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Organisational Development _ Improvement Plan - ANNUAL

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					     ORGANISATIONAL DEVELOPMENT & IMPROVEMENT PLAN
                        2002-2006

                             June 2003 up-date

Background

Following the Social Services Inspectorate/Audit Commission Joint Review in
2002, Nottinghamshire County Council Social Services Department prepared an
Organisational Development & Improvement Plan 2002-2006.          The Plan
describes how the authority aims to respond to the observations and
recommendations made by the Joint Review Team, as well as incorporating the
existing developmental activities. The Plan was accepted by Cabinet on 18th
December 2002, along with the Joint Review Report.

Monitoring of the Plan

Each lead officer, at Assistant Director level, is responsible for planning and
following through the actions to successful completion. There are regular up-
dates of activity and progress against the Plan between the Director, Assistant
Directors and Head of Organisational Development.

The Plan contains 73 priority areas for development (with 161 action points) and
a further 16 areas for consideration (with 25 action points). The Plan is in line
with the Department’s medium term financial strategy 2001/2002 to 2005/2006.

The attached is an up-date of the Organisational Development & Improvement
Plan 2002-2006 and the following are highlights of progress to date.

Summary of Progress to Date
There were five key themes for areas of development following the Joint Review:

1.     Focus on the “enabling authority” role, concentrating on meeting the
       needs of users and carers, irrespective of the provider

There are 13 priority areas for improvement, 6 of which have been fully achieved/
implemented. In those areas remaining, substantial work is in progress and
many actions have been completed.

2.     Achieve a better balance of top-down and bottom-up commissioning
       of services, with increased capacity at both levels, accelerating the
       trend towards more diverse community-based services




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There are 11 areas for improvement, 4 of which have been fully
achieved/implemented. In those areas remaining, substantial work is in progress
and indeed many actions have been completed.

3.       Invest in dedicated joint commissioning capacity and streamline the
         mechanisms for engaging with other agencies

There are 12 priority areas for improvement, 5 of which have been fully achieved/
implemented. In those areas remaining, substantial work is in progress and
indeed many actions have been completed.

4.       Continue to sharpen practice through outcome-focused performance
         management

There are 20 priority areas for improvement, 12 of which have been fully
achieved/ implemented. In those areas remaining, substantial work is in
progress and indeed many actions have been completed.

5.       Target resources even more effectively, especially in-house services
         – reduce overhead costs, invest in competitive salaries and fund
         services across all sectors at appropriate levels

There are 17 priority areas for improvement, 12 of which have been fully
achieved/ implemented. In those areas remaining, substantial work is in
progress and indeed many actions have been completed.

6.       Areas for further consideration

There are 16 priority areas for improvement, 15 of which have been fully
achieved/ implemented. In those areas remaining, substantial work is in
progress and indeed many actions have been completed.

The following highlight key achievements over the past six months against the
four-year Organisational Development & Improvement Plan:

Children’s Services

        Foster carer and emergency carer allowances all reviewed
        Implementation of revised Residential Care strategy
        Foster Care strategy developed which links to the up-dated Placement
         Choice strategy
        Reviewed structure of commissioning teams and improved skill mix in
         teams
        Raised profile of substance misuse across the department; sharing good
         practice and involving other agencies
        Application for Children’s Trust for Disabled Children submitted


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        Completed and implemented review of hospital-based social workers
        Undertaken research on repeat referrals
        Improved timescales for reviews in Children Looked After and
         assessments
        Reviewed Emergency Duty Team
        Enhanced commissioning capacity at locality level

Adult’s Services

         Increased operational and commissioning capacity
         Implementation of Best Value Service Review
         Selected Smart Card technology for Home Care
         Established pathfinder for Single Assessment Process
         Created additional service manager posts in localities with procurement
          lead responsibility
         Established additional Evaluation & Contract Monitoring posts
         More work undertaken with independent sector Home Care providers on
          local needs and their difficulties
         Continued increase of Home Care funding
         Successful tendering for dementia services and night care
         Expanded Intermediate Care schemes and Rapid Response Team in
          Home Care
         Developed specialist physical disability teams and commenced
          implementation of specialist Mental Health teams for older people in
          partnership with Health

Management and Resources

        New posts established to strengthen strategic and operational capacity
         including Assistant Director, Service Manager, Team Manager posts
        Modernisation of ICT programme
        £3 m identified from Modernising Support Services across the authority
        Service Level Agreements now in place for Resources
        Expansion of flexible working and work/life balance pilots
        Employee Performance and Development Review system in place, linked
         to business plan objectives and targets


Linda Bayliss
Head of Organisational Development

June 2003

Joint/ODIP1report.doc.




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