for resources to support any major change. To set up Strategic Programme structure that aligns all workstreams, tracking progress toward measurable outcomes.

By End of 2011e

• New model of service provisions, if required.

• A tiered model of service

that can be tailored to individual needs and preference of wider population.

• Services will replace rigid time focus in with a more flexible outcome based approach.

• There will be a range of

options for: - care at home - respite care - accommodation with

support

• To improve outcomes for people in residential care.

DD

DD

CM

CC/ VG/ RE

NA

Respite provided. Cost- benefit analysis of proposed new model within business case. Improvement in balance of care towards community based support.

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KEY AIM: REFOCUSING ON COMMUNITIES By ensuring that we are linking citizens into local resources and networks forming strong links with other community organizations and introducing a local area coordination approach to lower level intervention. We will work with key stakeholders to develop mutual support systems and will test out a number of concepts around time-banking, cooperatives and mutual societies

Priority Key Milestone(s) Due Date

Impact/Objective RO Evidence

Community Capacity Building (Strategic Project) Supporting workstreams: • Gorseinon

project • West • Local Area

coordination • Directory

To set up a Swansea Citizen Network. To initiate a ‘Time-banking’ scheme to promote reciprocity in support provision. To develop and maintain a Directory of Local Resources. Evaluation of each phase of experimental Projects to support future strategy.

On-going

• Services will link into enhanced community capacity support through locality developments.

• We will have tested out

new ways of working such as time-banking, cooperatives and mutual societies.

• Scheme to link citizens

into local resources and networks to form stronger links with other community organisations.

• A local area coordination

approach will support lower level interventions.

• To ensure we have a up to

date knowledge base of the health and social care assets available within communities.

CM

CM

CM

CM

CC

Measures to be developed as part of Outcomes based performance framework for CDS.

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KEY AIM: WORKFORCE To ensure that staff are valued and are supported to deliver their best; to have an appropriately skilled workforce to support transformation within Adult Services

Priority Key Milestone(s) Due Date

Impact/Objective RO Evidence

Strategic Work force group Priority tasks • Workforce

monitoring • Staff records • Staff training and

development • Investors in

People

• To review skills, roles and responsibilities of staff to support requirements of transformation within Adult Services.

• To develop

regular reports containing information on workforce.

• To ensure Staff records are accurate and complete.

• To improve access to training and development opportunities.

• To develop and implement actions based on past recommendations

By mid 2011

• There is a need for a better alignment between the SCWDP Plan, business plans and other strategic plans to ensure workforce has the right skills to support personalisation agenda.

• Regular, accurate reports

are produced that monitor workforce.

• Up to date staff records

with qualifications data/ Exit surveys are carried out more consistently.

• Improved access to training and development opportunities provided across sector.

• Improvement to Staff Support, development and training processes.

HJ

SD

HJ

HJ

HJ

SCWDP reviewed and updated. Establishment figures across Adult services. Staff sickness rates, Turnover and vacancy rate. Supervision and Appraisals taking place to agreed standard. Staff attendance at Induction and Training events. Review of IIP Action Plan.

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KEY AIM: BUILDING BLOCKS To enhance our organisational capacity to support and sustain an ambitious programme of change.

Priority Key Milestone(s) Due Date Impact/Objective RO Evidence 1. ICT 2. Finance 3. Commissioning 4. Business Support 5. Performance

Management

• To be agreed through ICT steering group.

• Scope of work to

be determined.

• Review of function.

• Review support provided to teams and transformation programme.

• Performance framework in place.

Timescales still to be finalised

• Review of how ICT systems supports strategic priorities and change programme.

• Implemented more

robust financial management and support to Adult Transformation agenda.

• Developed

knowledge and expertise to implement outcomes based commissioning.

• Reviewed all back

office functions.

• Strengthening of performance management arrangements.

RL

SH

CR

SH

SJ

Evaluation of PMDF grant. Spending within agreed budget and actions taken to address areas of overspend. Needs assessments completed Commissioning strategy. Business continuity plans in place. Timetable of Monthly performance reports.

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6. Safeguarding and Risk

• Framework of policies, guidance and support for staff.

• To improve structures and systems to support and protect vulnerable adults.

• To develop guidance

that enables person- centred support that complies with standards and policy.

EH Swansea Safeguarding Adults Board self assessment. Framework of practice guidance on assessment of risk and enabling of risks to achieve outcomes.

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