ITEM 6 Digital System Transformation - Mosaic
North Lanarkshire Council · 19 June 2024
Back to Health and Social Care Integration Joint Board — 19 June 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 REPORT Item No: 6 SUBJECT: Digital System Transformation- Mosaic TO: Integration Joint Board Committee Lead Officer for Report: Morag Dendy - Chief Officer (Planning, Performance and Quality Assurance) Author(s) of Report Graeme Cowan, Senior Manager, Strategy & Performance Service Manager, Business Process Change & Improvement Service (BPCIS) Colin Sinclair, Project Manager (Mosaic) DATE: 19 June 2024 1. PURPOSE OF REPORT The purpose of the report is to detail the scale and scope of digital system transformation taking place across social work and social care and setting out the progress of the implementation and integration of the following digital products within North Lanarkshire. Mosaic – New Social Work & Social Care Case Management System CM2000 – Dynamic Scheduling System for Care at Home Services ELMS2 – Equipment Management System (Integrated Equipment & Adaptation Service) This paper is coming to the IJB for: For Approval: ☐ For Endorsement: ☐ To Note: ☒ 2. ROUTE TO THE BOARD This paper has been: Prepared By: ☐ Reviewed By: ☒ Endorsed By: ☐ Senior Leadership Team
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2 3. RECOMMENDATIONS i. Note the content of the report. ii. Acknowledge the progress made towards the implementation of new digital systems across the partnership, and their associated benefits. products. 4. VARIATIONS TO DIRECTIONS? 5. BACKGROUND/SUMMARY OF KEY ISSUES 5.1 There is significant investment in digital solutions to support the management of social work and social care services across the partnership. This report provides an update on the implementation of three key products, outlining the current status of each project and highlighting the opportunities these products and systems represent for further system and data integration across the partnership. The three products/projects are: New Case Management System for Social Care/Social Work (Mosaic) Dynamic Scheduling System for Care at Home Services (CM 2000) ELMS2 Equipment Management System (Integrated Equipment & Adaptation Service) New Case Management System (Mosaic) 5.2 As part of the North Lanarkshire Council’s Digital NL programme of work and Digital and IT Strategy 2019-2024, the council carried out a cloud readiness assessment to determine which line of business system would be suitable for transitioning to a range of cloud-based solutions. The in-house social work management system, mySWIS, was rated against defined criteria such as system functionality, system maintenance, system usability, reporting capabilities and ability to migrate to the cloud. 5.3 mySWIS was considered not fit for purpose and could not be easily migrated to the cloud, typically due to legacy technology or complex point to point integration patterns. The council therefore agreed to procure a new social work case management solution and following a tender exercise, awarded the contract to Access UK Ltd (Mosaic) in September 2022 for an initial period of 60 months. 5.4 Mosaic, the new Social Care case management system, will be used across a wide range of services: Adult Health and Social Care – Including direct access with Health staff. Education & Families Justice Social Work Services Tackling Poverty Team Yes ☐ No ☒ N/A ☐
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3 5.5 The introduction of a new digital solution for managing social work caseloads and workflows presents significant opportunities to improve worker access to relevant information, provide a single source for data on the people we support, improve data analytics and reporting to inform service improvement, and better opportunities for data sharing across the partnership. It is anticipated the investment in this system will yield many other benefits: More efficient use of social care staff time. Improved workflows for case management. Reduction in paper-based systems through the use of handheld/mobile devices. Improved statutory and legislative reporting and compliance. Improved quality assurance and key performance indicators. Improved customer satisfaction and contact with service users (including via customer Portal. More efficient use of staff time. 5.6 The development and implementation of Mosaic is supported by a project team, which has spent several months working with teams from across the partnership to configure the system to reflect our streamlined processes and workflows. The final configuration of the system is nearing completion to allow testing to take place in late summer, supported by a training programme for staff commencing in June 2024. 5.7 Migration of relevant data from mySWIS continues through to September 2024, and key integrations will be developed and tested, again by September 2024. Key integrations include: CM 2000 (dynamic scheduling – see below); ELMS 2 (Integrated Equipment & Adaptation Service – see below); and SEEMIS (Education management system). 5.8 The project is entering a critical phase with a planned go Live date of October 2024 and further details of the project timeline are detailed below: Stage Details Procurement Complete System Configuration On going scheduled to be completed by July 2024 Testing Scheduled to be completed by August 2024 Training June/July/August 2024 Data Migration September 2024 Integrations with other systems August/September 2024 Go Live October 2024 Post go Live support and Review September to December Phase 2 – Portal January 2025
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4 Dynamic Scheduling System for Care at Home Services (CM 2000) 5.9 The Home Support Service is currently engaged in a service redesign exercise as it seeks to increase focus on people’s choice and control, increase the quality of service, and equip frontline staff with the information they need to undertake their work most effectively. In relation to the latter point and within the context of the wider redesign activity, the service has procured a digital solution to ensure staff capacity is optimally utilised. 5.10 With a workforce of over 1,300 Home Support Workers supporting approximately 2,300 people at any given time, it is important to recognise the Home Support Service is a large and complex one, responsible for providing essential care and support to the most vulnerable in our communities. 5.11 Over the past eighteen months, the Home Support Service has developed a strong understanding of its requirements for a new scheduling tool, taking into account the day-to-day experiences within the service. These requirements include: Provision of over 6000 visits per day. 750 Home Support Workers on shift on a daily basis. Managing changes to the support we provide due to changes in people’s circumstances (e.g. hospital admission). Changing availability of Home Support Workers due to annual leave or other absence. Increasing number of people whose support requires multiple visits in a day, often involving two Home Support Workers to safely support with moving and assisting as well as personal care. Continuity of service and matching the right staff with the right skills to people at the right time, who require support, are essential to the quality of care and services provided. 5.12 In February 2024 a new dynamic scheduling tool was procured to replace the current product which comes to an end in October 2024. The contract awarded was awarded to The Access group for their CM2000 product. The contract is for an initial period of 48 months with the option of two additional single year extensions. 5.13 The introduction of this contract will support this service delivery by aiding back- office staff to schedule support and adapt quickly to changing needs efficiently and effectively. The contract provides an opportunity to explore additional benefits which would allow both service users and family members to access care notes via an application allowing real time updates. 5.14 There are a range of anticipated benefits associated with the project which will have an impact on staff (both front-facing practitioners and back-office staff), supported people and their carers and families. These anticipated benefits include:
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5 Ensure shift patterns reflect supported people’s needs – support is available at the right time and right place to support service demand, making more efficient use of resources. Accurate and transparent measurement and reporting of differential productivity/utilisation across the localities. Provision of management information to inform resource planning decisions. Increase workforce capacity through a more targeted and balanced allocation of resources across the home support teams. Greater transparency of locality resource allocation will enable greater flexibility and sharing of resource across locality boundaries. A more effective/efficient service delivery model resulting in a better consistency of service and an increase in satisfaction among the people we support. The ability for real time mobile workforce management and scheduling including minimising and optimising time spent travelling to visits. The ability to evaluate performance via workforce analytics and trend information. Increase staff morale through improved working practises and processes, resulting in better work life balance, and retention of staff. 5.15 The project team is progressing the configuration of the system with key service personnel. Testing, training and data migration will commence during the summer months, with an anticipated Go Live date of October 2024. ELMS2 – Equipment Management System (Integrated Equipment & Adaptation Service) 5.16 The Integrated Equipment & Adaptation Service has for many years used the MICES software platform supplied by Msoft which is no longer supported. The system manages the day-to-day demands of delivering independent living equipment services across both North and South Lanarkshire. This includes stock control and asset management. The legacy system has suffered from a lack of integration across other systems and applications resulting in a reliance on paper based systems and processes requiring significant double keying. 5.17 The Council has recently procured a new software solution, ELMS 2, provided by Ethitec Technology Ltd. The new solution will be implemented to meet the following service requirements: Direct ordering and tracking of orders technology providing delivery routes and times. A system that links directly to the stock control process, reducing administrative functions. Field staff provided with handheld devices which reduces the reliance on printed paperwork, provides real-time delivery information to the prescribers via email and route management based on current traffic conditions.
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6 Improved monitoring of equipment due for review and maintenance. Prescribers given direct access to equipment catalogues stock levels and service users equipment history. 5.18 ELMS 2 also offers interoperability and integration with Mosaic, the new social work case management solution and allows for direct access by NHS Lanarkshire staff to order equipment and view service users equipment history. Development work has been commenced to integrate with Morse, the community healthcare system used by NHS Lanarkshire. Project Timeline Stage Details Procurement March 2024 System Configuration April 2023 to May 2024 Testing June 2024 Training June/July 2024 Data Migration August 2024 Go Live August 2024 5.19 The project is in the testing phase with training commencing imminently. Service champions have been identified to support the roll out across the partnership, with the new solution planned to go live in early August 2024. 6. CONCLUSIONS 6.1 The digital system transformation activity taking place across the partnership is considerable and the key projects detailed within this report are all entering critical phases and will all go Live before the end of this calendar year. Each of the project teams continue to work with all stakeholders, including Senior Managers, front line staff and integrated teams across the partnership, to ensure a smooth transition as each produce goes live and to ensure the benefits outlined above are realised. 6.2 Implementing these systems presents not just a shift from legacy systems, some of which are end of life, but also a cultural shift in using digital platforms which allow the service to function differently. The ability to access and generate accurate and real time information to support practitioners, the ability for supported people to access their own data and the enhanced data quality and integration offered by these products will continue to support the service in enhancing staff’s digital skills across a range of settings. 7. IMPLICATIONS 7.1 NATIONAL OUTCOMES Link(s) to National Health and Wellbeing Outcomes People are able to look after and improve their own health and wellbeing and live in good health for longer ☒
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7 People, including those with disabilities or long-term conditions, or who are frail, are able to live, as far as reasonable practicable, independently and at home or in a homely setting in their community ☒ People who use Health and Social Care Services have positive experiences of those services, and have dignity respected ☒ Health and Social Care Services are centred on helping to maintain or improve the quality of life of people who use those services ☒ Health and Social Care Services contribute to reducing health inequalities ☒ People who use Health and Social Care Services are safe from harm ☒ People who work in Health and Social Care Services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide ☒ Resources are used effectively and efficiently in the provision of Health and Social Care Services ☒ 7.2 ASSOCIATED MEASURE(S) The projects outlined in this report each have their own project boards. These are governed via the Council’s Digital Programme of Work Board. 7.3 FINANCIAL Each of the projects detailed within this report are part-funded via earmarked reserves which have been agreed for the lifetime of contracts. This paper has been reviewed by Finance: Yes No N/A 7.4 RISK ASSESSMENT/RISK MANAGEMENT Relevant Risk Register Details Current Risk Level Risk Owner Information and Data Protection RIA0000449 High Chief Officer (Planning, Performance & Quality Assurance) Failure to comply with legislation or regulatory procedures including SSSC regulations RIA0000451 Low Chief Officer (Adult Social Work Services) IT systems no longer fit for purpose RIA0000458 Medium Senior Manager (Strategy & Performance) Each of the projects manage their own risk registers. The project risk is linked to the service risks highlighted above.
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8 7.5 ENGAGEMENT & PARTICIPATION Please tick the engagement and participation objectives that link(s) with this piece of work and provide further details on the engagement and participation that was undertaken. Objectives Further details ☒ Involve stakeholders in the development work aimed at achieving the national outcomes Regular stakeholder engagement takes place through project boards and various workshops and sub groups. ☒ Provide stakeholders with information on how to get involved Information is posted on Yammer and emails ☒ Ensure a diverse range of engagement and participation and opportunities are in place to suit different needs Discovery workshops carried out for every service area. ☒ Measure how well we involve community stakeholders in the planning, design and delivery of our services Service user engagement carried out as part of Home Support redesign. ☒ Provide regular feedback on how stakeholder engagement and participation is shaping and influencing service development and delivery Sub-groups/Stakeholder events and ongoing engagement with staff across North Lanarkshire ☒ Provide support to enable stakeholder representatives to participate meaningfully and confidently at meetings Discovery workshops carried out for every service area. ☒ Develop participation guidelines to ensure a common understanding and set of expectations for both stakeholders and partnership staff Communication and training plans. ☒ Support engagement planning and participation in localities, taking account of other engagement activity and local plans across the Community Planning Partnership Sub-groups/Stakeholder events and ongoing engagement with staff across North Lanarkshire 7.6 INEQUALITIES & FAIRER SCOTLAND DUTY EQIAs are ongoing and will be completed and approved prior to systems going LIVE. Yes No N/A EQIA added to website:
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9 Yes No N/A 8. BACKGROUND PAPERS None. 9. APPENDICES None. CHIEF ACCOUNTABLE OFFICER (or Depute) Members seeking further information about any aspect of this report, please contact the following: Graeme Cowan, Senior Manager (Strategy & Performance) on 07946 702861.
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10 Direction from North Lanarkshire Integration Joint Board (IJB) 1 Reference Number 2 Report Title 3 Date direction issued by IJB 4 Date from which direction takes effect 5 Direction to: 6 Does this direction supersede, revise or revoke a previous direction – if yes, include reference number(s) 7 Functions covered by direction 8 Full text of direction 9 Budget allocated by Integration Joint Board to carry out direction 10 Performance Management / Governance arrangements 11 Date direction will be reviewed