APPENDIX 1
Directorate: ADULT AND COMMUNITY SERVICES
Service Area: ADULT SERVICES
Produced by: SANDY WELLER
5. TOP 5 PRIORITIES FOR THE ANNUAL ACTION
STATEMENT 2005/06
|
Task |
Target/Success Factors |
|
Reduce the waiting time
for people needing an assessment of need. |
To improve and maintain
the reduction in waiting time for an assessment of needs by exceeding the
national requirements for waiting time from referral to assessment |
|
Reduce the waiting time
for people receiving a package of care. People waiting for a
package of care following an assessment
should wait no longer than four weeks. |
To exceed the national
standard for reducing the waiting time for packages of care. |
|
Increase the proportion
of home care to people with the highest
needs. Increase the number of
households receiving intensive homecare of 10 hours and 6 or more visits in
the week. |
To move from an
acceptable CSCI rating in 2002-03 to a good rating during 2005-06. |
|
Help prevent admissions
to hospital and ensure that return home from hospital is prompt and well
supported. |
Maintain the level of
delayed discharge at or about zero during 2005-06. |
|
Improve the independence
and control that people have over their lives through Direct Payments for
care. Enable increasing numbers
of people to exercise choice over how and when their care is delivered, by
increasing take-up of the Direct Payments scheme |
To move from a low CSCI
rating in 2002-03 to a good rating during
2005-06. |
7. HOW WILL YOUR SERVICE CONTRIBUTE TOWARDS
ACHIEVEMENT OF THE FOLLOWING CORPORATE PRIORITIES IN 2005 / 06?
a) E Government:
By supporting and driving the single assessment
process agenda
By participating in the National Electronic Patient/Client records
database agenda
By joint working with the DWP to enable easier access to benefit
checks/entitlement
By ensuring that all staff are aware of Data Protection and information
sharing protocols and ensuring that these do not prevent sharing of vital
information
By ensuring that all our website information is provided in accessible
formats
By ensuring that all our staff have received adequate training to be
able to maximize the use of IT in their working practices
b) Diversity:
All existing staff will have undertaken diversity training and have an
understanding of the BME communities on the island
New staff will have diversity training as an
integral part of their induction
We will work to ensure that all our services are provided from DDA compliant buildings
We will work in partnership with key faith champions to inform service
development
We will ensure that any new contracts let, meet minimum standards e.g.
DDA compliance of buildings
Wherever possible we will promote the employment of people with disabilities
As a division we have female managers at tier 2, 3 and 4 and have a
commitment to achieving a fully representative management team.
c) People Management:
Clear vision and direction for adult services will be reinforced through
team based scorecards. By the end of 2004 all teams will have their first
scorecard and these will be refined over the 2005/6 year.
A practice handbook is to be developed by the service managers to
clarify for staff minimum acceptable practice standards. Managers will support
staff to achieve and exceed these using the PDP process and by promoting a
culture of continuous learning and development in their individual areas.
We will appoint a Practice Teaching co-ordinator to ensure that staff
working towards professional qualifications have access to innovative and
learner friendly placements
All staff already receive annual PDPs, individual supervision and
attend team meetings. PDPs from 2005 will include measurable individual
targets clearly linked to KPIs e.g. a minimum of 2 new Direct Payment cases
for each member of the fieldwork team, key workers will ensure 2 social
inclusion links for each person discharged from resource centres. This will
reinforce individual accountability and contribution to team and organisational
goals
Over the last 6 months days lost through stress related sickness in
Adult services has dropped by almost 70%. Over the coming year we will aim to
reduce the current figure by half.
10. BUDGET BIDS FOR 2005 / 06
a) Revenue Bids
|
Reference Number |
Description-max 20 words |
Financial Implications |
||
|
|
|
2005/6 £000 |
2006/7 £000 |
2007/8 £000 |
|
1 |
To offset the cost of abolition of Band 1
residential home payments. 50% has
been found from within existing budget the balance is requested as growth |
£275 |
£275 (+ inflation) |
£275 (+inflation) |
11. RISK MANAGEMENT DESCRIBE ALL SIGNIFICANT RISKS
RELATING TO YOUR SERVICE AND HOW YOU INTEND TO MANAGE THEM
|
Ref |
Description of Risk |
Risk Score |
Corporate or Service |
|
1 |
Section 117 payments Investigation has
identified clients who may have a possible claim therefore maximum liability
thought to be known. |
4 This is documented here
as it represents a significant pressure on budget |
Service |
|
2 |
Death of a service
user/member of staff Management: Risk assessment of
individual service users, events and settings. Staff training Sharing of
information Policies,
procedures and protocols in place and adhered to by staff |
4 Unmanaged this would
score significantly higher |
Service but would have corporate implications |
|
3 |
Failure to protect a
vulnerable adult Adult protection co-ordinator post Robust procedures Training of internal staff Learning from issues/experiences Monitoring of providers Contractual requirement for provider staff training Adherence to POVA and other legislation |
4 Unmanaged this would
score significantly higher |
Service but would have corporate implications |
|
4 |
Failure in service
capacity (in house and 3rd party) Attention to recruitment
and retention Market management of care
providers Focus on ensuring
statutory duties fulfilled Attention to quality
indicators Encouraging innovation to
maximise resources |
8 The main area of risk remains within homecare provision Score for other areas would be lower than 8 |
Service but would have corporate implications |