Part 1 (Open to
the public)
ITEM NO.
REPORT OF THE SUPPORTING PEOPLE LEAD OFFICER
To the: Lead Member for Housing Services
On:
Monday, 28 July, 2003
TITLE: Managing Supporting People In Salford
RECOMMENDATIONS:
That the Supporting People Team is allowed to expand (3 new posts) and
regrade (4 posts) to reflect the change in work loads and duties and allow the
team to build on successes so far and push for beacon status.
EXECUTIVE SUMMARY:
The key purpose of the report is to describe the new challenges facing
Supporting People and to put forward the restructure of the Supporting People
Team to meet these rquirements:
1
Record the achievements of the Supporting People team during 2002/2
·
Received national recognition from ODPM for preparations and
Supporting People systems
·
Have assisted and sold systems and solutions to other Local Authority’s
·
Won £60k to explore the how to include BME groups in developing
Support services
·
Received a Good Shadow Strategy rating
·
Captured a Supporting People grant of over £14m – 2nd largest in G/M
·
Created 451 ‘new’ support service places – 10% increase during 2002/3
2
·
Outline expectations for next year,
Must conduct Quality Service reviews of 300
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·
Must be measures against a Value for Money framework –with savings
achieved
·
Timely, accurate and reconciled payments of over £1m per month to
300+providers
·
Maintain accuracy of payments to sheltered housing providers by
tracking and adjusting changes in individual tenancies, cross-referenced to
HB claims
·
Further developing methods of exchanging data between Supporting
People team and providers –for payments accuracy and for measuring
performance
·
Developing ‘needs’ measurement systems
·
Full 5 year Supporting People Strategy to be in place by Jan 2004
3
Responsibilities of the City Council – to ensure
·
That reviews are undertaken, as a condition of receiving and managing
the Supporting People grant
·
The administrative and financial processes must be resourced and
completed to ODPM requirements
·
A Fairer Charging policy is applied to Support Services. (Although this is
managed by Welfare Rights – it is co-ordinated by the Supporting People
team in respect of applicants in supported housing
4
Describes where the team must be strengthened to improve our
performance
·
The review programme must be adjusted and more robust to make
£250k ‘savings’ during 2003/04
·
‘Needs’ evidence is essential to
·
target resources
·
argue to retain the Supporting People grant at its current level (£14m)
·
Capacity is needed to continue to link the Supporting People plans into
the wider social and health priorities and expenditure
5
Seeks approval to spend the ring fenced Supporting People ‘
Implementation Grant, by Adjusting Job descriptions and Grades and
recruiting to new posts,
·
Reason – to meet the challenges above
·
To retain existing skills –
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o
all Supporting People teams are developing nationally -
o
many of the team have transferable skills also in high demand
o
to be more broadly in line with comparable posts in other
directorates
Seek approval for the following structure
Lead Officer PO 4/5 – no change
Supporting People Best Value and Commissioning Manager PO3 –
Replaces Project Manager PO2
Payments Manager PO3
Replaces Supporting People Transitional Housing Benefit Manager PO2
Systems and Processes Manager PO1/2
Replaces Supporting People Systems Officer SO1/2
Supporting People Contracts and Review Manager and Joint Review Manager
PO1/2 – 2 posts
One Post - Replaces Supporting People Processes Officer SO1/2
One New Post
Supporting People Officers 2 posts Scale 4/5
Two New Posts
Supporting People Assistant Scale 3
Existing post no change.
BACKGROUND DOCUMENTS:
See attached
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ASSESSMENT OF RISK:
No Risk
THE SOURCE OF FUNDING IS:
Supporting People Grant (ring fenced)
LEGAL ADVICE OBTAINED:
Yes
FINANCIAL ADVICE OBTAINED:
Yes, from Pat Varley
CONTACT OFFICER:
Joe Coogan
WARD(S) TO WHICH REPORT RELATES:
ALL WARDS
KEY COUNCIL POLICIES:
Best Value; Equalities; Health; Housing Strategy; Modernising Local
Government; Social Exclusion; e Government;
DETAILS:
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Managing
in
Salford
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July 2003
Supporting People in Salford April 03-04
The purpose of this report is to
1. To update Supporting People Core Strategy Group and Commissioning
Body,
1.1. on the 2002/03 activities and achievements of the Salford Supporting
People team and
1.2. describe the developing requirements of the SP programme for 03/04.
2. To set out the responsibility of the Local Authority to
2.1. fulfil the Supporting People Grant Conditions and successfully
implement and manage the administration and strategic development
of the Supporting People programme and services;
2.2. to develop a Supporting People Strategy capable of achieving an
‘Excellent’ rating, and as a working brief to direct priority activities,
commissioning and investment
3
To seek approval for use of the ring fenced Supporting People
Implementation Grant 2003/04, to
3.1.
adjust job descriptions and salary scale of existing postholders
within Supporting People Team to reflect evolving responsibilities
and to create and recruit to new posts
3.2.
to fund one off projects to further the Supporting People programme
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1. Update
1.1
Background - Activities and Achievements 2002/03
The report of February 2002 ‘Implementing Supporting People in Salford’ set
the scene for the creation of the existing Supporting People and highlighted
priorities for the year. The existing Supporting People team has proved highly
innovative, flexible, dedicated and skilled to implement the project on time and
has received national recognition of its high standard. The project has
demanded an expert knowledge of supported housing, IT, benefits, contracts,
changing legislation, law and over-lapping strategies within Local Authorities.
In brief, the team have:
 Accompanied ODPM’s national Supporting People Director and Deputy
Directors at events to demonstrate how the processes could be locally
achieved.
 Developed an effective Supporting People contingency payments
system, which has been shared with and ‘sold’ to other Local
Authorities.
 Successfully implemented the ‘OLM’ Care Support IT system to make
payments to providers on the 1st of April 2003. Salford is the only
Authority (of the 47 who are using OLM) to manage this feat.
 Developed an innovative ‘Electronic calculator’ for use by e.g. Welfare
Rights staff, to ease financial assessments in the community, provide
clear and responsive information to claimants, and speed and simplify
electronic data exchange (to Supporting People teams and Social
Services systems) and bought by 10 local authorities to date.
 Successfully bid to ODPM (£60k) to research engagement with BME
groups and produce a best practice guide, which although focussed on
Supported Housing is widely transferable. The study has increased the
networks of the Supporting People team with BME specialist groups
and with Salford University who have been our partners.
 Produced a Supporting People Shadow Strategy, which has received a
‘good’ rating.
 Developed strategic links, with places and attendance on
 Older Peoples Development Board
 Learning Difficulties Partnership Board
 Mental Health Partnership Board
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
Teenage Pregnancy Executive Group
 Worked with above groups, operational care and over 50 services
support service providers, including Drug and Alcohol teams, Elderly
Services, Supported Tenancies, National Children’s Homes Aftercare
Services, Probation etc, to help with systems and future service
planning.
 Chosen for a visit in National Supporting People ‘go-live’ week for a
visit by the ODPM’s Deputy Director Supporting People - as they look
for good news story to raise the profile of the initiative.
The outcomes of this include
 A Supporting People Grant for Salford of over £14 million.
This is a growth of over £10 million during 2002/03
This is the 2nd highest in Greater Manchester and significantly higher
(double) than most other Authorities in the area)
 A significant increase in the number of supported places or floating
support services available and directly related to the skills of the SP
team in promoting and nurturing the growth of new services and
ensuring existing services are financially viable.
 The number of additional places covers groups of strategic
importance:
No
Service Type
Vulnerable Group
119 ‘Floating’ Supported Tenancies
25
8
10
10
25
6
Accommodation Based Services
Young People and families
Ex-offenders (Probation)
Rehabilitating Alcohol Abusers
Young People Leaving Care
Families with Multiple Needs (ASBO)
People with Mental Health Needs
Older People “
“
“
150 ‘Extra Care’ Sheltered Housing
89 3 Separate Housing Schemes
9 3 Separate Housing Schemes
Older People
Single Homeless with Multiple needs
People with Mental Health Needs
451 New Support Service Places
This represents a 10% increase in new supported housing services during
2002/03.
1.2
Requirements of the SP programme for 2003/04 in brief.
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
Prepare & Conduct Service Reviews using new Quality Assessment
Framework
300 services must be synchronised through a rigorous test of strategic fit and
demand, along with the management of a variety of qualitative and
quantitative data for each service including a Quality Assessment Framework
(QAF) This includes 17 separate objectives including Health and Safety, Fair
Access, Diversity and Inclusion, Protection from Abuse and Needs
Assessment and Support Planning and Service Performance Indicator data
(and a range of local PI’s).
Evidence from validation visits, cost-effectiveness data and other
management data must be used to assess and compare services in a sector
where many services been developed and have previously managed outside
of any quality or standards framework. For a sample of the services it will be
necessary to work cross-authority to coordinate reviews and share
accreditation information and review services jointly with Social Services ad
other stakeholders. To instil consistency across the sector we will be providing
training on all aspects of both the returns and standards required.
Outcomes and length of reviews will vary, and contracts will have to be
negotiated, adjusted for changes and remodelling of services and these new
agreements monitored. Accreditation must be carried out on each
organisation prior to offering a new contract, financial information is required,
proof of employment policies to ensure the stability of the organisation in the
lives of the service users.

Contracts compliance / accreditation / reviews (Best Value & ‘savings’)
The quality assessment and accreditation processes provide data that allows
the SP Team to monitor performance and ensure contract compliance. The
ODPM is about to launch ‘Value For Money’ tables that benchmark similar
services on a regional basis on a cost basis. This information combined with
the Quality Assessment Framework (QAF above) and Supporting People
Performance Indicators must be managed to identify schemes and services
where money could be used more efficiently.
It is essential that the SP team carries out these cost cutting exercises and
evidences the process for ODPM. The ODPM is aware of the large growth of
SP pots in LA’s over the past three years and will inevitably claw back some
of this funding. It is vital for Salford that the right schemes are targeted for
savings so that best value is achieved across the sector as a whole. The
consequences of getting this process wrong would be a cut in the support to
groups considered ’hard to reach’ or ‘unpopular’ (i.e. the most vulnerable)
whilst other groups retain a disproportionate amount of the funding.

Administer Payments / Reconcile / Fairer Charging adjustments
Smooth administration of Supporting People ‘subsidy’ is vital to protect
vulnerable clients' interests. It is the Supporting People team's responsibility to
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be proactive in ensuring claimants fill in the forms they need to, and that
internal processes run smoothly and accurately.
Administration of subsidy payments for clients on Housing Benefit (HB)
requires an application from each client, which incorporates authorisation to
obtain information about their HB claim. Information from HB about new and
cancelled claims needs to be analysed weekly and Care Support system
updated to stop payments for people who no longer receive SP services and
to put subsidy into payment for SP service users who have gone onto HB. The
first two week's reports required 117 claims to be checked. This rate of
turnover would equate to around 250 payment adjustments per month. In
addition, the SP team must review the HB status of around 3,500 clients in
chargeable schemes within 12 months and adjust payments as necessary.
For SP service users not on HB, the Supporting People Team aims to protect
the interest of vulnerable clients by being proactive in promoting and
arranging Fairer Charging assessments, where clients are likely to qualify for
assistance. Around 200 requests for assessment have been received to date.
Once assessed, subsidy must be put into payment and adjustments made
when clients' circumstances change.
Before payment is physically made each month, adjustments must be
authorised on Care Support, involving reconciling HB and SP data for each
claimant.
Liaison is vital with HB to confirm support charges so as to ensure HB is not
awarded in respect of support, and to track service users coming on and off
HB. Liaison is also essential with the Charging Assessors to ensure
assessments are carried out and the results communicated to the SP Team.
Liaison is also important with providers as they play a vital role in to ensuring
service users are informed about SP and helping service users apply for SP
subsidy and resolve any problems where payments are expected but not
received.

Paying £14m in monthly variable amounts to 300 plus ‘providers’
Turnover in Supported housing and changes in circumstances mean that for
the vast majority of contracts the amounts payable will vary on a weekly basis.
To ensure the stability of the sector, especially the smaller providers, it is vital
that the payments are as accurate as possible. The Supporting People Team
believe that the first payment of Supporting People Subsidy is the most
accurate in the country. Salford’s data was taken from an extract on 20/03/03,
whilst over LA’s locally used data from October 2002 which is obviously
already six months out of date. It is essential Salford’s good start is built on
and that systems are in place that allow speedy changes and reconciliation.

Data Exchange – New national requirement for continuous monitoring
of occupancy of Supported Housing Services
Providers of supported housing are now being more intensely monitored that
at any time before. The ODPM designed monitoring systems have placed
massive extra pressures on provider’s resources. The SP Team will in turn be
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monitored on the data collected from providers. Therefore it is vital that we
develop local solutions that are user friendly and provide support to providers
to enable them to meet the requirements. This will inevitably generate a large
volume of extra work for the Supporting People team.

Needs Mapping and research
Although Salford has made great advances during the past two years in
mapping supply of services and gathering an accurate picture of what
services are available where, for whom and at what cost, the next stage is
more complex. Identifying needs requires a diverse range of tactics coordinated in one place if it is to be success. It must combine qualitative and
quantitative data from a variety of sources. To effectively feed into the
Supporting People Strategy, and just as vitally into other linked strategies and
agendas, this process requires skilled officers experienced in research. It is
vital that the existing experience in the SP team is not lost to other LA’s.

Supporting People Strategy due Jan 04
The ‘prescribed’ content, process and presentation of the full Supporting
People Strategy is yet to be announced although indications are that it
may be tailored to local profiles and past performance. Details of feedback
from Salford’s Shadow Strategy and target areas for improvement are
shown at 2.2. below.
2
Fulfilling the Grant Conditions to successfully implement and
manage the administration and strategic development of the Supporting
People programme and services
2.1
The Secretary of State has set out stringent grant conditions that must
be followed if the Supporting People Grant is accepted.
Conditions include:
 The Supporting People team must develop and maintain a rigorous
service review and monitoring programme to comply with the grant
conditions. This requires “appropriately qualified persons or bodies” to
devise the programme and carry out the reviews. Salford SP Team
already contains highly skilled and qualified officers that would be at
risk from ‘poaching’ by other less fortunate LA’s in the Greater
Manchester area.
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 Significant administrative tasks must be carried out to comply with the
grant conditions, including financial and statistical returns to the ODPM,
within deadlines. Accountability is key and the SP Team must and be
fully able to demonstrate consistent use of systems that give effective
financial and managerial control.
 Responsibility for administering a fair charging system applicable to
support services. This is to be coordinated by the SP Team (although
conducted by Welfare Rights). All service users in ‘chargeable
schemes’ have the right to be financial assessed via Housing Benefit or
Fairer Charging. It is vital for service users that this process is efficient
to avoid financial hardship to some of the poorest groups in Salford,
including older people, adults with learning difficulties and those with
mental health problems.
The proposed structure and grades included in this report are designed with
the above requirements in mind and to help ensure that Salford retains as
much as possible of the £14 million for reinvestment in improving services.
2.2
Developing the Supporting People team and Supporting People
Strategy to deliver Excellence
The Supporting People Shadow Strategy and programme in Salford has been
rated as ‘good’ by the ODPM. In many areas there is significant evidence that
the performance of the team is far above ‘good’ and is in fact recognised at a
national level as developing best practice in the specialised and new field of
Supporting People. It is vital however that the areas identified in the feedback
on the Supporting People Shadow Strategy as being ‘fair’ are strengthened to
ensure that the next assessment, for the full Strategy to be developed and
submitted by January 2004, is rated as ‘excellent’. The following paragraphs
describe what this means.
 The ‘Service Review Programme’ had been developed in Salford to
take into account other review programmes (such as Best Value, Social
Services reviews etc) and on a client group basis. The feedback on the
shadow strategy suggested that we needed to develop a more robust
program methodology. This was before the ODPM moved the goal
posts slightly with the announced saving that have to be made in the
first year. The proposed structure in this report will allow a robust
programme of reviews to be carried out and with the’ joint working
position’ to be adopted, we will be able to meet the new requirements
for savings in the first year.
 The proposed structure will allow Salford to build on needs mapping
and findings from the BME research and strengthen links to hard to
reach groups. In partnership with officers not based directly in the
Supporting People team, (including the Mental Health Accommodation
Officer, an officer in learning difficulties and a officer representing
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young people) an extensive needs mapping and consultation exercise
is essential. This will provide evidence that the £14 million grant is
needed.
 The capacity for effective corporate and cross agency and authority
boundaries is essential to tie the Supporting People grant into cofunded projects and services that can be seen to satisfy a wide range
of objectives. In this way it is hoped that the good practice and best
value achieved will reduce the ODPMs potential for reducing the grant
allocation to Salford.
Supporting People already pro-actively assists other key strategies and
initiatives by prioritising housing and support services, which have the widest
implications, for example
Dundee Families Project will support vulnerable families who may face
eviction through Anti Social behaviour
Links to Crime & Disorder, Homeless Prevention, Social Inclusion
Sure Start
Teenage Pregnancies- this links to education, connextions, health, social
inclusion.
Persistent Offenders- links with crime and disorder, social inclusion.
3
Overview of Proposals – a recruitment and retention strategy
The next stage in the Supporting People programme (especially the first year)
is equally important and it is vital that the experience and skills that were
successfully recruited, retained and developed, remain in Salford’s SP team to
set up the ‘Steady State’ systems that will ensure the long-term success and
positive impact for vulnerable people in Salford and the City as a whole.
All 10 Greater Manchester Authorities will be recruiting in response to the
demands of ‘Steady State’ Supporting People activities and we are aware that
other Local Authorities have had difficulty in recruiting suitably skilled
Supporting People staff. Therefore we have developed a staffing structure
that will enable Salford to retain existing staff and attract a high calibre of new
staff where required (see end of report).
The structure of the proposed team is designed to allow progression and
development for existing and new staff. We believe this is essential to avoid a
‘brain drain’ to other less established teams within Greater Manchester the
surrounding authorities. The team structure is also designed to fit into existing
posts (i.e. job scales and salaries) at Community & Social Services
Directorate as a level playing field will allow the necessary joint working to
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take place to ensure a cohesive and holistic approach to support services and
care services, as the overlap is widely recognised.
The Supporting People team will work closely with client group specific posts
that already exist to ensure the best use of funding in these specific areas.
These include existing posts in Mental Health Services and Learning
Difficulties, a new post representing Young People and potential new joint
posts, agreed in principle but awaiting priority funding. These posts will work
in conjunction with the Supporting People Review posts and will lead on
‘whole’ needs mapping for their respective groups to be supported.
Additionally at the Supporting People Core Strategy Group Meeting in March it
was agreed that a stock condition of the supported housing stock should be
carried out. This would have one off costs. The proposed solution is to
employ a surveyor on a temporary basis (6 months) to pull together any
existing work and to carry out the survey where we could gather no recent
evidence of condition of the property. This is seen as vital to ensure the
building conditions are not compromising the support being carried out. It will
also act as a base from which to monitor improvements in the condition of the
stock. Findings are transferable and will complement wider stock condition
data.
The SP team is also considering taking on a student placement from Salford
Universities Masters in Housing course. We are currently in tentative
discussions with the University to gauge interest. It is foreseen that this
placement could assist with the stock condition survey.
3.1
Proposed Changes to Roles, Salary Scales and the Creation of New
Posts
Supporting People Lead Officer PO 4/5 – No Change
This is an existing and mandatory post responsible for the implementation,
management and performance of the Supporting People programme to ensure
that the Local Authority meets its statutory obligations to develop and maintain
strong links with partner agencies and stakeholders to ensure the Supporting
People Strategy and Plans contribute to the national policy and the City’s wider
objectives.
Supporting People Best Value and Commissioning Manager – PO3
Replaces Supporting People Project Manager PO2
This post is an adjustment to the existing SP project manager role. Salford
has a large SP pot and it is vital that we can prove it is being spent well and
meeting the needs of vulnerable people. This post will examine the funding of
all schemes bench marking across services locally regionally and nationally.
The aim will be to identify areas were saving could be made whilst maintaining
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crucially the quality of the support to the service user. This post will also
coordinate the quality and monitoring carried out by the two review posts as
this feeds into the financially assessments. This post is graded in line with the
quality and monitoring manager at social services.
Payments Manager PO3
Replaces Supporting People Transitional Housing Benefit Manager PO2
This post will establish the policies and procedures to maintain and monitor
payments to providers of support. Working closely with the SP IT systems
manager this post will ensure efficient flows of data in and out of the IT
system. The budget of £14 million will require comprehensive audit trails and
complicated reconciliation, as well as authorising the initial payments to
providers with the information gathered. This post will maintain links with the
housing benefit system that are crucial to the smooth running of Support
People, as HB acts as a passport through charging for SP services.
Supporting People Systems and Information Manager PO1/2
Replaces Supporting People Systems Officer SO1/2
Salford has bought into an OLM package of software to manage Supporting
People and link the fairer charging system for care to Supporting People. This
has been a complicated process and it is vital that for at least the first year
that we develop systems to manage this data. Contingency systems have
been developed and additional databases developed that will allow us access
to the information we require to make payments, monitor protection, reconcile
and identify individual payments to single service users within a budget of £14
million and over 3500 service users. Without this level of expertise SP could
not function efficiently.
Supporting People Contracts and Review Manager and Joint Review
Manager PO1/2 – 2 posts
One Post - Replaces Supporting People Processes Officer SO1/2
One New Post
These posts are to carry out the QAF and accreditation for all the SP funded
properties. One post will focus on the joint funded stock, working closely and
developing joint systems with social services. The other post will focus on the
single funding stream schemes. These reviews will feed directly into the
strategy and it is essential that they are carried out by staff who have
experience of supported housing and an excellent knowledge of Supporting
People.
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Supporting People Officers
New Posts
2 posts Scale 4/5
These posts will assist the day to day running of Supporting People on the
payments and quality and monitoring side. It is essential to put in place and
maintain both a robust monitoring system and an accurate payments system.
Supporting People Assistant
Existing Post
The steady state team will require support in terms to carry out its functions
efficiently. These posts will carry out administration tasks but will be expected
to train to use and maintain the database, HB systems and assist in the QAF
and accreditation.
3.2
Use of ring fenced Supporting People Implementation Grant
Budgets and one off costings
Supporting People Administration Grant £300,000 (ring fenced)
Recurring Annual Costs
SP Lead Officer
SP BV & Commissioning Manager
SP Payments Manager
SP Systems and Info Manager
Contracts and Review Manager
Joint Review Manager
SP Officer
SP Officer
SP Assistant
Total Wages
Training Costs
Travel Costs
Stationary
Miscellaneous
IT
Total Annual Costs
Total Income
£39574
£34310
£34310
£31533
£31533
£31533
£21369
£21369
£16711
£262242
£6283
£5000
£5000
£4000
£17474
£299999
£300000
One Off Costs
During the first year the full annual cost will not be required as there will be a
lead in time in terms of recruitment for the two SP Officer posts and the
Review Posts. Also all posts are calculated on top of scales with 15% on
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costs, therefore it is likely there will be a small under-spend as a result of this
cautious but sensible approach.
This will free up funds for one off costs associated with specific tasks/one off
purchases. In the first year these are likely to be:
Stock Condition Survey:
IT Hardware and Software
Office Equipment
£14000
£26,000
£6000
Total ‘one off’ Expenditure
£46,000
Conclusion and Recommendations
It is recommended that this report is read in conjunction with the report
‘Housing Support Services’ dated December 2002.
That Core Strategy Group supports
 the description of priority activities for the Supporting People team and
 the suggested use of the Supporting People Implementation grant
 this report being sent for approval by Lead Members Housing and
Personnel
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Supporting People Steady State Structure (Core Team)
Lead Officer Supporting
People
PO 4/5
SP Assistant
Payments Manager
SP Best Value
And Commissioning
Manager
Scale 3
PO3
PO3
Systems and
Information Manager
SP Joint Review
Manager
SP Contracts and
Review Manager
PO 1/2
PO 1/2
PO1/2
SP Officer
SP Officer
Scale 4/5
Scale 4/5
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JOB DESCRIPTION
Directorate:
Strategy and Regeneration
Section:
Supporting People
JOB DESCRIPTION:
Job Title:
Best Value and Commissioning
Manager
Grade:
In April 2002 the City Council commenced
a Job Evaluation exercise. The target for
the completion of the exercise is
September 2003. This means that the
grade for this post will be revaluated as
part of the exercise and may potentially
change either up or down. Implementation
will be phased over a period of up to 3
years in accordance with arrangements to
be agreed. Employees will be kept
informed of what is happening by means
of a joint newsletter and briefings as
appropriate.
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Location of Work:
Turnpike House
Directly Responsible to:
Lead Officer Supporting People
Directly Responsible for:
Hours of Duty:
Primary Purpose of the Job:
37 Hours per week in accordance with the
Flexible Working Hours Scheme.
To ensure the supporting people budget is
achieving best value and to commission
schemes of high quality that meet the
needs of the City of Salford.
Job / Reference No:
MAIN DUTIES AND RESPONSIBILITIES / ACCOUNTABILITIES:
Achieving Best Value
1. To review the financial situation of all support service
2. To identify savings whilst maintaining the quality of services
Needs and Research
3. To interpret results from QAF and Spi’s
4. To develop a robust needs mapping programme.
5. To develop a robust tendering and commissioning programme.
6. To identify gaps or over provision and seek solutions.
7. To identify and liase with all stakeholders with involvement in Salford’s SP
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services.
Cross Authority
8. To work on a cross authority basis with providers and other LA’s and partners.
9. To develop a networks within stakeholders and other Authorities to share
accreditation information.
Deputise for Lead Officer
10. To deputise for the lead officer.
11. To feed results of needs mapping into the SP strategy.
To Attract Additional Funding
12. To bid for and carry out research projects on behalf of the ODPM.
13. To develop innovative solutions for SP teams IT system (in conjunction with IT).
14. To represent Salford Supporting People at meetings and events within the
authority and externally.
15. To develop, organise and deliver training to provider organisations to maintain a
high level of engagement with the Supporting People programme and to council
staff and other organisations to contribute to the effective management of the
Supporting People programme.
16. To lead cross-departmental team on new developments.
OTHER DUTIES:
1. To monitor individual and team performance including monitoring and effectively
managing sickness absences of staff and dealing with in accordance with the City
Council’s Attendance Management Policy
2. The post holder must carry out their duties with full regard to the City Council’s Equal
Opportunities, Health and Safety and Community Strategies policies.
3. To contribute and demonstrate a commitment to the City Council’s Crime and
Disorder Reduction Strategy.
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4. To undertake such additional duties as are reasonably commensurate with the level
of this post.
REVIEW ARRANGEMENTS
The details contained in this Job Description, particularly the principal accountabilities,
reflect the content of the job at the date the Job Description was prepared. It should be
remembered, however, that it is inevitable that over time, the nature of individual jobs
will change; existing duties may be lost and other duties may be gained without
changing the general character of the duties or the level of responsibility entailed.
Consequently, the Authority will expect to revise this Job Description from time to time
and will consult with the post holder at the appropriate time.
Date Job Description Prepared / Revised:
Prepared / Revised By:
03/07/03
Joe Coogan
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JOB DESCRIPTION
Directorate:
Strategy & Regeneration
Section:
Housing Services
JOB DESCRIPTION:
Job Title:
Supporting People Payments Manager
Grade: PO3
In April 2002 the City Council commenced
a Job Evaluation exercise. The target for
the completion of the exercise is
September 2003. This means that the
grade for this post will be revaluated as
part of the exercise and may potentially
change either up or down. Implementation
will be phased over a period of up to 3
years in accordance with arrangements to
be agreed. Employees will be kept
informed of what is happening by means
of a joint newsletter and briefings as
appropriate.
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Location of Work:
Turnpike House
Directly Responsible to:
Supporting People Lead Officer
Directly Responsible for:
Supporting People Systems and
Information Manager
37 Hours per week in accordance with the
Flexible Working Hours Scheme.
Hours of Duty:
Primary Purpose of the Job:
Responsible for administering Supporting
People Subsidy in accordance with
legislation, government direction and
Salford’s Supporting People Charging
Policy
Job / Reference No:
MAIN DUTIES AND RESPONSIBILITIES / ACCOUNTABILITIES:
5. To ensure that claimants with entitlement to Housing Benefit are passported to
Supporting People Subsidy.
6. To ensure that Fairer Charging for Supporting People service users, who are not on
Housing Benefit, is implemented.
7. To ensure that Supporting People client details are input and maintained on the
payments system.
8. To ensure that applications for Supporting People Subsidy and authorisations for the
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exchange of information with Housing Benefit are processed, and the Housing
Benefit system updated accordingly.
9. To authorise payments of Supporting People Subsidy on the payments system (£1.2
million per month).
10. To ensure that service users and providers are notified of entitlement to Supporting
People Subsidy.
11. To deal with enquiries from clients and providers about Supporting People payments
12. To liaise with the Housing Benefit section to exchange information as authorised, to
resolve enquiries and to review procedures including claims for Supporting People
Subsidy, authorisations to exchange information and notifications of Housing Benefit
and Supporting People Subsidy.
13. To have an understanding of the needs of vulnerable people and exercise sensitivity
and discretion, and maintain confidentiality and data protection.
14. To assess the impact of changes in welfare benefits and related legislation on the
Supporting People Charging Policy, and analyse trends in Housing Benefit take-up
and associated implications for the Supporting People budget.
15. To provide information, statistics and reports as required to government
departments, managers and members of the council.
16. To review the performance and procedures of the Supporting People team and
ensure that standards of speed, accuracy and quality are maintained.
17. To liaise with the Charging Assessors team to process requests for Fairer Charging,
update and enhance calculation systems and review procedures.
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18. To represent Supporting People on Social Services’ Fairer Charging Working Group
and to contribute the development and review of the Fairer Charging means test and
procedures.
19. To ensure fair and consistent application of the Supporting People charging policy
and to review the policy to ensure it remains fair, aligns with other council policies
and strategies, and meets statutory obligations.
20. To liaise with support providers to resolve payment enquiries and to verify client data
including client change notifications.
21. To liaise with clients, providers, council departments and other agencies to promote
Supporting People awareness and joined up services and to provide training, deliver
presentations and attend meetings as required.
OTHER DUTIES:
22. To monitor individual and team performance including monitoring and effectively
managing sickness absences of staff and dealing with in accordance with the City
Council’s Attendance Management Policy
23. The postholder must carry out their duties with full regard to the City Council’s Equal
Opportunities, Health and Safety and Community Strategies policies.
24. To contribute and demonstrate a commitment to the City Council’s Crime and
Disorder Reduction Strategy.
25. To undertake such additional duties as are reasonably commensurate with the level
of this post.
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REVIEW ARRANGEMENTS
The details contained in this Job Description, particularly the principal accountabilities,
reflect the content of the job at the date the Job Description was prepared. It should be
remembered, however, that it is inevitable that over time, the nature of individual jobs
will change; existing duties may be lost and other duties may be gained without
changing the general character of the duties or the level of responsibility entailed.
Consequently, the Authority will expect to revise this Job Description from time to time
and will consult with the postholder at the appropriate time.
Date Job Description Prepared / Revised:
Prepared / Revised By:
9th July 2003
Julie Dodd
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JOB DESCRIPTION
Directorate:
Strategy and Regeneration
Section:
Supporting People
JOB DESCRIPTION:
Job Title:
Systems and Information Manager
Grade:
In April 2002 the City Council commenced
a Job Evaluation exercise. The target for
the completion of the exercise is
September 2003. This means that the
grade for this post will be revaluated as
part of the exercise and may potentially
change either up or down. Implementation
will be phased over a period of up to 3
years in accordance with arrangements to
be agreed. Employees will be kept
informed of what is happening by means
of a joint newsletter and briefings as
appropriate.
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Location of Work:
Turnpike House
Directly Responsible to:
Supporting People Payments
Manager
Directly Responsible for:
Supporting People Officer
Hours of Duty:
37 Hours per week in accordance with the
Flexible Working Hours Scheme.
Primary Purpose of the Job:
To be responsible for the
maintenance and monitoring of
Information and related Information
Systems within the context of
Supporting People
Job / Reference No:
MAIN DUTIES AND RESPONSIBILITIES / ACCOUNTABILITIES:
SYSTEMS:
1. To be responsible for the overseeing and maintenance of the SP payment
system. The Database is to be continually developed to ensure accurate records
are held and payments made.
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2. To evaluate and control the payment delivery in order to ensure that it is of a high
quality, is consistent and based on ‘good practice’
3. To develop and facilitate joint initiatives with SP providers and stakeholders to
improve the transfer of data and promote e-government across the whole
housing strategy team.
4. To assess and review the interaction of the SP Team with its customers and the
wider housing strategy team in terms of e-enablement.
5. To Test and Implement Information Systems which relate to the Supporting
People Process.
INFORMATION:
1.
To conduct business related research and prepare summaries and briefings on a
regular basis.
2.
To provide management information to facilitate evaluation and monitoring of
service standards.
3.
To undertake research engaged in the collection, analysis and critical
examination of information/data using approved techniques and interpretation of all
relevant information, e.g. organisation charts and procedures, financial and
statistics data, to assist management in making informed choices.
4.
To undertake the analysis of data using appropriate statistical tools and
techniques including utilising computerised spreadsheets and databases and
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highlighting relevant information.
5.
To undertake both ‘Supply’ and ‘Needs’ driven mapping exercises, analysing and
interpreting relevant data using a variety of techniques and systems.
6.
To provide statistical reports and ensure an evidence-based approach to the
work conducted with SP clients and providers.
GENERAL DUTIES:
17.
To monitor government guidance and ensure policies and management
procedures relating to Data Protection are maintained in line with the directions and
timescales for Supporting People
18.
Maintain an up to date knowledge of Supporting People policy and good practice
in housing related support services
19.
Develop partnership working with other statutory agencies and Local Authorities
to promote a joint approach to contract management and service quality
20.
To lead on contract management and service review issues within the Supporting
People programme
21.
To contribute to the development of the Supporting People Strategy
22.
To represent Salford Supporting People at meetings and events within the
authority and externally.
23.
To develop, organise and deliver training to provider organisations to maintain a
high level of engagement with the Supporting People programme and to council
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staff and other organisations to contribute to the effective management of the
Supporting People programme.
OTHER DUTIES:
26. To monitor individual and team performance including monitoring and effectively
managing sickness absences of staff and dealing with in accordance with the City
Council’s Attendance Management Policy
The post holder must carry out their duties with full regard to the City Council’s
Equal Opportunities, Health and Safety and Community Strategies policies.
27.
28. To contribute and demonstrate a commitment to the City Council’s Crime and
Disorder Reduction Strategy.
29. To undertake such additional duties as are reasonably commensurate with the level
of this post.
REVIEW ARRANGEMENTS
The details contained in this Job Description, particularly the principal accountabilities,
reflect the content of the job at the date the Job Description was prepared. It should be
remembered, however, that it is inevitable that over time, the nature of individual jobs
will change; existing duties may be lost and other duties may be gained without
changing the general character of the duties or the level of responsibility entailed.
Consequently, the Authority will expect to revise this Job Description from time to time
and will consult with the post holder at the appropriate time.
Date Job Description Prepared / Revised:
03/07/03
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JOB DESCRIPTION
Directorate:
Strategy and Regeneration
Section:
Supporting People
JOB DESCRIPTION:
Job Title:
Contract and Review Manager
Grade: PO1/2
In April 2002 the City Council commenced
a Job Evaluation exercise. The target for
the completion of the exercise is
September 2003. This means that the
grade for this post will be revaluated as
part of the exercise and may potentially
change either up or down. Implementation
will be phased over a period of up to 3
years in accordance with arrangements to
be agreed. Employees will be kept
informed of what is happening by means
of a joint newsletter and briefings as
appropriate.
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Location of Work:
Turnpike House
Directly Responsible to:
Lead Officer Supporting People
Directly Responsible for:
Supporting People Assistant
Hours of Duty:
37 Hours per week in accordance with the
Flexible Working Hours Scheme.
Primary Purpose of the Job:
To oversee contract compliance and the
management of contracts with SP service
providers. To develop a methodology for
SP Service Reviews and Accreditation
based on national guidance. To carry out
Service Reviews and make
recommendations on the future of
Supporting People services.
Job / Reference No:
MAIN DUTIES AND RESPONSIBILITIES / ACCOUNTABILITIES:
Contract Monitoring
24. To develop and oversee processes to determine and verify contract compliance
25. To administer information and report on Service Performance and Key National
Performance Indicators.
Reviews
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26. To set up and monitor systems to administer Supporting People service reviews.
27. To carry out the existing programme of service reviews for contracted services.
28. To visit services to validate quality assessments and carry out ‘reality checks’.
29. To produce thorough and competent reports on the findings of service reviews
and make recommendations on the future of services.
30. To identify and liase with all stakeholders with involvement in Salford’s SP
services.
Accreditation
31. To develop and implement an Accreditation framework of approved Supporting
People providers.
32. To develop a networks within stakeholders and other Authorities to share
accreditation information.
Contracts
33. To develop a ‘steady state’ contract for the City of Salford.
34. To negotiate contracts with providers based on the outcomes of Service
Reviews.
General
35. To monitor government guidance and ensure policies and management
procedures relating to contract monitoring and service review are updated in line
with the directions and timescales for implementation. Maintain an up to date
knowledge of Supporting People policy and good practice in housing related
support services.
36. Develop partnership working with other statutory agencies to promote a joint
approach to contract management and service quality.
37. To lead on contract management and service review issues within the Supporting
People programme.
38. To contribute to the development of the Supporting People Strategy.
39. To represent Salford Supporting People at meetings and events within the
authority and externally.
40. To develop, organise and deliver training to provider organisations to maintain a
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high level of engagement with the Supporting People programme and to council
staff and other organisations to contribute to the effective management of the
Supporting People programme.
41. To lead and deliver the Investors In People programme for housing strategy.
OTHER DUTIES:
30. To monitor individual and team performance including monitoring and effectively
managing sickness absences of staff and dealing with in accordance with the City
Council’s Attendance Management Policy
The postholder must carry out their duties with full regard to the City Council’s
Equal Opportunities, Health and Safety and Community Strategies policies.
31.
32. To contribute and demonstrate a commitment to the City Council’s Crime and
Disorder Reduction Strategy.
33. To undertake such additional duties as are reasonably commensurate with the level
of this post.
REVIEW ARRANGEMENTS
The details contained in this Job Description, particularly the principal accountabilities,
reflect the content of the job at the date the Job Description was prepared. It should be
remembered, however, that it is inevitable that over time, the nature of individual jobs
will change; existing duties may be lost and other duties may be gained without
changing the general character of the duties or the level of responsibility entailed.
Consequently, the Authority will expect to revise this Job Description from time to time
and will consult with the postholder at the appropriate time.
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JOB DESCRIPTION
Directorate:
Strategy and Regeneration
Section:
Supporting People
JOB DESCRIPTION:
Job Title:
Grade: PO1/2
Joint Review Manager
In April 2002 the City Council commenced
a Job Evaluation exercise. The target for
the completion of the exercise is
September 2003. This means that the
grade for this post will be revaluated as
part of the exercise and may potentially
change either up or down. Implementation
will be phased over a period of up to 3
years in accordance with arrangements to
be agreed. Employees will be kept
informed of what is happening by means
of a joint newsletter and briefings as
appropriate.
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Location of Work:
Turnpike House
Directly Responsible to:
Lead Officer Supporting People
Directly Responsible for:
Supporting People Officer
Hours of Duty:
37 Hours per week in accordance with the
Flexible Working Hours Scheme.
Primary Purpose of the Job:
To oversee contract compliance and the
management of contracts with SP service
providers. To develop a methodology for
SP Service Reviews and Accreditation
based on national guidance. To carry out
Service Reviews and make
recommendations on the future of
Supporting People services.
Job / Reference No:
MAIN DUTIES AND RESPONSIBILITIES / ACCOUNTABILITIES:
Contract Monitoring
42. To develop and oversee processes to determine and verify contract compliance
for schemes with joint supporting people and community care funding.
43. To administer information and report on Service Performance and Key National
Performance Indicators for both supporting people and care standards as
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appropriate.
Movements
1. To develop a procedure to enable service users to move within the system.
2. To develop a joint financial model for social services and supporting people
funding.
Reviews
44. To set up and monitor systems to administer Supporting People service reviews.
45. To carry out the existing programme of service reviews for contracted services.
46. To visit services to validate quality assessments and carry out ‘reality checks’.
47. To produce thorough and competent reports on the findings of service reviews
and make recommendations on the future of services.
48. To identify and liase with all stakeholders with involvement in Salford’s SP
services for joint funded services.
Accreditation
49. To develop and implement an Accreditation framework of approved Supporting
People providers.
50. To develop a networks within stakeholders and other Authorities to share
accreditation information.
Contracts
51. To develop a ‘steady state’ contract for the City of Salford for joint funded
schemes.
52. To negotiate contracts with providers based on the outcomes of Service Reviews
for joint funded schemes.
General
53. To monitor government guidance and ensure policies and management
procedures relating to contract monitoring and service review are updated in line
with the directions and timescales for implementation. Maintain an up to date
knowledge of Supporting People policy and good practice in housing related
support services.
54. Develop partnership working with other statutory agencies to promote a joint
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approach to contract management and service quality.
55. To lead on contract management and service review issues within the Supporting
People programme.
56. To contribute to the development of the Supporting People Strategy.
57. To represent Salford Supporting People at meetings and events within the
authority and externally.
58. To develop, organise and deliver training to provider organisations to maintain a
high level of engagement with the Supporting People programme and to council
staff and other organisations to contribute to the effective management of the
Supporting People programme.
OTHER DUTIES:
34. To monitor individual and team performance including monitoring and effectively
managing sickness absences of staff and dealing with in accordance with the City
Council’s Attendance Management Policy
The post holder must carry out their duties with full regard to the City Council’s
Equal Opportunities, Health and Safety and Community Strategies policies.
35.
36. To contribute and demonstrate a commitment to the City Council’s Crime and
Disorder Reduction Strategy.
37. To undertake such additional duties as are reasonably commensurate with the level
of this post.
REVIEW ARRANGEMENTS
The details contained in this Job Description, particularly the principal accountabilities,
reflect the content of the job at the date the Job Description was prepared. It should be
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remembered, however, that it is inevitable that over time, the nature of individual jobs
will change; existing duties may be lost and other duties may be gained without
changing the general character of the duties or the level of responsibility entailed.
Consequently, the Authority will expect to revise this Job Description from time to time
and will consult with the post holder at the appropriate time.
Date Job Description Prepared / Revised:
Prepared / Revised By:
03/07/03
Joe Coogan
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JOB DESCRIPTION
Directorate:
Strategy and Regeneration
Section:
Supporting People
JOB DESCRIPTION:
Job Title:
Supporting People Officer
Grade: scale 4/5
In April 2002 the City Council commenced
a Job Evaluation exercise. The target for
the completion of the exercise is
September 2003. This means that the
grade for this post will be revaluated as
part of the exercise and may potentially
change either up or down. Implementation
will be phased over a period of up to 3
years in accordance with arrangements to
be agreed. Employees will be kept
informed of what is happening by means
of a joint newsletter and briefings as
appropriate.
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Location of Work:
Turnpike
Directly Responsible to:
Contract and Review Manager
Directly Responsible for:
N/A
Hours of Duty:
37 Hours per week in accordance with the
Flexible Working Hours Scheme.
Primary Purpose of the Job:
To maintain effective administration
systems for the Supporting People
Team. To assist with the collection
and analysis of contract monitoring
and review data and Supporting
People subsidy payments.
Job / Reference No:
MAIN DUTIES AND RESPONSIBILITIES / ACCOUNTABILITIES:
1. To provide effective administrative support to all members of the Supporting People
Team.
2. To liase with providers of support and other partners within Salford as directed by
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the SP team.
3. To receive and deal efficiently with customer’s Supporting People enquiries.
4. To input and retrieve information from a variety of I.T. applications and systems,
including access databases, word and excel.
5. To provide financial support to the team with regard to orders and payments to
suppliers for which appropriate training will be given.
6. To maintain effective and efficient filing and record systems for the contract
monitoring and review programme and subsidy payment system.
7. To assist as guided with the contract monitoring and review programme and subsidy
payment system.
8. To assist as guided in visits to provider organisations.
9. To assist in the preparation of reports and presentations.
10. To help organise meetings and provide support at Supporting People events as
required.
OTHER DUTIES:
38. To monitor individual and team performance including monitoring and effectively
managing sickness absences of staff and dealing with in accordance with the City
Council’s Attendance Management Policy
The post holder must carry out their duties with full regard to the City Council’s
Equal Opportunities, Health and Safety and Community Strategies policies.
39.
40. To contribute and demonstrate a commitment to the City Council’s Crime and
Disorder Reduction Strategy.
41. To undertake such additional duties as are reasonably commensurate with the level
of this post.
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REVIEW ARRANGEMENTS
The details contained in this Job Description, particularly the principal accountabilities,
reflect the content of the job at the date the Job Description was prepared. It should be
remembered, however, that it is inevitable that over time, the nature of individual jobs
will change; existing duties may be lost and other duties may be gained without
changing the general character of the duties or the level of responsibility entailed.
Consequently, the Authority will expect to revise this Job Description from time to time
and will consult with the post holder at the appropriate time.
Date Job Description Prepared / Revised: 07/07/03
Prepared / Revised By:
Joe Coogan
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JOB DESCRIPTION
Directorate: Housing Department
Section: Social Housing
JOB DESCRIPTION:
Job Title:
SUPPORTING PEOPLE ASSISTANT
Grade:
SCALE 3
Location of Work:
Supporting People Team, Turnpike House
Directly Responsible to:
Supporting People Lead Officer
Directly Responsible for:
Hours of Duty:
Primary Purpose of the Job:
37 Hours per week in accordance with the
Flexible Working Hours Scheme.
1.
To provide administration support to
members of the Supporting People
Team.
2.
To undertake a range of clerical
duties within the Supporting People
Team.
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Job / Reference No:
MAIN DUTIES AND RESPONSIBILITIES / ACCOUNTABILITIES:
1.
To provide a telephone answering service for the Supporting People Team in
their absence.
2.
To liaise with providers of support and other partners within Salford as directed
by the SP team.
3.
To assist to organise the practical arrangements for payments to providers and
charging to service users.
4.
To input and retrieve information from a variety of I.T. systems, including access
databases, word and excel.
5.
To type documents for members of Supporting People Team.
6.
To prepare information for purposes of financial monitoring.
7.
To provide support at and help organise Supporting People events as required.
8.
To organise and take minutes of meetings relating to the work of the Supporting
People Team.
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9.
To carry out any other reasonable duties within the overall functions
commensurate with the grading and level of responsibility of this post.
OTHER DUTIES:
REVIEW ARRANGEMENTS
The details contained in this Job Description, particularly the principal accountabilities,
reflect the content of the job at the date the Job Description was prepared. It should be
remembered, however, that it is inevitable that over time, the nature of individual jobs
will change; existing duties may be lost and other duties may be gained without
changing the general character of the duties or the level of responsibility entailed.
Consequently, the Authority will expect to revise this Job Description from time to time
and will consult with the postholder at the appropriate time.
Date Job Description Prepared / Revised: 7th July 2003
Prepared / Revised By: Joe Coogan, Supporting People Lead Officer
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