CUSTOMER SERVICE CENTRE PROJECT
Post on 19-Jan-2016
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CUSTOMER SERVICE CENTRE PROJECT
CREATING EFFICIENCIES
and
PROFESSIONAL SUPPORT FOR ADULT SOCIAL CARE TEAM
TASKS UNDERTAKEN DURING THE COURSE OF THE PROJECT
Data gathering to understand the operation and business of adult social care in CSC
Data analysis to determine volume, actions and outcomes of operations
Process analysis and process adjustment to create capacity Assistance with recruitment and induction process to assist with
staff development and retention Professional support on site to improve quality control Benchmarking with other authorities Promotion of improved relationships with other directorate
teams
FINDINGS The CSC adults social care team have dealt with 12,558 calls
over a period of 3 months (see pie chart on next slide) 173 of these calls received a direct service from CSC (home
care variation and equipment repair/replace) 4,004 of these calls resulted in referrals to fieldwork teams for
assessment A proportion of work (mainly letters and faxes from Health and
other organisations) by-passes CSC and comes into area offices – approx 250 items per month
The area teams manage a daily duty system in parallel with CSC, with at least 16 full time officers across the county to deal with progress chasing, urgent interventions and work by-passing the CSC
WORK UNDERWAY TO CREATE CAPACITY AND IMPROVE QUALITY WITHIN CSC
Some of the audit processes within CSC are self imposed and unnecessary. These are gradually being eliminated in favour of electronic systems
AIS processes are slow and cumbersome to use. This is due to a combination of factors to do with screen content and technical difficulties. Further work is being done through the ESCR team and operational managers
CSC managers are working to improve the quality of information through closer relationships with fieldwork managers
Work has been done to improve the recruitment and induction process to better respond to the needs of the ASC service
WORK UNDERWAY TO CREATE CAPACITY AND IMPROVE QUALITY WITHIN CSC
Benchmarking with other authorities is confirming the way forward and is informing the development of an enhanced CSC to support the personalisation agenda
Promotion of improved relationships with other directorate teams is ongoing through staff induction, presentations, meetings and training in order to support the new model of working
WHAT CAN WE DO TO GENERATE MORE EFFICIENCIES AND IMPROVE THE CUSTOMER
EXPERIENCE? Evidence suggests these tasks could be completed at CSC
with additional skill levels, training and protocols:
Referrals to Telecare directly from CSC SmartCare clinics appointment system through CSC
Re-route letters/faxes from area offices to CSC Introduction to Financial assessment
Assistance with self assessment facilities as developed Minor equipment provision (Preventative agenda)
Scheduled telephone reviews
HOW WILL THIS SAVE MONEY? Area offices currently deal with the processing (re-routing) of 100 Telecare
referrals per month. Each of these takes 45 mins to process and make a referral
Area offices currently deal with the processing of 220 Smartcare referrals per month. Each of these takes 45 mins to process and make a referral
Area offices around the county currently deal with the processing of 250 letters and faxes from other organisations by-passing CSC
Some users receive chargeable services free through delays in process, misinformation or misunderstandings. Making a statement through the advisors would potentially allow the directorate to make estimated charges at an earlier stage
More money could potentially be saved by the introduction of early benefits advice via helpline.
HOW WILL THIS SAVE MONEY?
Providing people with a self assessment facility on line and assistance would drive forward the Preventative Agenda, whilst saving time wasted by FW teams assessing those who could and would have helped themselves with appropriate information
Minor equipment provision could assist with prevention of falls and risk management to delay entry into ASC system
Scheduled telephone reviews could be done consistently by CSC and relieve the area teams from prioritising urgent work alongside duties such as this – referrals generated from reviews could be dealt with immediately rather than going through Area Office and back to CSC
WHAT CAN WE DO TO GENERATE MORE EFFICIENCIES AND IMPROVE THE CUSTOMER
EXPERIENCE?
The creation of a professional team within ASC would provide further efficiencies by generating capacity to:
Manage a central day time duty and emergency response system Select, plan and refer for re-ablement Encompass the SmartCare clinics Deal with routine hospital discharges Manage a professionals’ helpline Provide closer links with specialist teams such as safeguarding,
brokerage, carers team, FAB team, etc Manage unscheduled reviews until support planning becomes
mainstream
Fundamental Principles of New Model
Redesigned ASC pages on LCC website to eliminate a proportion of Avoidable Contacts
Triage system (automated or manual) to either signpost callers or allocate calls to appropriate group of CSC staff
Group of less experienced Advisors to handle Simple Interventions (detailed in light blue section)
Group of more experienced Advisors to handle Specialist Interventions (detailed in dark blue section)
Group of ASC ‘Professionals’ to provide County-wide Duty Desk and other work currently handled at Area Offices (detailed in red section)
EnablementApproach
ServiceUser
Relative,etc
Professional
Give
Information
Service Pledge
Pass ToArea Office
Single Episode
Simple Intervention Sp
ecial
ist In
terv
ention
Improved InformationWebsite
Progress Chasingetc
Gather initial
information
First Contact
Information/AdviceBookings
FinancialRepair/Replace
(Bereavement Journey)
Telecare AssessmentAssi
st with
Self A
ssess:
- Sm
art Assi
st
- Teleca
re
- Blue Bad
ge
Expert Advice
and guidance
(Mental Health
Interface)
Call Back
(Multiple Episode)
Minor AdjustmentsSmartCare Clinic Bookings
Callback to Letter/Fax/Email Request fromArea Office
Arrange Short-term
Packages
Preventative Equipment
(grab rail, key safe, etc)
Financial Assessments
(Indicative RAS)
Scheduled
Phone Reviews
County-wideDuty
SmartCareClinics
Short-termPackages
RoutineHospital Discharge
ProfessionalHelpline
Selectand Plan
Re-ablement
EmergencyCarer’sService
UnscheduledReviews
Improved InformationWebsite
- Improved Signposting -
WHAT WOULD WE NEED TO DO THIS?
Professional ‘arm’ to CSC team using existing resources
Service Level Agreement to support a different way of working within CSC, Adult Social Care Team
Agreed triage facility through telephone system or through staff filtering system
Useable secure CSC dedicated email box Dedicated professionals’ telephone line Agreed facility to allow ‘call backs’ by experts
RECOMMENDATIONS
The Putting People First Board should approve:
The early introduction of proposed additional tasks to the Adult Social Care team within CSC
The adoption of the proposed model The creation of a service level agreement with CSC to support
the development of the new model The release and reconfiguration of resources to develop and
manage the new specialist team model
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