1. !

2. Where We’ve Come From Where We Are Now Wider Agendas DCRS SWOT Analysis Where We’re Headed DCRS Strategy DCRS New Developments !

4. Context… Running since 2007 – DCRS designed around HT service handbook – Two Department of Health SLAs – From 1 to 96 active organisations at peak Currently – 74 organisations after new take-ups, mergers, losses and discontinuances – 400k clients processed Tangible service benefits proven

5. !

6. Wider Agendas/ Outlook Localisation agenda Organisational change Public Health movement into local authorities PCT > Clinical Commissioning Group handover Increased competition Impacts of national debt! !

7. STRENGTHSWEAKNESSES  Shared data collection fields  Large user base, thus large dataset  Local, regional & national reporting  ‘One-stop shop’ system provision & support  Clear and demonstrable HT benefits  Knowledge sharing  System development too slow  DCRS not localisable enough OPPORTUNITIESTHREATS  Clinical Commissioning Groups (CCGs)  Community Information Dataset (CIDS)  Greater system flexibility  Enabling DCRS for additional services  NHS organisational change  National debt!  Loss of national steering group Where we are now… !

9. Core principal… First and foremost… – Our core principal is to retain system ‘status quo’ for those that don’t want change. – Health Trainers remains our core business. – Our SLA commitment is our guarantee.

10. Localisation Agenda Strategy More localisable drop-down lists System-wide disable/enable/mandatory options – Wellbeing measures – Key health indicator measures – Client details, client contacts, certain assessment section fields Repeat wellbeing/ key health indicator sections at review/ maintenance (as required).

11. Sounds Great, But When?! List localisation (PHP goals/ targets – live!) New wellbeing measures – WEMWBS (under early release now!) – Switch on/off of new or existing measures (Sept) Field enable/disable – New fields: Emergency contacts, PAR-Q (Live!) – Existing fields: Switch on/off or mandatory/ non- mandatory for many existing fields (August) – New question sections as desired…

12. CertificateNational report Growth in outcome measures

13. Financial Pressures Strategy Base cost reduction of £1k next year Expansion of system scope to cater for additional services – Base cost ‘shared’ within an organisation – Greater economies of scale

14. Service Expansion Strategy Support for additional assessment ‘types’ Strategic ‘proof of concept’ work in Oldham – Rollout to four additional services underway – Opportunity for one or two other partnerships System re-branding to DCRS Steady rollout to ensure scalability

15. Additional Items of Note Reports redevelopment – To be kept as similar to present as possible – Fundamental change report amends – Increased filtering options Smaller, more rapid software updates rather than big, slow updates Our organisation has/ is changing – BPCSSA no longer exists, B’ham & Solihull Cluster now, CSS or Social Enterprise in future

16. STRENGTHSWEAKNESSES  Shared data collection fields  Large user base, thus large dataset  Local, regional & national reporting  ‘One-stop shop’ system provision & support  Clear and demonstrable HT benefits  Knowledge sharing  System development too slow  DCRS not localisable enough OPPORTUNITIESTHREATS  Clinical Commissioning Groups (CCGs)  Community Information Dataset (CIDS)  Greater system flexibility  Enabling DCRS for additional services  NHS organisational change  National debt!  Loss of national steering group Summary