2. Assessment and care management 2.1 Develop, agree and implement a plan for improving assessment capacity to manage risk inherent in waiting list of cases. Mar-16 Amber Plan agreed and implemented. Risk reduced but still significant waiting list for assessments. For continued monitoring AC&S 2.3 Clarify roles of case-coordinators, senior practitioners and Social workers in assessment and review functions and the role of Occupational Therapy in relation to this activity Feb-16 Amber Work on roles and team structures now part of wider locality restructure for assessment function. Work has started and is part of phase 2 AC&S 2.5 Implement early action to improve workflow Mar-16 Amber Focusing on completing hospital work in 2015 and then to roll out to other aspects of work. Revised completion date AC&S 2.6 From analysis, make recommendations on alternative models of operation, including strengthening locality model to align with locality approach to community health services in NHS. Mar-16 Amber High level model in place and being implemented. Need to progess the detail and align with health partners.Revised completion date AC&S 2.7 Check workflows for initiating and completing financial assessments. Analyse learning from complaints. Review staff training and information for the public Mar-16 Red This improvement activity not yet started due to workload/capacity problems CPI 3. Quality of practice (In addition to safeguarding actions) 3.2 Re-establish line management arrangements with CC staff seconded to teams in CPFT (AMHPs) and PCH (EIS and Integrated Therapy Service) and ensure all of improvement action in this plan encompasses this wider group of staff as required Jul-16 Amber With new Head of Service now capacity to progress this, initial scoping of S75 in hand AC&S 3.5 Develop and implement model for peer review within teams through case file audit including checking application of eligibility threshold Mar-16 Amber Area that still requires attention - there having been capacity issues limiting ability to progress AC&S
6.2 Establish new monthly financial reports for service in line with these changes May-16 Green In year reporting changed. Further changes will be required once new management structure is in place. Currently being scoped as part of the performance reporting project (aligning financial and non financial performance) 6.3 In assessment and care management, establish comprehensive financial reporting by team with onward reporting to the new operational management meeting structure & managers being held to account for their areas of financial responsibility at management meeting May-16 Green See comments above 6.4 Establish a panel for all placement decisions on a weekly basis to help consistent decision-making and to build better modelling of activity and costs (NB a suitable sign-off process outside of meetings will be required to ensure panel does not contribute to further delaying transfers of care from hospitals to placements) Jun-16 Amber This will flow on from action 6.1 in terms of a new management structure being embedded 6.5 Check application of Resource Allocation System (RAS) and audit use of delegated responsibility to approve budgets at higher level than indicated by the RAS Jun-16 Amber End of year review due coup-led with provider engagement around a number of emerging issues (e.g. living wage) 6.6 Plan and deliver refresh financial training for all staff with delegated financial responsibility under new scheme of delegation and more general financial awareness updates for all front-line staff Apr-16 Amber Training in place once final structures agreed and implemented for April 16. Council is also enhancing its corporate reporting tools for finance. 7. Commissioning 7.1 Develop and agree model, aligning with outcome areas in KCCG's integrated plan Mar-16 Amber Staff reconfiguration has impacted on progress. Strategies are all being reviewed. Revised completion date CPI