Wandsworth Borough Council

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• Wandsworth Borough Council
• Workflow system, operational business
  intelligence and efficiencies in social care

2
Agenda

• Context
• Approach
• Achievements

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National agenda in social care

• Improve, improve, improve
• Comprehensive Performance Assessment and star
  ratings
• Every Child Matters Childrens Act 2004
• Community Services White Paper Jan 06
• Electronic Social Care Record
• National Service Frameworks, joint health and
  social care e.g. Single Assessment Process
• Sensitive data needs to be secure

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Wandsworth Council from 5000 feet

• Council
• An Excellent council since 2002
• Lowest Council Tax in England
• Strong performance management culture
• The Wandsworth Way do more with less
• Social Services
• 3-stars since ratings began top three in 2004
• Performs well reports well

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The target - getting smarter

• Meet national targets
• Gershon
• ESCR etc
• improve
• Consolidate information
• Engrain in business as usual
• Local and national reporting, reduce the burden
• One version of the truth
• Better service planning and delivery
• Better outcomes for service users

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Approach

• We focused effort to
• Implement case management working closely with
  staff and operational management
• Consolidate all data into one platform
• Use the existing tools within SQL Server to
  improve business intelligence

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Implementing framework

• Electronic Social Care Record
• Full service user record, one contact point
• Streamline process
• Planning information/Management Information
• Easier to share information with 3rd parties
• Finance and services
• Data Migration/cleansing
• Purchase and authorisation processes
• Service provision
• Payment processes
• Workflow, underpinning reporting

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Case management and workflow
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Finance and services
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Business Intelligence in Wandsworth

• Managing the burden
• Minimum Data Set
• Focus quality-control on the data that count
• Exception reports to improve data quality
• Exception reports to manage performance risks
• Who can change performance?
• Good local performance management supports
  improvement of national PIs and makes service
  users lives better!

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Improving business intelligence

• Bring management information into the business
  and business analysis into management information
• Self-service management information
• A virtuous circle. Good management information
• exposes bad data
• promotes a proprietorial attitude to recording
  systems
• Performance management is the prime mover

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From bright to intelligent

• 2002 Management information squeezed from 10
  databases into SQL Server 2000 data warehouse.
• 2003 2004 Charteris facilitated replacement of
  60 recording systems with an integrated client
  management system, hosted in SQL Server 2000.
• 2005 Integrated client management system built
  to facilitate performance management

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Achievements and benefits

• Consolidated data - case management and financial
• Holistic view of service user, performance and
  management of workflow
• Local performance management regime that supports
  improvement
• How are we doing? Not How did we do?
• Self service management information
• Data quality greatly improved
• End to end auditable process, from assessment,
  purchase to payment
• Improved budget/resource monitoring

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Efficiencies

• Consolidated data prevented mis-payment
• Payment only against commitment, end to end
  process unfortunately not yet quantifiable
• Planning and authorisation, real time view of
  commitment and spend, highlights problems early
• Use of existing technologies, SQL server,
  intranet, MS Office no need to invest 90,000
  in Business Objects
• Savings on technology support, 100,000 in first
  year
• Productivity and staffing changes, -
  conservative estimate 400 hours per month

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Working with 3rd Parties

• In conjunction with Wandsworth PCT the Council
  implemented pilots using Framework both very
  successful and awaiting decision on roll-out.
• Covered
• Single Assessment Process
• Very successful awaiting decision on roll-out
• Incorporated mobile working using 3G
• Through improved coordination avoided placing
  service users in difficult and potentially
  harmful circumstances that would have been very
  embarrassing and costly for the Council and PCT
• Integrated Community Equipment Services
• Within the first few weeks of operation generated
  savings that more than paid for the pilot

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• Now this is not the end. It is not even the
  beginning of the end. But it is, perhaps, the
  end of the beginning.