Project Accuracy
Improvement Board Update
Emily Roche
James Evans
13th April 2016
4/20/2016
P/1
Agenda
•
Recap on the problems with LCS
•
Aims of, and plan for Project Accuracy
•
Achievements to date and next steps
The Problems with LCS
“…the local authority struggled to provide
inspectors with basic accurate data such as the
number of care leavers it was in touch with or
the number of assessments it had completed.”
Ofsted Inspection Report
“Middle and front-line managers have
developed their own individual
systems for monitoring performance in
their locality.”
Ofsted Inspection Report
“Yeah, we all do it differently. We don’t have a
clue what we’re supposed to do really, so it’s
best to err on the side of too much, isn’t it?”
Social Worker – Newton diagnostic
“The local authority is not able to ensure that
records are accurate and has difficulties in
retrieving information from the electronic social
care record.”
Ofsted Inspection Report
“The quality of performance information is poor as a result
of the lack of accurate data contained within the electronic
system. The performance information provided to
inspectors was in many cases incomplete and inaccurate.”
Ofsted Inspection Report
“I’ll do things differently to what the manager in
the other office [same district] will do”
Practice Manager – Newton diagnostic
Time Spent on LCS by Practitioners
80% of a practitioner’s day is not spent with the children or families they are working with. There are 3
of Social
Worker
Time
hours of casework and meetings forBreakdown
every hour
of contact
time.
40%
Almost a third of the week is
spent on LCS
35%
Not IT
30%
25%
20%
IT
15%
Remote
10%
Direct
5%
0%
4/20/2016
P/4
Time Spent on LCS by Practitioners
System Issues
Impact: Medium
Complexity: Low
Understanding
Impact: High
Complexity: High
c.25%
c.75%
LCS appears to have the fundamental functionality
required. Some changes could make things clearer and
easier for practitioners
 LCS guides users through the flow of tasks by
forcing tasks to be completed before progress can
be made
 Practitioners are not always clear what the task
flow is, and get frustrated when they cannot
progress. Supporting data (E.g. who sits in which
team) is not always up to date.
P/5
Issues are linked to the understanding of the system and
what information should be included.
“I’ll do things differently to what the
manager in the other office [same district]
will do”
“Yeah, we all do it differently. We
don’t have a clue what we’re
supposed to do really, so it’s best to
err on the side of too much, isn’t it?”
“Sometimes I have to work out ways of skipping
[the system], e.g. ticking the chair box when
recording meetings”
Agenda
•
Recap on the problems with LCS
•
Aims of, and plan for Project Accuracy
•
Achievements to date and next steps
What is
Project
Accuracy?
“Helping you
get accurate
information into
and from LCS”
Weekly Pattern of
Review
Prioritisation of
goals
Support to
practitioners and
managers
4/20/2016
P/7
Why Does This Matter?
For Practitioners
For Managers
It is the number one recommendation in the Ofsted report and a key building block to changing things
More time spent with children and families,
therefore better outcomes
Ability to manage performance more tightly
and secure the best outcomes for families
A direct response to practitioner feedback
about challenges with LCS
LCS will be the only version of the truth.
No more manual count-ups.
Accurate visibility of workloads to ensure
support is targeted appropriately
Less re-work due to wrong information
Long Term Objectives of Project Accuracy
At the end of Stage 1:
•
Seven key metrics are accurate for all districts; or
the barriers to accuracy are clear and being
resolved
•
Teams show high trust in the seven metrics
•
Teams know how to use LCS correctly for the
seven metrics
•
Teams can sustainably problem solve for the next
set of metrics
•
Audit results find metrics accurate
•
Plan for way forward – next system and
cultural/understanding improvements
At the start of the project:
•
Unknown how accurate the
information in LCS is; but aware
that some key metrics are not
correct (e.g. Strats)
•
Very low trust in the information –
manual workarounds
•
Ofsted inspection found manual
systems to be more accurate
We know we have succeeded when:
•
100% accurate information is held in LCS
•
LCS information is fully trusted by social workers,
team managers, senior managers and above
•
Teams are confident in how to use LCS
•
Confidence that the information is correct
At the end of Stage 2:
•
Remaining metrics are accurate for all districts;
or solutions are in train
•
Priority system fixes have been completed;
remaining system fixes are scheduled
•
Teams continue to show high trust in LCS
information
•
Teams are confident in how to use LCS
correctly for all information
•
Sustainable problem-solving processes in place
Stage 3
Stage 2
Current area of focus is Stage 1 and
delivering significant accuracy improvement
ahead of May board;
Stage 1
Detailed timeline and plan for Stage 2-3 to be
reviewed at June improvement board
4/20/2016
Plan on a Page
SETUP
Week 1
29/2
Week 2
ROLLOUT
LAUNCH
Week 4
Week 3
Agree and
brief
approach
Week 5
Weeks 6-14
Manual reporting stopped
Weekly drumbeat
Launch week roadshow
Guidance material
Agree metrics and create/refine
guidance materials
given to all practitioners
Senior sponsor to all managers
and practitioners
Area 1
Define reporting and build reporting
system
Area 2
Over 350 practitioners
seen in launch week
Area 3
Create comms plan – linking to overall comms and develop material for launch week
Assign and brief
project team
Improvement Cycle
setup
Other launch comms
To include:
•
•
•
Posters
Email distribution
Team cascade
•
•
•
Accuracy reports from TMs and practitioners
IC meetings: senior sponsor, SM, TMs, Newton
Weekly meeting: SB, senior sponsor, TM rep,
Newton
Daily updates to dashboard, fed by LCS, accuracy
reports and support team feedback
Support team: measure progress,
provide support
First improvement
meetings held in North,
Central and East
Ongoing comms, using wide and focused channels
Today
P/10
4/20/2016
Agenda
•
Recap on the problems with LCS
•
Aims of, and plan for Project Accuracy
•
Achievements to date and next steps
Latest Update
23%
44%
23%
0%
19%
25%
District 9
District 8
District 7
District 6
District 5
District 4
District 3
49%
Target
Accuracy
Teams 59%
District 2
District 1
ACCURACY DASHBOARD
Week Ending - 10/04/2016
57%
Caseloads
S47s + SDs
Referrals
C&Fs
Reported
Visits
Reviews
RETURN RATE 100%
t
100%
100%
100%
100%
100%
100%
100%
100%
Over 90.00%
Over 75.00%
Less than 75.00%
Example action log; clear way
forward to get to 100%
4/20/2016
P/12
Impact so far
•
Positive feedback from frontline workers and managers
•
Improved backup of data system to prevent update from failing
•
Dedicated resource and priority with Liquid Logic and BTLS
•
Co-ordination of team remodelling with structures in LCS
•
Mobile LCS helpdesk workers will be going out to areas from Monday 18th, giving support for
issues that the guidance material (issued to every practitioner) has not been able to resolve
4/20/2016
P/13
Next Steps
•
Improvement Cycle meetings ongoing weekly
•
First three information types have been rolled out so far – the next four will follow when areas
are ready for them
•
By next Improvement Board:
• Update on performance of accuracy of the seven goals
•
By the June Improvement Board:
• Detailed plan, timescales and resourcing for reaching trust and accuracy in all performance
information
4/20/2016
P/14
Long Term Objectives of Project Accuracy
At the end of Stage 1:
•
Seven key metrics are accurate for all districts; or
the barriers to accuracy are clear and being
resolved
•
Teams show high trust in the seven metrics
•
Teams know how to use LCS correctly for the
seven metrics
•
Teams can sustainably problem solve for the next
set of metrics
•
Audit results find metrics accurate
•
Plan for way forward – next system and
cultural/understanding improvements
At the start of the project:
•
Unknown how accurate the
information in LCS is; but aware
that some key metrics are not
correct (e.g. Strats)
•
Very low trust in the information –
manual workarounds
•
Ofsted inspection found manual
systems to be more accurate
We know we have succeeded when:
•
100% accurate information is held in LCS
•
LCS information is fully trusted by social workers,
team managers, senior managers and above
•
Teams are confident in how to use LCS
•
Confidence that the information is correct
At the end of Stage 2:
•
Remaining metrics are accurate for all districts;
or solutions are in train
•
Priority system fixes have been completed;
remaining system fixes are scheduled
•
Teams continue to show high trust in LCS
information
•
Teams are confident in how to use LCS
correctly for all information
•
Sustainable problem-solving processes in place
Stage 3
Stage 2
Current area of focus is Stage 1 and
delivering significant accuracy improvement
ahead of May board;
Stage 1
Detailed timeline and plan for Stage 2-3 to be
reviewed at June improvement board
4/20/2016