Redcar & Cleveland Social Services Department
_______________________
Supporting People Team
____________ Business Plan
April 2006 to March 2007
Table of Contents
Section 1 Introduction
Service Description/Role of Service Range of Services offered Profile and volume of current service users or services Links with other Agencies or Cross Cutting Services or Projects Section 2 Key Performance Review
Summary of Position from DIS/BVPP, SWOT or Review Section 3 Resources
Changes in Budget/Expenditure Financial Performance Last Year Physical Assets Human Resources Monitoring Arrangements Section 4 List of Strategic Objectives and Commissioning Priorities Service Objectives Service/Team Risks Action Plan for Each Objective
Section 5 Section 6 Section 7
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SECTION 1 INTRODUCTION
SERVICE DESCRIPTION
The Supporting People Programme introduced a new strategic planning framework for housing related support services. For the first time the link between support and tenure has been broken, enabling a more flexible approach to the delivery of support. In addition, the introduction of this transparency of the costs of provision allows for better planning and monitoring of support services to vulnerable people. We recognise that services have previously developed in an ad-hoc manner in the past, but that we now need to co-ordinate our work through the development of new partnerships and tailor local services to meet local need with greater precision. We can no longer rely on anecdotal evidence nor perceptions of what our populations needs are, rather we must move towards intelligence led commissioning in to ensure that our £2.2 million budget is spent effectively. Our greatest challenge is to provide more effective and better-targeted programme against the background of a significantly low level of legacy funding and stringent financial targets from Government. Therefore, funding to support identified priorities will have to be created either by remodelling or decommissioning services, or through additional monies being available through the ODPM, partners or other grant assistance. The Supporting People Team aims to plan, monitor and fund housing related support services for vulnerable people in a flexible, cost effective and reliable manner, whilst complementing existing social care services. In 2005 we developed our own 5 year strategy which supports other local strategies aimed at meeting the needs of the most vulnerable members of our community. This is important to us because it is through identifying and working within other partnerships that our work will be the most effective. The Commissioning Body has responsibility for the strategy and in 2006 we have commissioned a consultant to undertake a comprehensive needs analysis to inform the strategies annual plan.
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RANGE OF SERVICES OFFERED
The Supporting People Team’s main functions can be summarised and are detailed in nine separate points below: 1 Commissioning Supporting People Services in line with identified needs and priorities (see our 5 year strategy) Contracting for Supporting People Services Monitoring and reviewing the quality, quantity, price, supply and demand of Supporting People Services Payments to Supporting People Providers in line with contracts, terms and conditions, and demand for services Recording Supporting People activity on a dedicated database and completing statutory returns Co-ordinating stakeholder participation in the management of Supporting People Services Assessing peoples eligibility to Supporting People Subsidy Providing information to the public about Supporting People Services Managing the Supporting People Administration Grant and the Supporting People Services Grant as the administering authority
2 3
4
5
6
7 8 9
The clients identified as requiring services are: • • • • • • • • • • • • • Older People with support needs People with mental health problems People with learning disabilities People with physical or sensory disabilities Single homeless people with support needs People with alcohol problems People with drug problems Offenders or people at risk of offending Young people at risk or leaving care Women at risk of domestic violence People with HIV/AIDS Homeless families in need of support Refugees
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PROFILE OF CURRENT SERVICE USERS
Redcar and Cleveland’s Supporting People Team currently deal with 30 different providers, and have issued 37 contracts. There are 58 schemes that provide a service for up to 4000 service users (maximum capacity). The chart below shows the current spends per client group.
Client Group Spends
1,000,000.00 800,000.00 600,000.00
Spends £
400,000.00 200,000.00
MH OP Refuge Homeless Generic
KEY LD – Learning Disability OP – Older People MH – Mental Health TP – Teenage Pregnancy DV – Domestic Violence
Client Group
4
Probation
DV
LD
TP
0.00
LINKS WITH OTHER AGENCIES
Redcar and Cleveland Borough Council are the Accountable Authority for administering the Supporting People grant. A partnership of senior representatives with decision-making powers forms a Commissioning Body, which oversees the programme. This includes partner representatives from the Local Authority (representatives from housing and social care functions), Probation, Langbaurgh Primary Care Trust, and Middlesbrough Primary Care Trust. In order to deliver our vision our strategy is dependent upon working in partnership with other agencies and identifying sufficient resources to support a change programme. Accessible revenue funding will be required either through the remodelling of services, decommissioning of services, additional grant monies from the ODPM, partners or other grant funding being available. The Accountable Authority receives a small infrastructure grant to manage its responsibilities for the Supporting People service. This funds the employment of a small team of officers managed through the Council’s Health and Social Well Being Team, based at the offices in the Grange (Eston).
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SECTION 2 KEY PERFORMANCE REVIEW
The Performance Indicator’s can only provide an indication of performance and it is essential that these indicators are used in conjunction with other data sets such as the contract monitoring information, stakeholder feedback and QAF validation reports. Performance indicators provide useful information for service reviews and these indicators will be used alongside other information, such as stakeholder feedback and QAF validation reports. Performance indicators can only provide an indication of where a problem may exist and identify areas where further investigation is required. In particular performance indicators are a useful tool for contract monitoring, they can alert us to areas of concerns that can be addressed outside of the service review process leading to improvements. In assessing performance, we will take account of the difficulties new services may have in achieving a high level of performance immediately. It can often take time for new services to become established and indicators such as staffing levels and utilisation will need to be examined over a longer period of time. The ODPM have developed a draft of performance indicators to monitor SP function, in addition the programme impacts on other indicators from Health and Social Well Being, Health, Probation and the Police.
Key Performance Indicators (for Supporting People) The KPI’s involve aggregating data on performance at an Administering Authority level. There are two outcome indicators, only one of which should be apply to each service. The KPI’s are as follows: • • • Service users who are supported to establish and maintain independent living OR Service users who have moved on in a planned way from temporary living arrangements Fair access to people who are eligible for Supporting People services (as measured by non host and BME access)
Service Performance Indicators (for Supporting people) The SP’s are indicators which focus on the performance of individual services. The indicators are intended to be used by Administering Authorities to monitor services and for service reviews.
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The SPI’s are as follows: • • • • Service Availability Utilisation Levels Staffing Levels Throughput
The indicators on availability, utilisation, staffing and throughputs are important as they provide performance information on the efficiency and effectiveness of a service. The SPI’s generate a lot of management information that can be used in other ways. For instance the staffing indicator can provide information on staff to service user ratios that can be used when assessing value for money. The following PI’s also provide a broader context: • • • • • • • • • • • • • • • • • • Emergency psychiatric re-admissions (PAF AO/A6); Admissions of supported residents aged 65 or over to residential/nursing care (PAF AO/C26 ); Adults with physical disabilities helped to live at home (PAF AO/C29 ); Adults with learning disabilities helped to live at home (PAF AP /C30); Adults with mental health problems helped to live at home (PAF AO/C31); BV – 225 Actions against Domestic Violence BV161 and PAF CF /A4 Employment education and training for care leavers BVPI – 54 Older people helpd to live at home per 1000 population aged 65 or over BV –214 Repeat Homelessness BV – 202 Number of rough sleepers BV – 198 and PAF AO / 60 Participation in drug treatment programmes Older people helped to live at home (PAF C32) Delayed discharge (mental health); Delayed discharge (older people) (NB: the definition of older people is different from that for the PAF for PSS); Suicide rate; and self harm Actual reconviction rates (only available on a police authority area basis) Delayed discharge from hospital (PAF D41); Admission of supported residents aged 18-64 to residential/nursing care (PAF C27); Intensive home care (PAF C28);
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SECTION 3 RESOURCES
From the nine main functions we detailed earlier in section 1, Brief Description of Services Provided, we can determine set targets for the Supporting People Team. These targets can be found in the table to follow and specifically show the overall outcome in service delivery plan, the specific outcome for the team, the performance measure or indicator, the lead person responsible for that target and the timescale in which the target should be achieved.
PHYSICAL ASSETS
Accommodation: Premises – Main Office – The Grange, 153 Fabian Road, Eston. Managers Office – The Grange, 153 Fabian Road. Eston.
IT equipment: 4 Networked PC’s with Win 2000. Networked LaserJet 4200 1 Networked PC with Win NT (Mgrs. Office) 1 colour printer Hp 9300 A3 1 Laser Printer Hp LaserJet 1200 1 Laptop Win 2000 + External CD Rewriter + Projector 1 hp Scanjet 5550c – Scanner IT Software: Care Support, Carefirst, Microsoft Office Pro, Lotus Notes
Human Resources Position
SP Manager
Hours
(37)
Status
Fully Funded
Supporting People Project and Development Officer* (37) Fully Funded Supporting People Project and Development Officer (37 ) Temporary post Staffing structure to be revisted during 2006 /2007 to allow for new demands on the service to be delivered. Staff retention through application of: • Supervision • Training • Support • Mentoring • Team building
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Monitoring Arrangements
The Supporting People programme is grant funded and monitored through: • • • • Quarterly Milestone Report to the Office of the Deputy Prime Minister Quarterly Reports to the commissioning body Monthly Budget analysis report Annual Audits
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SECTION 4
Number 1 2 3 4
STRATEGIC OBJECTIVES
Objective To ensure the programme that delivers quality of life and promotes independence To ensure services are of a high quality, strategically planned, cost effective and complement existing care services To ensure planning and development of services is needs-led To promote partnership working of local government, probation, health, voluntary sector organisations, housing associations, support agencies and service users.
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SECTION 5 - SERVICE OBJECTIVES
NO. Service Objective
As at 31st March 2003 review all service providers. To develop a comprehensive contract monitoring process for all service providers Review newly commissioned Services. Prepare service provider payments. Meeting Statutory reporting Deadlines Commissioning body meets minimum of 4 times per year Financial Assessments completed within 21 days Service to meet minimum quality standards All service providers to be accredited
RATIONALE (including links to Strategic objectives)
ODPM Grant conditions (Strategic Objective ALL )
MEASURES
QAF, Accreditation, Review Framework
Targets
complete
MONITORING ARRANGEMENTS
ODPM ¼ Milestone reports, commissioning body reports.
1
ODPM grant conditions (strategic Objective ALL)
QAF , Accreditation Monitoring Framework
100% March 2007
ODPM Commissioning Body
2
Contractual arrangements (Strategic Objective ALL ) ODPM Grant condition. Corporate Objective Key theme 7 (Strategic Objective 4) ODPM Grant conditions, Corporate objective Key Theme 7 (Strategic Objective ALL ) ODPM Grant conditions (Strategic Objective ALL ) Corporate objective key theme 7 (Strategic Objective 4) ODPM Grant conditions (Strategic Objective 2) Council standing orders/contract procedure rules. Corporate objective key theme 7 (Strategic Objective 2 )
QAF, Accreditation, Review Framework Payments made within contractual framework Number of deadline met Minutes of meetings
100% within 2 Years
Commissioning body report
3
100%
BVPI 8 Reporting to Commissioning body. ODPM milestone reports Milestone report Monitored through programme board SP Review Programme
4
100%
5
100%
6
Number of days taken
50% (Partnership Target)
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QAF
Minimum C
8
Accreditation frame work questionnaire
100% of contracted providers achieve accreditation
ODPM ¼ Milestone reports
Service Objective
9 Budget targets for SP services are met All services to be provided under a contractual arrangement Maintain the current capacity of service delivery
RATIONALE (including links to Strategic objectives)
Corporate objective key theme 7 (Strategic Objective 4 ) Corporate objective key theme 7 and Standing orders (Strategic Objective 2) SP 5 year strategy (Strategic Objective ALL)
MEASURES
Actual spend against budget
Targets
MONITORING ARRANGEMENTS
Financial report to DMT, Cabinet, Health and Social Care
100%
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Number of contracts issued
100%
ODPM ¼ Milestone reports
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Refer to section 2 performance indicators
Individually set.
Performance assessment Framework.
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SECTION 6 RISK ISSUE PROFILE
Description of Risk
Links to Service/Team Objectives
Initial Evaluation
Details of Current Controls
Residual Evaluation
Additional Controls Required
Impact (1-5)
Likelihood (1-5)
Develop medium term financial strategy & increase intelligence about ODPM intentions about grant future Development of 5 year strategy, taking into consideration change in funding up--to +/-15% Remodel the staffing structure to allow for the programme demands to be met.
Impact (1-5)
Likelihood (1-5)
Improve information from ODPM. Use KWeb information service to ask questions. Networking
Infrastructure Grant not ring fenced for SP and discontinues
5
2
3
2
The unknown results of the distribution formula for SP services?
2
5
2
5
Ensure that service reviews are completed within timetable.
Small staffing resource to manage service delivery.
5
3
4
2
3
Description of Risk
Links to Service/Team Objectives
Initial Evaluation Impact Likelihood (1-5) (1-5)
Details of Current Controls
Project management with IT. Developing a stronger contractual relationship with OLM Raising profile of SP through various forums, and Publications
Residual Evaluation Impact Likelihood (1-5) (1-5)
Additional Controls Required
Lack of robust service level agreement around SP software & No management of contract with software supplier. Not being able to demonstrate local commitment to SP programme
5
5
3
4
Development of staffing resource to cover some of the agreed functions.
3
5
1
3
Development of a communication strategy. Intention to do work shop for members.
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SECTION 7 ACTION PLAN
NO.
ACTION
Identify critical processes and develop a procedure manual Development of a seminar for members Remodel the SP staffing structure Implement new QAF version and QAF light To complete the accreditation process for all providers Request information in relation to future funding arrangements. Prepare for the SP Inspection Due Feb 2007 To support and work with any organisational change in light of the children’s act and the “New Vision” for adult care green paper. To ensure I.T software is available to produce Statutory Reports Increase Corporate ownership of the SP Programme Encourage Partnership Working
1 2 3 4 5 6 7 8 9
LINK TO STRATEGIC OBJECTIVE All 4 All All 2 2 3,4 All 4
IMPLICATIONS FOR SUPPORT SERVICES EG HE, BMIS
10 11 12
All 4 4
Continued Partnership working in relation to developing IT Software
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