Supporting People Service Improvement Plan
October 2008 – September 2009
Supporting People
Service Improvement Plan
October 2008 – September 2009
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Supporting People Service Improvement Plan
October 2008 – September 2009
Introduction
This is our third Supporting People Service Improvement Plan, covering the period October 2008 – September 2009. It has been produced with reference to the improvements identified in our new five year strategy published in 2008 and in response to the programme-wide needs analysis on which it was based. The plan has also been produced in consideration of Newcastle’s Adult Services Commissioning Implementation Plan which is the changemanagement plan following the Directorate’s restructure to create a Commissioning Division within Adult Services.
Staggering the publication of strategic documents and work plans through the year means they are more able to inform one another. In order to achieve the strategic objectives set out in our current annual plan and in our new five year strategy, the SP team needs a comprehensive plan of action which will help its members to understand - and therefore maximise - the contribution they are making to achieving the commissioners’ strategic objectives.
Our plan is made up of 6 workstreams, each led by an SP team member. Two new additional workstreams have been added to enable the team to respond to specific projects and respond to actions arising from the Adult Services Commissioning Implementation Plan. We are, however, keen to avoid compartmentalising the team, as this can limit the sharing of information and expertise, and we are aware that quality can only be achieved across the board if the interdependencies between different areas of work are acknowledged and exploited.
To help us achieve quality in every area, we have identified 5 cross-cutting themes around which our workstream plans are structured. Again, individual team members have been allocated special responsibility for these areas, but our objective is to ensure that all 5 themes are considered in relation to every piece of work. The Supporting People Core Strategy Development Group will act as an expert reference group, and will support the team in achieving the specified objectives.
Monitoring arrangements
Progress against this plan is reported at monthly team meetings and bi-monthly Commissioning Body meetings.
We intend to achieve the targets described by the deadlines given, but are aware that the landscape in which we work is changing all the time. We may change our objectives to respond to these changing demands, or we may bring forward or delay particular pieces of work in order to meet other priorities; we will report any such changes to the Commissioning Body.
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Supporting People Service Improvement Plan
October 2008 – September 2009
Service Improvement Plan :October 2008 – September 2009
Overall objective: / To make well-planned and well-implemented adjustments to arrangements for the delivery of the Supporting People programme, building on existing strengths and addressing known weaknesses, which demonstrably contribute to improved outcomes for Newcastle service users, and therefore enhance their capacity to participate in the life of the city.Workstreams / Operational excellence / Stakeholder involvement & communications / Maximising outcomes / Efficiency & value for money / Access, equality and diversity / Commissioning strategies and needs assessment
Lead: / Clare Barrett / Paul Liddle / Ray Usher / Louise Lane / Catherine White / Craig Nicholson
Workstream summary / This workstream aims to further improve our performance by analysing and enhancing our systems and processes including risk management, governance and reporting arrangements. We will review our current structures to ensure that they support the delivery of an excellent service. / Stakeholder, including service user, involvement is critical to our success, and as such appears in this plan both as a standalone workstream and a cross-cutting theme. This workstream aims to facilitate a meaningful ongoing dialogue with stakeholders, including both participative and informative approaches. / A new, robust monitoring regime has been implemented which includes some fixed reference points underpinned by our risk management arrangements.
This workstream is designed to manage both this process and make clear links within the commissioning cycle to improve outcomes for service users. / We have already significantly improved the value for money offered by the programme. We now aim to integrate competitive and negotiated procurement strategies, ensuring that a consistent focus on value and service user outcomes applies in every case. This workstream also covers the identification of efficiency savings to meet the programme’s Gershon targets. / Streamlining access and referral into supported housing is a priority. This new workstream is designed to manage the process as well as ensuring that our equality and diversity principles remain central to the SP programme to ensure that services meet the needs of some of the most vulnerable people in society. / This is a new workstreamto further improve processes to support joint commissioning.
This workstream will focus on improved joint working to ensure streamlined planning, more effective use of resources, and improved outcomes with related targets.
This workstream will work alongside the Adult Services Commissioning Implementation Plan, as well as facilitate strengthened links to the LSP.
Workstreams / Operational excellence / Stakeholder involvement & communications / Performance management and maximising outcomes / Efficiency & value for money / Access, equality and diversity / Commissioning strategies and needs assessment
Required outcome / All stakeholders agree that their administrative needs are met efficiently, they understand how their participation affects outcomes for service users and have confidence in governance arrangements. / All stakeholders feel able to be involved in the development and implementation of the programme in a way that suits them, and agree that information they need is readily available. / All stakeholders, including service users, are confident that Newcastle services are of high quality, conform to clear eligibility criteria and access arrangements and comply with contractual requirements. / All stakeholders are confident that SP funds are managed efficiently, that pricing decisions are fair and transparent and that the market is managed so as to balance the needs of all stakeholders (inc. providers). / All stakeholdersare confident that supported housing resources are used effectively and maximise outcomes for service users. / All stakeholders agree that there are effective frameworks for joint commissioning and joint needs assessments. Stakeholders agree that strategies reflect joint priorities.
September 2008 Summary / Substantial progress in data management and analysis which needs to be maintained. / Our Involvement and Communications Strategy is a key document. This is a very high priority area of work and additional resources will be directed to this workstream for further improvements. / The introduction of the CLG framework has resulted in improved management information on outcomes. The data will be used to drive improved performance and will inform outcomes based commissioning. / Significant progress in developing an approach to competitive procurement; our Procurement Plan is a key document, and will drive future activity. / Major change anticipated through Newcastle Gateway to improve access to homelessness services and maximise use of resources. / The JSNA, LAA and Adult Services Commissioning Implementation Plans are significant drivers. Additional resources will be directed to this workstream in order to streamline and further improve joint commissioning arrangements.
Workstream 1: Operational Excellence
Lead: Clare Barrett
Cross-cuttingthemes: / 2007 actions / 2008 update / New actions
Access, equality and diversity
Lead:
Paul Liddle / By December 2007 Research sector-based needs, including a statistical analysis to identify communities or groups which may be under-represented in existing service user populations / Research was undertaken as part of our programme wide needs analysis to inform our new five year strategy and sector specific briefings. The strategy and sector briefings are underpinned by a specific briefing on Equality and Diversity issues. / See new workstream on Commissioning Strategies and Needs Assessment
By March 2008 Publish new five-year strategy / The priorities emerging from the refreshed needs analysis have been consulted through the Housing Strategy Review Group. The new five year strategy has been published on the SP website for wider consultation.
By October 2006 Develop a leaseholder strategy / Our leaseholder policy was reviewed by the Commissioning Body in July 2008. Our approach to leaseholders remains unchanged. / By July 2009
Review approach to leaseholders
By April 2008 Complete an Equality Needs Impact Assessment for Supporting People / An EINA was carried out for the Supporting People Service Improvement Plan for the period to September 08. / By November 2008
Carry out EINA on new Service Improvement Plan for the period up to September 2009
By March 2009
Consider EINA in relation to all SP work guide plans and establish robust mechanisms for EINAs in relation to future plans
Joint working
Lead:
Ray Usher / Craig Nicholson / By April 2008 Make arrangements for direct and indirect service users to be involved in the strategic governance of the programme (See Involvement and Communication Strategy for definitions) / Our Involvement and Communication Strategy includes a detailed action plan which sets out our improvement plans for involving a range of stakeholders at different levels. This is a priority area; additional resources will mean that we will be able to achieve the objectives set out in the strategy.
Our 5 year strategy sector briefings include information on opportunities for direct and indirect service to be involved in the SP programme. / By December 2008
Consider our plans for involving direct and indirect service users in the strategic governance of the programme in the context of wider Adult Services engagement activity.
( See Workstream 4 of Adult Services Commissioning Implementation Plan)
By August 2009
Link involvement pathways for direct and indirect service users to the Local Strategic Partnership (LSP) structure.
By December 2007 Review demands on SP in other commissioning strategies to feed into programme-wide needs analysis and review of commissioning timetable / Research has been undertaken as
part of our strategy review, which includes a review of relevant national and local drivers.
Work is ongoing with partners to agree shared indicators and targets (including LAA targets) / By January 2008
Agree shared indicators and targets with partners (including LAA targets) and agree mechanisms for robust monitoring and reporting.
New action area / By October 2008
Agree structured approach for maintaining and improving SP LAA targets
By September 2009
Review approach for maintaining and improving SP LAA targets and implement necessary changes
New action area / By December 2008
Agree robust mechanisms for reporting to the LSP structure, including performance and target reporting.
Stakeholder involvement
Lead:
Catherine White / By April 2008 Design and implement a robust monitoring programme for the Involvement and Communication Strategy
See Involvement and Communication Strategy action plan for further detailed actions / The Involvement and Communication Strategy includes a detailed action plan with timescales. Progress against the action plan is monitored at monthly team meetings and bi-monthly Commissioning Body meetings as part of the Service Improvement Plan. / Ongoing
Continue to monitor progress against the Involvement and Communication Strategy Action Plan.
By July 2008
Review effectiveness of the Involvement and Communication strategy in involving direct and indirect service users in the SP programme and review action
New action area / By December 08
Review attendance and remit of the CSDG anddevelop plans for maintaining engagement
New action area / By March 2009
Develop and implement plan for maintaining councillor engagement, including links to Adult Services Scrutiny.
New action area / By July 2009
Review monitoring reports for the CB and other governance structures
New action area / By August 2009
Review the SP Commissioning Body governance arrangement in light of the LSP structure and agree future steps.
Information,
e-government
and IT
Lead:
Clare Barrett / Stacey Proctor / By December 2007 Increase accessibility of management information by creating an automated system for querying performance data by sector / An automated function has been developed to query performance by sector. Improving accessibility of all management information is ongoing. / By December 2008
Improve accessibility of information gathered from the monitoring process and develop clear links within the commissioning process
Contingency planning and risk management
Lead:
Louise Lane / Dena Jordan / By December 2007 Review and update process map / Process map reviewed September 2007. We will continue to update the map to reflect changes in the administration of the programme. A further formal review has been planned for September 2008 / By November 2008
Review process map incorporating back and front office functions
By December 2007 Review all system reports in light of user comments and make any necessary changes or improvements / A review of the risk management system has taken place and an agreed improvement plan has been implemented. Timescales to be added and actioned / By November 2008
Update risk management system with required improvements following agreed improvement plan actions
By March 2009
Explore potential to translate risk management approach across Adult Commissioning
( See Workstream 7 of Adult Services Commissioning Implementation Plan)
New action area / By November 2008
Finalise tool and reporting process for converging unit costs
By December 2008
Review ‘factor’ application for adjustments in base budget for subsidy services
Workstream capacity review
Links between this workstream and other, parallel areas of work are particularly important, as sound operational systems depend on a high level of understanding between team members. We have made recent significant changes to the capacity of the team which will put the team in a good position to achieve the objectives in this, and all, workstreams.
Future planning
We need to consider how best to maintain our significant achievements in data management in the context of the newly created Commissioning Division within Adult Services to ensure information is uniformally available and shared.
Workstream 2: Stakeholder involvement & communications
Lead: Paul Liddle
Cross-cuttingthemes: / 2007 actions / 2008 update / New actions
Access, equality and diversity
Lead: Paul Liddle / See Involvement and Communications Strategy for detailed actions, including actions
Joint working
Lead:
Ray Usher / Craig Nicholson
Stakeholder involvement
Lead:
Catherine White
By March 2008 Review 2007/8 cross authority baseline data / Full year 2007/8 cross authority data has been reviewed and published as part of our Annual Plan for 2008/9; analysis has been shared with the Tyne & Wear and Northumberland CAG. / By June 2009
Review 2008/9 cross authority baseline data.
Stakeholder involvement
continued / By July 2008 Explore the potential for additional cross authority commissioning of services and for additional cross authority cooperation and liaison on other matters / Work ongoing with Northumberland and Gateshead Council to jointly procure a regional Tier 4 service / See workstream on Efficiency and Value for Money
By February 2009
Publicise role of HSRG’s in a newsletter; promote role of HSRG’s within SP governance structures and the wider Housing Toolkit
By February 2009
Review circulation list to include team managers of SP services
By May 2009
Improve knowledge and understanding of front line staff of partners by creating virtual address list of PCT and Probation staff to receive SP information on a regular basis
By June 2009
Explore user involvement on cross authority basis
By August 2009
Refresh training for NCC customer service centre staff
Information,
e-government
and IT
Lead:
Clare Barrett / Stacey Proctor / By January 2008 Complete redesign and transfer of website data, taking account of users’ accessibility needs; development of interactive service directory including information on physical accessibility and cultural sensitivity of services / Redesign and transfer of website data complete and includes interactive directory of services which includes information on the accessibility (physical and referral), and cultural sensitivity of services. / By November 2008
Produce accessible version of refreshed SIP and publicise widely
By December 2008
Develop accessible summary of the five year strategy operational document.
By March 2009
Review all SP documents and produce accessible summaries
By April 2009
Review website information and usability with stakeholders. Develop improvement plan, including secure site for providers to access service performance and payment data.
Contingency planning and risk management
Lead:
Louise Lane / Dena Jordan / By November 2007 Update partners and stakeholders on latest progress around risk management via a newsletter
Ongoing Continue to update and improve the system / Risk management approach published on SP website. The team continues to update and improve the risk management system (see previous action area) / Ongoing
Continue to update and improve the risk management system and update stakeholders accordingly
By March 2009
Explore opportunities for translating risk management approach across Adult Services Commissioning Division
( See Workstream 7 of Adult Services Commissioning Implementation Plan)
Workstream capacity review
Strengthening arrangements for user and stakeholder involvement is a high priority area of work; we have made changes in the capacity of the team to improve our ability to deliver this workstream.
Future planning
Maintaining consistent progress towards the targets set out for this workstream is a top priority. We will continue to improve and develop our arrangements for involving service users in the context of the wider user involvement plans within Adult Services.
Workstream 3: Performance management and maximising outcomes
Lead:Ray Usher
Cross-cuttingthemes: / 2007 actions / 2008 update / New actions
Access, equality and diversity
Lead:
Paul Liddle / By November 2007 Investigate potential for IT based prioritisation system at HAC.