Project overview
Rotherham Borough Council made a significant capital investment in the replacement of its core IT business systems for the Directorate of Adults Social Services (DASS) and the Children and Young Peoples Department (CYPD) as part of its response to the Baroness Jay Report into child sexual exploitation in the region. ICT Revolutions was appointed to lead the entire implementation from end to end in partnership with Council officers and to manage the data migration from the legacy systems.
The contract delivery was designed as an integral part of a £3,000,000 IT transformation and improvement plan to deliver customer enhancement, practitioner competence and greater fiscal control. The benefits in quality, performance, practice and efficiency realised because of this investment formed the basis of both control elements for the project and evidence the improvements that have been achieved.
Implementation
Delivered between July 2016 and July 2017 were the entire Children’s Social Care casework and finance system replacement; and between July 2016 and December 2017 was the replacement of all Adult Social Care Case management and finance systems. ICT Revolutions managed and led the programme, employing PRINCE2 and ITIL methodologies. There were significant data quality issues buried within the legacy data that were cleansed by applying transformation logic and via manual cleanse. ICT Revolutions deployed three key staff: Programme Manager, Data Migration Manager and Coding Experts.
Strategic Delivery
ICT Revolutions developed the Rotherham information systems in pursuit of:
- Changing the way that Social Care delivers services to its Citizens
- Changing business processes within the council and across partner agencies
- To deliver effective and joined up services which demonstrate good customer care and value for money
Significant Delivered Changes during the Project
These included:
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Reconfiguration/transformation of Social Care
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Development of the Personalisation Agenda
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Change in Business Processes
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An entirely redesigned and reconfigured “front door” access to CSE, MASH and Multi – Agency prevention services, including Early Help
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Enhancement of a Resource Allocation System
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Delivery of Mobile and Agile ways of working for all operational staff
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Integrated early support and help
Achievements
Delivering the project objectives will have enabled the following benefits:
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Client-related data is captured electronically at source and is entered only once
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Senior managers can directly view the performance of the services and of individual team against key indicators and planned progress
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Service transformation through the use of ‘best practice’ processes
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Information can be extracted directly from the case management system to support multi-agency needs-based planning
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A costed care plan and accurate forecast of future care spend commitment
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Timeliness of accurate and reliable information that supports commissioning and management decision
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A high degree of control over cash flow into and out of the business
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Managers at all levels have control of business decisions, work flow and commissioning for customer
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There are reductions in the time between care assessment and provision of care
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Managers are able to maximise the use of available resources through more accurately matching care needs and provision and support reviews, both scheduled and unscheduled, to ensure needs are met
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Managers have easy access to high quality information and reports
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A structured work flow and standardised processes is underpinned by policies and regulations that ensure improved compliance.
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Managers can use fiscal reports and care trend analysis to contain care costs within agreed budgets
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Improved supplier satisfaction and improved relationships have been achieved from quicker cash flow processing
Replacement Systems
Related client projects
Liverpool City Council - LCS, EHM & ContrOCC Implementation
Salford City Council - Replacement Adults & Childrens Social Care Systems
