(Leicestershire & Lincolnshire Area) MCA Implementation Programme The Outline Mandate Working Draft Only 1.

(Leicestershire & Lincolnshire Area)

1

MCA Implementation Programme

The Outline Mandate

Working Draft Only


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The Vision:

Aim, Benefits, Principles & Deliverables

(Manjit)


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Aim

To increase

Understanding about

and

implementation of

the MCA across our Area*

by adding value to local activity and plans.

* Leicestershire, Lincolnshire and Rutland


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Benefits detail and specifics subject to evaluation advice

• Improved ‘User’ [patient, service user, carer and public] feedback systems: a cycle of ‘real time’ advice into (and feedback from) staff development and service improvement

• Improved quality of service and professional practice: staff sharing best practice and shaping their development opportunities drawing on user-feedback

• Greater compliance across a wider group of professionals: targeting previously ‘hard to reach’ professional groups

• Greater assurance of MCA compliance: creating new and supporting existing Best Interest Assessors, Supervisors and frontline ‘champions’.


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Realisation of these benefits

• Independent evaluation. • Evidenced:

– quantitative and qualitative measures of progress– against a baseline – service and practice improvement case studies– ‘user’ stories– contributions from stakeholders– other illustrations from the Programme.


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Governing Principles & Priorities• Add new, add value to and/or extend (rather than detract from or

replace) existing SAB and organisational business plans and initiatives

• Prioritise effort and investment upon delivering innovations that:– meet the agenda of (and are ideally delivered to) the whole Area– are integrated initiatives across professions and agencies – are evidently based on shared best practice, learning and advice – from

‘users’, from across county, organisation and profession

• Sustainable impact - create exit strategies for all deliverables with options for adoption of identified components of on-going value

• Show maximum sensitivity to limited capacity: – MCA leaders and practitioners – specialist knowledge and expertise

• Maximise the funds and resources available to us, honouring funding bodies’ expectations i.e. NHS’ Chief Nursing Officer.


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Programme Deliverables 1 /2 – Improved user, patient and carer exchange to

improve the understanding of the impact of MCA/DOLS practice, system and processes upon the experience of these individuals

– Local staff ‘exchange’ forums to share and extend best practice, learn and develop - integrated across organisations and professions

– Information Resources ‘Portal’ to provide information and guidance for everyone’s use - Advance Decisions, Advance Statements, Lasting Power of Attorney and links to patient pathways.

–


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Programme Deliverables 2/2 – Targeted development opportunities for Primary

Care Staff, Residential and Nursing Home staff and the Police

– DOLS Best Interest Assessor’ support, training and marketing – differentiated from MCA best interest meetings

– Recognition and Development of ‘Leadership at All Levels’

– An evaluation of the programme


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Staff Learning & Development ExchangeUniveral Information and Advice Portal

Leadership at all Levels

Best Interest Assessors

Targeted Professional Groups

Programme Evaluation (with action learning) Patient and Carer Exchange

MCA Programme – Seven Constituent Projects to the Cycle of Benefits

Feedback & check benefits – assurance and improvements

Ideas, Advice & Feedback

Practice Improvement

Increased Supervisor Assurances

More front-line

Champions

Increased Understanding

Greater Assurance of compliance & Better

User experience

More Best Interest

Assessment

Staff Development

Initiatives

Service Improvemen

t


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Programme Content

Seven Projects

Six Deliverables

Four benefits


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The Projects Outline Sketches & Leadership

Confirm, Challenge and Contribute

Sponsors, Directors and Managers


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First Tranche of Projects

• EVALUATION: evaluate MCA Programme (and its projects) against national and local requirements

• User’ EXCHANGE: User’ outcomes (as defined by the individual) evidently embedded into practice

• MCA EXCHANGE forum to sustain and develop a vibrant, integrated* MCA frontline workforce in Leicester, Leicestershire & Rutland and Lincolnshire *inter-discipline, multi-agency and where possible cross-county


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Second Tranche of Projects• UNIVERAL PORTAL – on hold• LEADERSHIP at all LEVELS Increase profile of and support

to MCA Leaders at all levels across all organisations – with an emphasis upon frontline supervisors

• DOLS BEST INTEREST ASSESSORS - Increase number and distribution of Best Interest Assessors to meet service need

• TARGETED PROFESSIONAL GROUPS - Bespoke face-to-face training sessions and professional development for identified target groups in health and adult care - enhancing professional delivery and User experience across the pathways of care.


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Programme Delivery

(Nicky)


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Programme Phases

Phase 1: PROGRAMME DESIGN

Phase 2: PROJECT DESIGN including Baseline and Gap Analysis and Project & Exchange Priorities

Phase 3: PROJECT DELIVERY including exchange of advice and learning

Phase 4: EVALUATION

Phase 5: PROGRAMME CLOSE exit strategies - Product Adoption - evaluation


Staff Learning & Development Exchange Forum Univeral Information and Advice Portal

Leadership at All Levels


Targeted Professional Groups

4. Evaluation (with action learning) Delivered

Baseline

&Gap

Analysis

Patient, Service User & Carer Exchange

Project&

Exchange’

Priorities

Project Sponsorship Support & Exit Strategy

5. Programme Close

Shadow User Ex’Shadow Staff Ex’

1 Programme Design

2 Project Design

3. Project Delivery advice and inform

ation exchange

MCA Programme: Design & Delivery Process

Constituent P

rojects

Project Adoption


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Programme Roles

for

Challenge and Validation

18


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Programme Board – Overall Programme Steering

Project Director with Project Sponsor for each Project

Projects – day to day Project Management Each having a Project Manager working to a Project Director

Patient and Carer Forum Staff Forum

MCA Leadership at

all Levels


Department of HealthNHS England

Wider MCA Staff and Leaders, Patients and the Public

L&L MCA Stakeholders

Incl. SAB

Programme Team – day to day Programme Management

Programme Manager

Evalu

ati

on w

ith a

ctio

n learn

ing

Programme Structure – version 2 (UNDER DISCUSSION)

Universal Learning Portal

Targeted Professional

Groups


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Finance and Monitoring

(Lynn)


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Funding & Financial Monitoring• Non-recurrent finance and all its products time-limited • The total funds for distribution is £471,110 non-recurrent. This

includes both the allocation of 19/1/2014 and 21/7//2014 - £319,742 and £161,368 respectively.

• Allocation across the Programme and Projects will be agreed at Board event

• Financial monitoring by the Nursing and Quality Clinical Lead in liaison with the Programme Manager but reporting to Programme Director.

• Emergency financial and other decisions will be taken by the Programme Director in consultation with the sponsor of the relevant Project (or in their absence, a SAB Chair.


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Other Monitoring 1• NHS England’s monitoring of the Programme will be through the

production of the following items at the end of 2014/15 – A self-assessment summary report for the period 2014/15 which will

include an assessment of the extent to which MCA is complied with within their geographical area (to be discussed and signed off by the local Quality Surveillance Group) with reference to any evidence used to reach this conclusion and any gaps or proposed future activity for 2015/16. This will take into account the views of the commissioners and providers across the local system.

– At least two case studies: one of MCA good practice and one of good practice in implementing the least restrictive option - for sharing through the national programme

– Numbers of health professionals trained as Best Interest Assessors [BIAs] in 2014/15


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Other Monitoring 2/2

• Local monitoring of the Programme– Ultimately through the Evaluation – Exception, end-stage and final closure reports to

the Board• Day-to-day monitoring of Projects

– By the Programme Consultant with all Project Managers and via Programme Team meetings

– Option for acceleration of emergency issues for decision to the Programme Director if required.


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Please forward

Your Views, Advice and Ideasas well as

Links, documents and local info’ together with contact points for yourself

to the

MCA Programme Manager [email protected]

0194 983 1909

(Leicestershire & Lincolnshire Area) MCA Implementation Programme The Outline Mandate Working Draft Only 1.

Documents

mca best

staff development

shared best practice

service user

professional practice

policedols best

development of leadership

mca leaders