Meeting documents
Cabinet
Tuesday, 15 January 2008
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; ; ÿ ; ÿ ; ÿ Á Á "¾ ü ì Ô 2008/09 2009/10 20010/11 2011/12 2012/13 £'000 Social & Community Services
Cross Council ICT ICT - SAP SAP Reporting (essential)* SAP Competency Centre (growth) (essential) SAP Audit Report (essential)7 SAP Version Upgrade, Technology and Refresh (essential)1 Continuation of financial improvement (desirable) eProcurement (desirable) HR development (desirable)" SAP system integration (desirable) Capital2 Invest £50m over 10 years via prudential borrowing TOTAL COSTS
CUMULATIVE YEAR ON YEAR- Service & Resource Planning 2008/09 - 2012/13! Children, Young People & Families) Investment proposals detailed in Annex 2b) Investment proposals detailed in Annex 2c) Investment proposals detailed in Annex 2d Sub Total ICT - SAP Annex 2a : Investment Proposals5 Annex 2c - Investment Proposals - 2008/09 and onwards No. Priority for investment Service proposals Costs Cash releasing efficiency+ impact (links to national and local policy) Impact on Perfomance New Performance Framework Ref lead Officer 2008/2009 2009/2010 2010/11 and on-going. ongoing requirement/Exit strategy 2010 onwards 1)I Establish First Response team to facilitate speedy hospital discharge
E P A dedicated home support team of 30 staff to work with people who are ready to be discharged from hospital. This team will support people at home and identify the next stage of their care pathway e.g. stay at home with a reduced package of care, further rehab or residential care.This team will work alongside Intermediate care team. One off paymentí The cost of this service will be absorbed by the home support budget as new user requiring low level support will be picked up by lower cost external providers. This will allow internal home support to focus on higher need service users.C This will result in reduced pacakges of care for a number of users.£ ·Strategic priority for our partner PCT to improve care pathway for older people.
Older people get the opportunity to settle and gain confidence.
We can increase the opportunity for more people to benefit from Intermediate care
We can move people on at an appropriate level of care to the most appropriate provider, or Direct Payments.
SPARC time re directed to improve DTOC and care placement officer time released
: Improved performance for D 41 (delayed transfers of care)F Improved performance for NI 131 and DH DSO (delayed transfers of care) Sandra Stapley and Tine Rees 2)p Increased choice and control for people using services. Give them the ability to arrange and buy their own care.I Develop project plan and infrastructure to increase the numbers of Direct payments ; and to implement a new system of self directed support for all user groups. A 200K funding request is built into the proposal to ensure that there is flexibility to continue providing Direct Payments to release funding from existing contracts… 200,000 funding for provsion of Direct Payments will not be required to due to release of funding from contracted services. Funding for the direct payments infrastructure (100,000) will be consolidated within the Self Directed Support (165,000) infrastructure. Year two will clarify if any further project costs will be required. If not money will be released for other service changesq Providing services through Direct payments are approximately £4.00 per hour cheaper leading to cost efficiency. " B e t t e r C P A S c o r e
" B e t t e r e v i d e n c e o f g o o d O u t c o m e s f o r s e r v i c e u s e r s / c a r e r s i m p a c t o n C S C I p e r f o r m a n c e a s s e s s m e n t .
" B e t t e r V a l u e f o r M o n e y
" I n c r e a s e d r a n g e o f c h o i c e
" I n c r e a s e d w o r k f o r c e c a p a c i t y
" S t r o n g e r l o c a l c o m m u n i t i e s
" I m p r o v e d e q u i t y a n d t r a n s p a r e n c y o f a l l o c a t i o n o f r e s o u r c e s
" P r o v i d e s p o t e n t i a l a d d i t i o n a l c a p a c i t y t o d e a l w i t h d e m o g r a p h i c p r e s s u r e s
" I m p r o v e d m a r k e t p l a c e f o r s e l f - f u n d e r s
" I n c r e a s e d p a r t i c i p a t i o n f r o m p a r t n e r p r o v i d e r s a n d i n c r e a s e d f u n d i n g o p p o r t u n i t i e s
" M o r e p e o p l e i n r e c e i p t o f D i r e c t p a y m e n t s
Œ Increase number in receipt of Direct payments. D51. Meet national priority set out in the white paper 'our care, our health, our say 2006'l NI 130 Social Care clients receiving Self Directed Support (Direct Payments & Individualised budgets) DH DSO! Alan Sinclair and Martin Bradshaw 3)* Support family carers in their caring roleª A range of services in place to support carers including employment, access self assessment, breaks to enable carers to participate in learning and leisure opportunities Ongoing requirement W Cost avoidance, sustain carers in their caring role, reducing demand for long term careM" I n c r e a s e n u m b e r s o f c a r e r s i d e n t i f i e d a n d s i g n p o s t e d t o s u p p o r t a n d p r e v e n t a t i v e s e r v i c e s t o f a c i l i t a t e e a r l y i n t e r v e n t i o n b e f o r e a c r i s i s o c c u r .
" I n c r e a s e n u m b e r s o f c a r e r s a s s e s s m e n t s a n d i m p r o v e P I
" I n c r e a s e p u b l i c a n d p r o f e s s i o n a l a w a r e n e s s o f c a r e r s .
" I m p r o v e c a r e r c o n s u l t a t i o n a n d p a r t i c i p a t i o n b y g e t t i n g r e g u l a r c a r e r f e e d b a c k t o i m p r o v e s e r v i c e s
" I n c r e a s e u s e o f A c c e s s t e a m a n d t h e C a r e r s i n O x f o r d s h i r e w e b s i t e t o e m p o w e r t h r o u g h i n f o r m a t i o n , w h i c h i n t u r n w i l l h e l p f a c i l i t a t e s e l f d i r e c t e d c a r e
" E n a b l e c a r e r s t o t a k e u p o p p o r t u n i t i e s f o r l e i s u r e , l e a r n i n g , t r a i n i n g a n d e m p l o y m e n t
" I m p r o v e s o c i a l i n c l u s i o n , h e a l t h a n d w e l l b e i n g , e c o n o m i c w e l l b e i n g a s c a r e r s e n a b l e d t o h a v e a l i f e o u t s i d e c a r i n g
" S u p p o r t t h e P r e v e n t i o n a g e n d a b y u s i n g u n i v e r s a l s e r v i c e s
" F a c i l i t a t e s t r o n g e r w o r k f o r c e f o r O x f o r d s h i r e a n d i m p r o v e d e m p l o y a b i l i t y o f c a r e r s w h o w i s h t o r e t u r n t o w o r k .
" I m p r o v e s u p p o r t f r o m B u s i n e s s f o r w o r k i n g c a r e r s w i t h l o w e r s t a f f t u r n o v e r , r e d u c e d r e c r u i t m e n t a n d t r a i n i n g c o s t s , l o w e r a b s e n t e e i s m , i m p r o v e d r e c r u i t m e n t , e t c . , w h i c h w i l l h e l p s t r e n g t h e n t h e e c o n o m y .
NI 135u NI 135 Carers receiving needs assessments or erview and a specific carer's service, or advice and information. DH DSO& Varsha Raja (supported by Jane Dixon) 4)Œ To help people take control of their lives and promote indepence, heath and well being through provision of improved information and adviceL Rationalise and modernise existing information to ensure it meets the requirements for various sections of the community that we serve as well as ensuring that it is trageted. Develop 4 stages of timely information: 1) sign posting to other agencies 2) make availbale information that people can access themselves 3)Better use of existing information points e.g. libraraies and adult learning 4) expert professional asdvice to manage long term conditions . All information will be made available electron< ically to ensure the most cost effective way of keeping the information updated. r Project will be charged to recommend the most cost effective way to keep the information updated and distributed. ¶ Prevention and cost avoidance. Promoting independence for longer leaflets and information production will be funded through income generation from advertising/ no cost to the council„" I m p r o v e d C P A a n d C S C I s c o r e s
" B e t t e r o u t c o m e s f o r c a r e r s a n d u s e r s w h o w i l l b e b e t t e r i n f o r m e d t o m a k e c h o i c e s a n d t a k e c o n t r o l o f t h e i r l i v e s
" M o r e m o d e r n m e c h a n i s m s t o d i s s e m i n a t e i n f o r m a t i o n i . e . b e t t e r u s e o f t e c h n o l o g y a n d d e v e l o p m e n t o f i n f r a s t r u c t u r e t o b e m o r e e f f i c i e n t w a y s t o d e l i v e r e . g . m o v e f r o m p r i n t t o u s e o f o n l i n e
" I n c r e a s e d s t a f f i n g r e s o u r c e t o d e l i v e r i n f o r m a t i o n u t i l i s e L i b r a r y s t a f f r e s o u r c e s t o d e l i v e r i n f o r m a t i o n a c r o s s t h e d i r e c t o r a t e
" I m p r o v e d a s s e s s m e n t p e r f o r m a n c e a s t h e r e w i l l b e i n c r e a s e d a c c e s s a n d s u p p o r t f o r s e l f a s s e s s m e n t .
" I m p r o v e o u r a b i l i t y t o d e l i v e r t o t h e w h o l e p o p u l a t i o n o f O x f o r d s h i r e
¦ PAS 17 NI 139 people over the age of 65 who say that they receive the information, assistance and support needed to exercise choice and control to live independently.? Varsha Raja(supported by Caroline Taylor and Lorraine Cheshire) 5)b Support people to stay healthy and independent through the provision of telecare and safety checks" A range of services that will promote independence will be developed e.g. additional telecare for people with more complex needs , employment opportunities for adults with a profound disabilty, provision of computer and associated support to enable users to be maintained in the community,… This will be an ongoing requirement. Prevention will be a key area of development to enable us to manage future demography pressures.x There is research and evidence to suggest that preventative strategy take a longer period to demonstrate efficiencies. | Improved performance on DoH indicators (help to live at home ). Improved health and well being of the communities we serve. NI 141 Number of vulnerable people achieving independent living GLG DSO N142 Number of vulnerable people who are supported to maintain independent living PSA 17 Varsha Raja & Sara Livadeas 6)e Develop and implement extra care housing strategy to enable people to receive care in their own homesX project team to develop implementation plan including finance, property, project support No ongoing requirementsG Cost of extra care average 250.00 per week less than residentail care, ó" I m p r o v e d p e r f o r m a n c e o n D o H i n d i c a t o r s ( h e l p t o l i v e a t h o m e )
" B e t t e r o u t c o m e s f o r o l d e r p e o p l e m o r e c h o i c e a n d i n d e p e n d e n c e . S o m e p e o p l e w i l l b e a b l e t o k e e p t h e i r a s s e t s b y b u y i n g i n t o E C H s c h e m e .
" C o s t s a v i n g t o S C S - T h e c o s t t o S & C S o f f u n d i n g a n a v e r a g e 1 0 w o r k c a r e p a c k a g e s i s £ 2 5 0 p . w e e k , a s a v i n g o f b e t w e e n £ 1 5 0 t o o £ 3 0 0 c o m p a r e d t o c a r e h o m e p u r c h a s i n g A s s u m i n g a n a v e r a g e s a v i n g o f £ 2 5 5 p e r w e e k a n d 8 5 7 n o n - r e s i d e n t i a l c a r e p l a c e m e n t s , e v e n t u a l s a v i n g s c o u l d r e a c h £ 1 0 M p . a
C28, C32û NI 141 Number of vulnerable people achieving independent living GLG DSO N142 Number of vulnerable people who are supported to maintain independent living PSA 17 NI 136 People supported to live at independently through social services (all ages) PSA 18
Sara Livadeas Nil 7)l Improve strategic planning and have better public services through appropriate involvement of service users More effective involvement of people with physical disabilities and older people in Partnership Boards (eg Health and Well Being Partnership Board, Extra Care Housing Programme Board) and on strategies such as the Physical Disability Strategy and Acquired Brain Injury Strategy. No’ " B e t t e r u s e r i n v o l v e m e n t .
" S t r a t e g i e s a n d s e r v i c e s t a i l o r e d t o m e e t a c t u a l n e e d s a n d a s p i r a t i o n s o f l o c a l p o p u l a t i o n .
" B e t t e r r e l a t i o n s h i p s
4 NI 67 Environment for a thriving third sector CO DSO 8)W Increase workforce skills through training. Develop micro providers to increase choiceª A d d i t i o n a l t r a i n i n g o p p o r t u n i t i e s t o s u p p o r t P r o v i d e r s
M o r e s m a l l ( m i c r o ) p r o v i d e r s o f s p e c i a l i s e d s e r v i c e s a t a l o c a l i t y l e v e l t o g i v e i n c r e a s e d c h o i c e t o c u s t o m e r s
7 Will be incorporated in the self directed support work ¿ " H i g h e r s k i l l l e v e l s o f s o c i a l c a r e s t a f f
" I m p r o v e d a n d m o r e c o n s i s t e n t q u a l i t y o f s e r v i c e d e l i v e r y
" M o r e c h o i c e f o r c u s t o m e r s
" R e d u c e d d e l a y e d t r a n s f e r s o f c a r e , d u e t o i n c r e a s e d s u p p l y
NI 179 Value for money CLG DSO Martin Bradshaw 9) b Increase capacity in local communities to include all people who need support through volunteeringv SLA with one voluntary organisation to act as an umberella organisation to recruit, support, train, CRB check volunteers, by acting as a single point of contact for volunteering opportunities. Existing services and agreements to be rationalised and incorporated into this overall framework. This will be achieved through close working with the corporate partnership team. 6 Project will provide options and ongoing requirements. Service delivery to meet lower levels of needs through effective use of volunteers is one of the most cost effective ways to meet our future demography pressures. This will assist us to meet unmet demand and will avoid costs for more expensive care due to early intervention. w Greater efficiencies as we will come together with Corporate
Greater flexibility in use of volunteer resource to achieve outcomes for users. Partnership working both internal and external agree rationalisation of volunteer resource
have the structure in place to deliver health and well being
Foundations in place to meet the development of locality services infrastructure
1 NI 6 Participation in regular volunteering CO DSO9 Varsha Raja(Supported by Caroline Taylor & Sara Livadeas) 10): Purchase 4 additional rehabilitation beds in Mental HealthÅ The funding will be used to purchase rehabilitation beds for people with mental health problems. It is anticipated that rehab therapy will result in enabling users to live a more independant life. * Funding is being sought for one year only ? There will a reduced need for ongoing care in the longer term.H Increased rehabilitation support for people with Mental Health problems. Eddie Mclaughlin 11). Implement Adult Social care information systemÁ Initial investigation, feasibilty study and an option appraisal for adult social care systems for year 1 planning. In addition preparation of the data and the system for future sustainability. TBAp System replacement < cost is estimated at £1.9M. However fesability in year 1 will provide more concrete estimate.F Estimated payback of £1.6M over 10 years starting in year 4 2011/2012.Ñ Provide better information to inform outcomes for service users. Time saving. Reduced staff stress. Better for operational requirements. Reduced need for bespoke work. Easier to extract performance informationw Easier recording leading to better quality information for performance reporting and a reduced need for closer scrutiny Caroline Parker and Amanda Joyce 12)- Roll out of Biecester model resource centres L Bicester resource centres has been highlighted as an area of good practice. This service model provides opportunities ranging from volunteering, exercises and alternative therapies for mental well being, socialising opportunities, rehabilitation and access to intermediate care right up to meeting assessed needs frail older people.H Note:These are estaimated costs awaiting the outcome of day services FSR
f cost avoidance, sustain carers in their caring role, reducing demand for longer term care ongoing care% Older people helped to live at home. TOTAL Corporate Core - ICT Annex 2d - Investment Proposals Area What does it do 2010/11 £ Service Improvement Programme© Infrastructure Programme developed annually to improve infrastructure, consolidate servers, improve storage management and fix general faults and keep the place running. Corporate Data Centre n Continuing investment in corporate data centre to keep it fit for purpose, incoporate changes and new capacity Corporate Data AdministrationŽ Implement the central capacity necessary to support the coming developments in data management required by directorates and central government Telephony ConvergenceE Finish the deployment of VoIP to all central and centralised offices. Corporate Form Development[ Continuation of the deployment of online eForms on the Portal for internal and external use
CollaborationD Upgrade existing collaboration software for Quickplace and Sametime Network Conferencing` Implement network video conferencing, shared computer workspaces to reduce commuting requirement Disaster Recovery - OSP^ Implement the mandated Disaster Recovery programme at the Oxford Science Park hosting facility PC Standardisationb Infrastructure restructure necessary to allow desktop PCs to be used in shared office environments5 Software compliance, distribution, network monitoringa Upgrade to software monitoring and distribution infrastructure for compliance and shared offices. LAN/WAN Upgrades& Directory Consolidation, Single SignOnm Extend infrastructure to allow users to sign on once and use any network system without additional challenge. File Sharing Restructured Improve file storage facilities to allow move from email shared folders to corporate data structure. Investment Proposals ! 1 ) £ 3 5 0 , 0 0 0 R a i s i n g A c h i e v e m e n t Aim:O To reorganise support for raising achievement in the County on an area basis.
This will:N Reflect and reinforce the locality-based multi-agency working already planned = Enable cross-cutting contributions to educational improvement^ Enable Raising Achievement staff to acquire in-depth knowledge of a smaller number of schools.7 Reorganise the differing needs of different localities.B Address many of the recommendations in the recent external review. Proposal:Y Establish the following posts in each of the three broad areas: North, Central and South: S e n i o r A d v i s e r S e c o n d a r y S e n i o r A d v i s e r P r i m a r y K The six post holders would lead and manage the work of School Improvement Partners in their locality. They would spend the majority of their time in schools so as to develop a thorough knowledge of those in their patch. An essential requirement for these posts would be successful headship experience in the relevant phase. In order to attract headteachers to the posts, the salaries would have to be pitched accordingly. This is in line with the practice adopted in the majority of local authorities. Secondments would also be offered, to increase the potential pool of applicants. Financial Information:Q 6 Senior Adviser posts at a total cost per annum of £576,000 (including on-costs)3 Amount to be found from existing resources £226,000: Difference in above sums, i.e. amount requested, £350,000 ^ The sum would not need to be added to the base budget because it is envisaged that efficiency savings could be made elsewhere in the Raising Achievement Service through restructuring. In the first year of restructure, any efficiencies are likely to be offset by redundancy costs. The proposal is for the funding to be available from April 2008 for two years. This would enable us to recruit to the positions without delay, whilst restructuring of other posts is underway. An annual review of the situation will take place, and it may be possible to reduce the sum or delete it altogether from April 2009./ 2 ) £ 4 5 0 , 0 0 0 B r e a k i n g t h e c y c l e o f d e p r i v a t i o n » T h e R e v i e w o f t h e C h i l d r e n a n d Y o u n g P e o p l e s P l a n e s t a b l i s h e d 6 p r i o r i t i e s . A l l a r e l i n k e d t o t h e D i r e c t o r o f P u b l i c H e a l t h a n d t h e C o u n c i l s p r i o r i t y t o b r e a k t h e c y c l e o f d e p r i v a t i o n . ä Preventative and early intervention support for children and families at risk of harm and other harmful outcomes (for example: care, exclusion or truancy from school, offending, drug and alcohol misuse, teenage pregnancy, NEET)."R a i s i n g t h e e d u c a t i o n a l a s p i r a t i o n , a c h i e v e m e n t a n d e n j o y m e n t o f a l l p u p i l s w i t h a p a r t i c u l a r f o c u s o n v u l n e r a b l e a n d / o r u n d e r a c h i e v i n g g r o u p s o f c h i l d r e n a n d y o u n g p e o p l e . C o n t i n u e t o f o c u s s u p p o r t a n d i n t e r v e n t i o n t o i m p r o v e O x f o r d s h i r e s a t t a i n m e n t i n r e l a t i o n t o s t a t i s t i c a l n e i g h b o u r s . i Improving sexual health, reducing unwanted teenage conceptions and improving support for teenage parents. Strengthening support to improve the emotional and mental health/wellbeing of all children and young people thereby reducing the incidence of behavioural difficulties, conduct disorders, mental health difficulties; with a particular focus on tackling the problem of bullying| Improving outcomes for children, young people and families in areas of deprivation including rural deprivation and isolationk Ongoing engagement and participation of children, young people and families in the development of services.˜ The CYP Directorate is committed to taking forward the development of locality services that will work with schools and other partners to intervene earlier and seek to reduce further demands on more specialist services. They will also serve to provide a screening service that will ensure faster access to specialist services when necessary and signpost children and families to other appropriate resources.¾ W i t h t h e d e v e l o p m e n t o f C h i l d r e n s C e n t r e s , E x t e n d e d S e r v i c e s a n d P r i m a r y C h i l d a n d A d o l e s c e n t M e n t a l H e a l t h S e r v i c e s a n u m b e r o f t h e b u i l d i n g b l o c k s f o r a c o m p r e h e n s i v e s y s t e m a r e i n p l a c e . Z L o c a l i t y d a t a s e t s p r o v i d e t h e o p p o r t u n i t y f o r a m o r e n e e d s b a s e d a l l o c a t i o n f o r r e s o u r c e s . T h e C h i l d r e n a n d Y o u n g P e o p l e s B o a r d h a s r e q u e s t e d t h a t 3 a r e a s o f t h e h i g h e s t n e e d b e i d e n t i f i e d t o a l l o w f o r < the co-ordination between agencies of targeted resources and a paper is going to its meeting on 16th November 2007 with proposed localities. / 1 ï The move towards both locality and integrated working will involve a major change to how the Directorate relates to, and works with, schools to address the Every Child Matters agenda. To obtain real engagement will require new ways of working and new types of workers. There is already evidence of the effectiveness of home/school links working as mentors in reaching out to vulnerable families who have to date failed to avail themselves of preventative services. An investment is now needed to take this further with a priority being given not to the recruitment of more social workers and psychologists, for example, but to workers recruited to match the identified needs for early intervention with the most disadvantaged children and families. £450K would ensure that an additional resource would be deployable in areas of the highest need that could, over time, significantly reduce the demand for high cost/low volume services in the future. To put this in context external placements can cost up to £300K per year. Janet Tomlinson) Corporate Priorities - to meet LAA issues Temporary funding On-going funding Total Temporary fundingÿ Ú ? ¨ u « x † S ¤ q j 7 † S … R
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