ADASS Spring Seminar
Jeff Jerome
National Director
Social Care Transformation
1. Finance IT Systems
What are we trying to achieve?
• The aim of this project is to help councils to update
financial aspects of their information systems, to make
these fit for purpose and compatible with personal
budgets, the new approach to financial contributions and
other key aspects of Putting People First.
• The outputs will enable councils to work with their IT
suppliers based on a consistent nationally-agreed highlevel specification
Finance IT Systems
What will be delivered?
A description of the core financial process required by councils to implement
personal budgets, including financial contributions
A high-level specification for information systems making clear what
functionality needs to be provided
It will outline:
core principles - for example, one principle may be that of individualised
budget allocation
what must be done – this is the core financial process map,
any requirements that should be adhered to – an example may be that of
allowing ‘split’ payments (a council managed service and a direct cash
Finance IT Systems
Who is involved?
• PPF Finance Reference Group (which includes representatives from
over 14 authorities, DoH and Social Care Consortium)
• IT Vendors (Northgate, Liquid Logic, Core Logic, OLM, Civica,
CareWorks etc)
• ADASS Personalisation Network
When will it be complete?
• Final draft presented to IT Vendors on 30th April
• Circulated to ADASS Personalisation Network for comment
• Early to mid May final document released
2. Council Workforce Study
What are we trying to achieve?
• Gathering preliminary information from key
‘advanced’ authorities in order to document their
progress in changing their workforce
• Findings will be shared with other councils, and
it is planned that this information be used as the
basis for a more detailed study
Workforce Study
What will be delivered?
• Answers to questions such as:
– What workforce groups were reviewed?
– What structural changes to senior and front-line staff
were made?
– Examples of joint working
– Use of independent organisations
– Commissioner/provider type considerations
– Training, development and retention issues
Workforce Study
Who is involved?
• 9 Authorities :
When will it be
• Early to mid May final
document released
North Lincs
Workforce Study: headlines
• Wide variety of approaches taken, ranging from no formal
restructure or still thinking), to a full review of both senior
management and front-line staff
• Joint working:
– Norfolk is one of the national pilot sites for the delivery of
Integrated Care Organisations. It has six pilot sites based in
primary care delivery. Currently creating a joint commissioning
team with Health Partners to cover all customer groups
– In Coventry the Integrated Intermediate Care Service is hosted
by the City Council, and was in the process of its own integration
and re-organisation throughout this period
– In Richmond the Reablement service is jointly managed in
parallel with the Intermediate Care Team. Intention is to merge
Reablement with ICT
Workforce Study: headlines
• Staff and/or functions being transferred to
independent organisations:
– Norfolk currently negotiating the potential to create a
Trading Company to deliver Care Housing in Norfolk
which will include 13 Housing with Care Schemes and
26 Residential Care Homes
– Essex has created Local Authority Trading Company
‘EssexCares’ with 850 staff TUPE transferred
– Richmond, 40% of support planning activity is being
transferred to the independent user led sector
Workforce Study
• Were job descriptions reviewed:
– Almost every authority reviewed job descriptions and
structures as part of their redesign
– Coventry created new roles such as an Outcomes
– Richmond created new functions in Access Service to
broaden the scope and reach of advice and
Workforce Study: Headlines
• Training, development, recruitment and staff retention
– Many authorities actively working with universities to ensure
personalisation is embedded into future workforce
– Coventry is involved in the development of the Social Work
curriculum at Coventry University. Most recently, staff have
developed a new Brokerage qualification. Module 1 has been
approved by the Curriculum Approval Board and the first cohort
will take place later this year
– Norfolk has a Strategic Workforce Group on which their Higher
Education colleagues sit and have created a Foundation degree
in Health and Social Care for Assistant Practitioners and a
‘Passport to Care’ for both PAs/Informal Carers
3.Budget Management
What are we trying to achieve?
• Very rapid gathering of preliminary
information from key advanced authorities
in order to document their approach to
Budget Management
Budget Management : Headlines
• In some cases, traditional ‘panel’ approaches are initially
adopted when PB numbers are low, but these do not
appear to be sustainable as volume increases
• Some authorities have devolved budgets back to service
manager level.
– In these cases clear spend targets are set for each team (either
fortnightly or monthly)
– If a team exceeds targets then the reasons for this are reviewed
– So far this has reportedly helped foster the right behaviour
4. National Learning Set –
Resource Allocation
What are we trying to achieve?
1. Benchmarking based on the Policy Document
A benchmarking tool to assist councils and regions to check
their resource allocation methodology against good practice.
To be an online facility to cover key areas that include coproduction, system and process, impact on families, learning
from experience
2. RAS Tool Calibration and Implementation
Making the RAS work in a financial environment
Cover 6-8 key areas where improved guidance and good
practice required, inc re-calibrating RAS/‘sizing the pot’
National Learning Set: Resource
Who is involved?
• 15 councils (all regions are represented),
citizen leaders and carer representatives
When will it be complete?
• Final workshop on June 10th to confirm
and improve products, and decide the
process for finalising
5. Personal Budget Implementation
• 38 authorities requested a conversation on
support for Personal Budget
• 19 authorities have had this conversation,
• 8 have requested ongoing support
Personal Budget Implementation
Support that has been requested includes:
– Help with outcome based reviews, since the volume
of new people coming in isn’t sufficient to meet NI130
– Holding provider events to help providers understand
how they can offer more flexible services
– Helping with modelling tools. As authorities move
from pilot to mainstream they need to understand
what weekly/monthly volumes they should be aiming
– Resource allocation systems. Helping to unblock the
situation where an authority thinks a RAS needs to be
‘perfect’ before implementation
6. PSSEX1 Update
Next steps
• Implementation of the new PPSEX1 categories would take place from 2012-13,
following formal consultation with stakeholders and councils, and a period of testing
through early implementation. Work to identify how personal budget statements could
be developed by councils is already being carried out by ADASS
The proposed timescales for taking forward the PSSEX1 proposals are:
– Share the revised proposal with ADASS finance reference group (DH, April 2010)
– Consult the Strategic Improving Information Programme Board (SIIP), on which
DH, ADASS and the Information Centre is represented (DH, April 2010)
– Consult with councils through the CIPFA working party (CIPFA, June 2010)
– Develop and demonstrate the proposed approach, through the TRIPS
programme (DH/Information Centre, September – March 2011)
– Update proposal to take account of learning from development phase and policy
changes (DH, April 2011)
– Develop final definitions and data collection forms (Information Centre, April-June
– Publish final proposals (CIPFA, September 2011)
– National implementation of the new PSSEX1 (Councils and Information Centre,
April 2012).

ADASS Spring Seminar Update