In 2007, the Adults and Communities Directorate at Birmingham City Council embarked on an ambitious ten year transformation programme to fundamentally transform both the services provided and the lives of people in Birmingham who rely on social care services.
The main drivers for the transformation were the anticipated demographic changes, such as an increasing older adult population, and the need to provide more and better services for less money.
Outcomes for the Adults and Communities Programme include:
Choice - Citizens have control of their care and increased choice of services and providers
Prevention - Preventative activities will ensure citizens remain independent for longer
Predictive - Prediction will ensure citizens and communities remain independent for longer by helping us plan for the future
Informed - Citizens will be better able to manager their own care through information, advice and advocacy with the aim of channel shift and to reduce the number of people requiring specialist services
Personal - Individualised services that meet service users' needs in the way that service users want
Using CHAMPS2 for the Adults and Communities Transformation Programme
In order to support the above and provide a governance framework within which the programme can operate and report, the transformation programme is being delivered using Birmingham City Councils business change methodology, CHAMPS2.
Having such a methodology has been absolutely essential to facilitate change on this scale and deliver both the cashable and non cashable benefits associated with the programme.
CHAMPS2 details specific phases of work the transformation programme must go through, with key products to be delivered within each phase. Each phase of work has a - phase quality plan - and a - product quality plan - at its core.
Having said that, flexibility within the methodology has been essential in order to drive out benefits as soon as practically possible and not have all areas of the business operating within the same phase at the same time. For example, some areas of the business have already - gone live - with solutions and have been delivering new ways of working through tactical deployments. To support this some technical transition has already been made to optimise and improve the tactical solutions, which in some cases are likely to become the long-term solution. Therefore we are in a process of continuous improvement already (in accordance with Phase 7 of CHAMPS2).
Some new business areas have been created, which have been able to move straight into the new ways of working. For example, for the new Prediction and Prioritisation service, work is on going to support this area through ICT solutions that enable predictive analysis and a data warehouse system that is available for use by this service and the wider directorate.
Using CHAMPS2 has ensured that the Directorate has had a robust mechanism for identifying, realising and validating benefits. Validated benefits realised to date are in excess of the original benefits identified.
Adults and Communities Transformation Programme team, updated April 2012