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

2. 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)

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

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

10. How we are approaching this in Leeds?

11. How we are approaching this in Leeds?

12. 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

13. 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

14. 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

15. Any questions?