Emerging issues for the Adult Services Target Operating Model Presentation to INVOLVE Wednesday 9 th December 2009

Priorities for adult social care Maintain or improve on outcomes for our service users and carers Manage our budget reductions Lead and drive transformation, both across Merton and within adult social care

Outcomes Performing at better levels than ever As an excellent council we will be clear about what we prioritise and why Priority examples for adult social care: carers, engagement of service users New partnership structures this year to achieve them: one overall partnership, 4 delivery groups for safeguarding, service delivery, healthier living, and inclusion.

Whole council transformation programme Reduce spend by up to 30% in 3 years Target Operating Model Lean thinking Procurement  Blueprint for what council will look like  Main options being worked up now  Full TOM ready spring 2010  Only doing things which are of value to customer  Internal champions with Adesse support  Project will last over several years  Draw up contracts where they don’t currently exist  Use existing contracts better to rationalise spend  Retender or renegotiate existing contracts

What is a TOM? A statement of how an organisation will be structured to deliver Covers all aspects of the organisation, including services, processes, structures, people and technology Looks at nine ‘layers’: customers, channels, products/services, processes, information, technology, organisation, people, physical location

TOM in Adult Social Care Key issues: -Need to widen customer base to include self-funders -Need for improved information/advice offer -More web-enabled channels; need for interactive web-sites -Move towards services that can be purchased by individuals -Need to increase accessibility to universal services -Shift towards customer-led processes -What is done internally and externally? -Shared use of premises e.g. day services -New mix of staff skills and competencies

TOM options being explored (1) Provision of information/customer contact point: -Stand alone, with NHS, through council contact centre? -Link to corporate customer strategy -Commissioning and procurement (services): -How to organise across the council -Extent of integration with NHS Sutton & Merton -Self Directed Support processes: -LEAN review for SDS processes -Extent of integration with health? -Extent of externalisation of parts of process e.g. support planning

TOM options being explored (2) Internal or external – provider services: -What will the model be: arms length trading company, social enterprise, externalise? -Day services: -Strategy for development and use of premises -Staffing: -Appropriate balance of skilled and generic staff -Exploration of mobile working

TOM options being explored (3) Specific service issues MASCOT: -Will service broaden or be much more specific to adult social care? -Will it move externally? -Reablement: -Integration with NHS Sutton and Merton? -Externalisation? -Partnership with another LA?

Timescale TOM options and implementation plans developed – end of May 2010 Some may be carried out as part of LEAN review process and will start earlier – Dec 2009/Jan 2010 Whole process of TOM and LEAN will take 2 – 3 years