Transforming Independent Futures into an 'All Age' service
From January 2014 to December 2014 I was on placement as Interim Head of Independent Futures, the new All Age Disability service in Staffordshire. This involved working with Staffordshire managers to deliver the transformation from separate Children and Adult Social Care services to an 'All Age' disability service that fulfilled Staffordshire's SEND duties under the Children and Families Act 2014 and would
Independent Futures is working to develop a new seamless and person centred offer to people with a disability what ever their age. Challenges include merging children and adult social work teams, implementing the SEND reforms (including adopting the EHCP format across Social Care), the finessing and implementing the new service model through a programme of culture change and delivering a robust financial recovery plan.
This placement was held alongside the continuing role of Interim Modernisation lead.
- improve the customer experience
- support disabled people to achieve improved outcomes
- deliver value for money
Independent Futures is working to develop a new seamless and person centred offer to people with a disability what ever their age. Challenges include merging children and adult social work teams, implementing the SEND reforms (including adopting the EHCP format across Social Care), the finessing and implementing the new service model through a programme of culture change and delivering a robust financial recovery plan.
This placement was held alongside the continuing role of Interim Modernisation lead.
Business Recovery and Service Transformation
Already on placement in Staffordshire supporting provider service modernisation, in November 2013 I was asked to support the SMT of Independent Futures who were struggling to both deliver the transformation into an all age key worker led service and to deliver the day to day service.
In April I was asked to become Interim Head of Independent Futures with a brief to
My placement with Independent Futures ended at the end of December 2014. By that point I had stabilised the management systems (as evidenced by an internal audit with the risk score for Independent Futures reducing from 65 to 17 between January and November 2014), brought the budget overspend under control and developed a transformation plan to complete the move to a key worker led all age service
In April I was asked to become Interim Head of Independent Futures with a brief to
- Improve day to day service delivery
- bring the budget back under control
- develop and implement a programme of transformation from separate children and adult Social Work led services into an integrated all age key worker led service
My placement with Independent Futures ended at the end of December 2014. By that point I had stabilised the management systems (as evidenced by an internal audit with the risk score for Independent Futures reducing from 65 to 17 between January and November 2014), brought the budget overspend under control and developed a transformation plan to complete the move to a key worker led all age service
