Jo Carberry, Programme Manager Delivering the Care Act 2014 Better Lives for People in Leeds ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● Jo Carberry, Programme Manager

What are the Challenges? Over the next 3-5 years ASC has a plan to significantly change the way we ‘look’ and operate for a number of reasons: Demographic timebomb and austerity Delivering the Care Act 2014 Integration and Pioneer Status Better Care Fund Increasing budget pressures and cuts – ‘doing more with less’ ASC is looking at a strategic programme of service transformation, re- design and/or reduction Delivered through a our Programme Management Office (PMO)

Background: Ad hoc arrangements for delivering change across the Directorate The current dynamic climate of constant and increasing change – often with many contradictory drivers for change Increasing complexity, risk and number of interdependencies that need to be managed The number of cross-service, directorate and organisational partners that need to be included in the change Lean approach to change vs Transformation Good portfolio, programme and project management is the key enabler to manage transformation

Background: Programme Management Office (PMO) established in 2010 4 Programme Managers appointed Review of all ‘project’ activity and resources resulting in re-structure and re-alignment of portfolios of work under our Better Lives themes: Integration Enterprise Housing Care & Support The Business Systems Transformation (BST) team was also established which includes a Business Analyst function Funding arrangements agreed

Adult Social Care PMO Structure Various Governance Boards PMO Senior Management Team – Portfolio Management Better Lives through Enterprise Team Work includes such thing as Better Care Fund, strategic commissioning and social enterprise projects etc. Better Lives through Integration Team Work includes such thing as Integrated neighbourhood teams, Gateway to Services etc. Better Lives through Housing Care and Support Team Work includes such thing as sustainable housing, provider services and residential and day care projects etc. Business Systems Transformation Team Cross Cutting Work e.g. Delivery of the Care Act, Replacement Case Management System etc. and the Business Analysis function to support the above

Getting Our Requirement Right! If you can’t measure it, you can’t understand it!   If you can’t understand it, you can’t control it! If you can’t control it, you can’t improve! To deliver to the scale and pace expected in these times – we have to get things right first time Therefore we have to deliver what the business needs

Getting Our Requirement Right! Critical Success Factors: Understand you requirements – the business is key in defining this Understand where you are now and where you want to get to The ‘products’ you deliver must be right for the business and have optimal value for them Requirements do not come about by chance There is a difference between building and/or implementing or process or piece of software and solving a business problem Effective change controls

How we are approaching this in Leeds? In preparation for the Care act and Integration we: Mapped our As-Is (baseline) for the complete end to end customer journey across ASC Standardised they way we did things, the tools we used and where we recorded information Undertook metrics and performance data analysis to inform demand and capacity planning Established Portfolio Management arrangements across the PMO PMO Management Information Portal

How we are approaching this in Leeds? PMO Management Information Portal

How we are approaching this in Leeds?

How we are approaching this in Leeds?

How we are approaching this in Leeds? Chief Officer; Sukhdev Dosanjh and operational business lead for transformation ; Julia Suddick appointed Programme Manager, Jo Carberry appointed Strategic direction overseen by the Care Act Programme Board Three prioritised areas for implementation in Leeds for 2014/15: Assessment and eligibility Carers Information and Advice These will be also be supported by workstreams including: Market development/shaping IT solutions Further work will be prioritised in 2015/15

How we are approaching this in Leeds? Care Act Programme Board (includes DLT leads) Chief Officer Social Care Reforms (Programme Executive) Care Act Programme Team (Chaired by Head of Service -Transformation) SMEs SMEs SMEs SMEs SMEs SMEs SMEs SMEs SMEs Assessment & Eligibility Project Carers Project Information, Advice & Advocacy Various Workstreams

How we are approaching this in Leeds? Number of workshops held to determine what we need to do Detailed Implementation (Programme) Plan of action being developed Project and workstream SME leads appointed and teams will be established Links into existing programmes of work and shared resources Supported by a detailed Consultation, Engagement and Communication Strategy and Plan Work on-going to determine budget impacts Regional collaboration

Any questions?