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NEW ASSESSMENT - ANONYMOUS USER
Self Assessment Tool
Step 1 of 4 - Leadership and Legitimacy
Senior level understanding and sign up:
We have not yet approached our Chief Executive or cabinet with specific plans in this area.
Our cabinet is interested in exploring self-directed support, and has some understanding about what it is about.
We have a "vision" agreed and our cabinet have given us explicit agreement to develop a detailed model for self-directed support that will inform them about what the new operating model might look like for us, what the financial case is.
Our cabinet have signed off a model (even if not fully developed) for self-directed support in our local authority including a financial model, and have asked for detailed implementation plans to take us there.
We have Chief executive and cabinet sign up for a detailed implementation of self-directed support across social care, with all understanding the implications, and with resources agreed.
Not answered.
In-house champions across services:
People are quite nervous about these ideas and we haven't yet got a set of people who we can see will become champions.
There are some managers who are interested in these ideas, and some practitioners who we see being able to take on champion roles, given the right conditions and support.
We have managers and champions in one or more service areas who are interested in and committed to these ideas, but there are some service areas where people are quite sceptical and we can't immediately see people that might be able to take on champion roles.
We have a good alliance of committed people, although we wish there were more of us.
We have people with experience across all service sectors and at different levels who are committed to the principles of self-directed support for the people they work with, and are willing and in a position to help their colleagues implement it, and help overcome resistance.
Not answered.
Leadership of key managers across service sectors:
This is being led by one or 2 people, working in relative isolation.
We have support from a number of managers whose decisions are important to this change. There are some managers in key positions who are actively 'blocking' or likely to block change.
We have support and sign up from managers and in one or more service areas and they are sharing some of the ownership. There are some service areas or some key points in the system where managers are quite sceptical or resistant.
A group of the key managers necessary to this change is meeting and some of its members are taking responsibility for making these changes happen and finding solutions to problems.
We have a group of the key managers necessary to this change. The group is working effectively and most or all of its members are taking personal responsibility for making this change a success.
Not answered.
People and family carers leading this with us, including user led organisations:
We don't have people who have experience of using services (and family carers) engaged with this yet.
We have one or two existing forums of people who we get involved in our work, or who have direct payments, or individual/personal budgets through a pilot, who are interested in this area and may want to become more involved, including family carers. We are concerned that we won't have representation from a good range of people.
We have a good range of existing forums of people who we get involved in our work, or who have direct payments, or individual/personal budgets through a pilot, who are interested in this area and may want to become more involved, including family carers. We have, or intend to, include them on key decision-making groups.
We have a good range of strong forums, some led by people with direct experience of using the social care system involved in this. They have some dedicated time and resource to work with us. Their work is linked into decision-making processes.
The ownership of this is with local disabled people, older people and family carers including in their organisations, who are doing all this with us. We have disabled people, older people, family carers and their representatives on major decision making groups. Although we may not have done everything perfectly, we are working in partnership an engaged, informed group of people with experience of using our services, and family carers, who are confident and able to talk to other people about the subject. They are co-producing our plans and policies with us. We have worked out how to pay/reimburse them for their time.
Not answered.
Principles and values:
We think our current system works well enough and would be very worried about making big changes.
We know personalisation, choice and control are the policy, but we need to understand more about how a self-directed support system could work before we sign up to anything.
We are committed in principle as an organisation to delivering personalised care for people and extending choice and control.
The organisation as a whole is committed to delivering personalised support for people and extending choice and control. Some parts of the organisation are very committed in practice as well as values around independent living, and shifting the power relationship between ourselves and the people who get social care support. There are other parts that are less comfortable with these concepts.
We believe in the need for a major shift in the power relationship between ourselves and the people who get social care support. Our organisation understands this and has stated this formally and we are prepared to use principles based on this to guide us as we go along.
Not answered.
Organisational culture:
Although we may have other strengths, we do find it difficult to be creative or flexible. We don't yet have a clear sense of the culture we have or need just yet.
Some parts or levels of our organisation feel flexible and dynamic - some do not. There are aspects of our culture that we know we need to change.
Whilst there are systems for most circumstances, people within our organisation at all levels are encouraged to find real pragmatic solutions to problems. We are beginning to identify areas where we can improve our culture.
We know what the culture of our organisation is. The work we have done to develop it means we are increasingly able to respond to the real wishes and needs of people we support.
We have a culture that allows for change, is purposeful, proactive, follows through, and is creative. That culture is named and known and we specifically plan and act to ensure its development and nurturing.
Not answered.
Programme Management Roles and Resources:
We have not yet thought about what project management capacity we will need.
We are in the process of recruiting a programme manager, and/or intend to set up a Programme Board.
We have a programme manager and a Board, but they find it difficult to operate because other parts of the service have competing priorities and it is difficult to influence them.
We have a programme management structure in place and a programme manager with dedicated time. There are some areas we would like to improve about how we are managing this project, and we are working on this.
We have a functioning programme management structure in place, and a full time programme manager who is well supported and able to get things done across the different services.
Not answered.
Review and learning about how we are doing:
We're not yet at the appropriate stage to be thinking about review and learning.
We have monitoring systems in place so we can keep track of whether we're doing what we have said we would.
We have monitoring systems in place to keep us on track with our actions. We have set ourselves outcomes that we will be able to measure.
We have monitoring systems in place to keep us on track with our actions. We have set ourselves outcomes that we will be able to measure and we are thinking about how we make sure we keep steady to the values and principles we believe in.
We have put in place simple but effective ongoing ways of reviewing how well we are doing at transforming our social care system. We are measuring ourselves by whether we are achieving our outcomes. We have ways to check how our aims and values are being interpreted in practice. The people who use our services and local user led organisations are central to this.
Not answered.
Equalities:
We are not yet at the stage of considering the equalities impact of this transformation.
We have begun to think about the potential to redesign our system so as to remove existing barriers, and the risk of perpetuating existing inequalities if we don't pro-actively address this.
We have done an initial assessment to work out which areas of this transformation are most likely to have an impact on equality related issues.
We have undertaken a full Equality Impact Assessment of our programme and will follow up on that. We are involving people with direct experience to help ensure we use this opportunity to remove existing inequalities and don't create new ones.
We have undertaken an Equality Impact Assessment of our programme. We have workstreams within our projects whose objectives are to ensure that the work has no adverse affect in terms of gender, disability and race and other potential areas. We are using this opportunity to make processes and services more accessible to people who are traditionally excluded. We are involving people with direct experience to help inform this.
Not answered.
