The Chief Executive introduced the presentation about Corporate Transformation.

Members were informed that transformation was for the whole organisation, although AFC and Optalis would have their own arrangements.  We are developing an organisation that was empowering all staff to be leaders and transform how they deliver their roles.  Transformation was everyone’s role within the organisation.  The Pandemic has had a big impact on our ability to get together and get new concepts embedded.  Staff had worked hard in challenging circumstances to get their day jobs done so it had not been an appropriate time to introduce too many changes.   This had resulted in the organisation being behind where they had planned to be with regards to transformation.  There would be cultural changes based on our values being at the heart of what we do.  Members were shown the three main strands of how transformation would be delivered; individual actions, service level and corporate programmes.  We will be helping staff share good practices and providing toolkits.  We need to work together as we can not have people randomly changing practices we need co ordination and allowing small failures to help learn and develop. 

Hillary Hall informed members that other the next 12 months we would be focusing on Engagement HQ providing toolkits for staff to use for service redesign, better use of data, developing the website, adult social care and community engagement.

With regards to Engagement HQ there would be a wide range of toolkits to aid teams with transformation, it would be a space were staff to be able to air their views and suggest new ideas, a place were foeums could be help to help staff engagement and a space for surveys and quick polls to be undertaken.

With regards to adult social care transformation officers had looked at front door access to services as this was a real area for improvement, we advertised one number to access services but found out there was a plethora of numbers and email addresses that were in use that could result in confusion so they looked at streamlining the system.  So part if the work being undertaken is about alignment and analysing what was the best way to access services and having staff with the right skill set to point service users in the right direction and being able to deal with people in crises.  With regards to day opportunities there was an upcoming Cabinet report so they left discussion on this until Cabinet. With regards to reablement the approach was to support people to be able to do things for themselves. It was a 'doing with' model, in contrast to traditional home care which tends to be a 'doing for' model.  This was enabled by having individual care packages being put in place.

Members were provided information about the use of technology with regards to the use of iese, a case management system that by placing hidden quit non intrusive devices into a persons home can monitor and predict if there  ...  view the full minutes text for item 11