I.T. Training & Iris Usage Topic Group

MEMORANDUM25 September 2007

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I.T. TRAINING & IRIS USAGE TOPIC GROUP

11 SEPTEMBER 2007

MINUTES OF PROCEEDINGS

ATTENDANCE

G R Churchard, S E Jones (Chairman), A Mitchell (Vice - Chairman), J Morton,

A M R Searing.

Other Members in attendance

P V Goggins (Chairman of Resources Scrutiny Committee), D Hewitt,

S Newton (Executive Member for Adult Care and Health)

Officers

S Campbell-Head of Information Systems, Corporate Services

C Grimwood-Assistant Director (Human Resources), Corporate Services Dept

G Hewitson-Performance Improvement & Quality Assurance Manager, ACS Dept

G Newton-Head of Management Information Unit, Adult Care Services Dept

R Price-Head of Planning & Improvement, Children, Schools & Families Dept

N Rotherham-Scrutiny Officer

M Rutter- Information Quality Officer, ACS Dept

A Service-Group Administrator

J Shields-Super User, Children, Schools & Families Dept

J Wells-Super User, Children, Schools & Families Dept

1.MINUTES OF 29AUGUST 2007

That the Minutes of the meeting held on 29August 2007 were confirmed as a correct record.

1. FOCUS GROUP SESSION WITH ADULT CARE SERVICES DEPARTMENT STAFF

The Topic Group gave further consideration to the points / views expressed at the Focus Group session held on 29 August 2007 together with contributions from Greg Hewitson and Mary Rutter.

Greg Hewitson responded to questions on the variance in how Care Case Assessments information was entered on to the IRIS computer system and stated that this variance was a short term issue and was not a concern regarding actual accuracy and completeness of data onto the system. The key consideration was getting all relevant data entered onto the IRIS system. The Department would be

looking to establish consistent in putting procedures regarding care information records in April 2008 - assisted by staff using digital pens and tablet personal computers.

In response to a question that scanning information from file onto IRIS was not securing all necessary file information being on the IRIS system, Greg Hewitson

stated that the process used did place a ll the relevant information onto the IRIS system and that there are feedback procedures to ensure that is the case.

It was noted that temporary staff engaged were sometimes not able to be given training to use the IRIS system.

The Topic Group wondered which management staff had an overview of the operation to identify and deal with potential problems as they arose.

Mary Rutter responded by stating that a two pronged approach existed to overviewing the work involving Information Quality Officers and ACS Department Section / Unit managers.

Mary Rutter advised that the entering of data onto the IRIS system was continuing

to improve and illustrated this by the following annual positional statement : -

*Performance Indicators

Greg Hewitson advised of data quality improvements on IRIS the database system for Adult Care Services (ACS) since the introduction of Information Quality officers and the centralised approach to cleaning up data quality in ACS.

Fuller details are contained within in the Appendix to these Minutes.

In response to a question from David Hewitt, Stuart Campbell advised that it was possible to trace back information scanned onto the IRIS system through using megta data information and audit trail data in the associated document management software.

Greg Hewitson in response to what would happen to ensure monthly update information is entered onto IRIS when floor walkers were stated that this issue of supporting staff around IRIS would be discussed at the next quarterly meeting of ACS Departmental Board.

Greg Hewitson stated that the majority of staff were currently capable or becoming capable of using the IRIS system however the high turnover rate of staff did not assist in getting more information put directly onto IRIS without staff filling in paper records initially. He felt that a greater number of staff were coming ‘on board’ in entering data direct onto IRIS.

He stated that there was a need to look further into the approach for future introduction of computer systems to be used by staff and provide at an early stage

or prior to training commencing, a thorough explanation of what the system and training to be provided was aiming to achieve and what benefits wereexpected.

In response to a question, Gary Newton stated that the IRIS system was 7 years old

and with changes coming from Central Government he could not rule out a new system being required in the future although there are no current plans to do this.

The Council is keeping a watching brief on the market regarding succession planning for IRIS replacement / updating in ACS Department.

In the event of the IRIS system being replaced all data held on it was fully portable as it is held in a standard Oracle database and could relatively easily be transferredto a new / alternative system.

In response to a question from David Hewitt, Stuart Campbell stated that the IRIS system used by ACS Department was less complex in terms of processes used and therefore appeared to be working well whereas the system used by CSF Department incorporated a greater range and complexity of processes which could account for the difference in perceptions of IRIS capability between the Departments.

3.ON THE JOB ASSISTANCE TO STAFF AFTER TRAINING

The Topic Group were advised of the work undertaken by Children Schools & Families Department super users Jennifer Shields and Jan Wells in assisting their colleagues being social workers, team managers and administrators in entering data onto IRIS. They stated they had been amongst the first staff in their Department to be trained and thereafter had been available to assist other staff once they had also received training. They stated that staff were currently actively updating the IRIS system to ensure all relevant information was entered and accurate prior to the Liquid Logic system being introduced next year.

Administration staff were also involved in getting all the necessary information

up to date and entered.

They stated that they assisted front line staff in entering all relevant data and keeping it up to date in adding information such as that coming from Section 47 notices. Care cases involving big families means a considerably greater amount of data needed to be entered and staff time required to input.

Jan Wells stated that as part of the work last year she had undertaken an ITC Skill Audit [organised by the CSF Learning & Development Team] this Audit was county wide and all super users assisted. As a result of the Audit staff were offered the opportunity to receive additional ICT training if they wished. Those staff who were not at work when the Audit was undertakenwere contacted when they returned to work and this ensured all staff were contacted. 75 staff were identified as lacking appropriate keyboard skills and modules were provided to all of these staff. The re use of these modules by other staff was not possible given they contained self test elements , which are charged on a per person basis and the software is effectively

“used up” once one person completes the work under that licence.

Jan Wells in response to a question as to how many staff she acted as a super user to stated that she worked at offices in Stevenage covering 39 staff [30 care workers plus 4 managers and 5 admin staff] and at Letchworth, as and when required, covering approx 60 staff and with one other super user based there.

Jan Wells circulated to the Topic Group [which was returned given the sensitive personal nature of the information] a worksheet she used to check up on the child care workload of staff and what data should be entered to give them an idea of the activity.

It was noted that training for ICS was due to start next week as originally proposed.

In response to a question, Stuart Campbell stated that whilst the IRIS system had difficulties with duplicate information, the new ICS system had validation routines to help with this and would prevent multi open referrals being entered per client.

In response to a question the super users stated that sometimes there were

delays in getting staff onto IRIS training courses.

Carole Grimwood stated that another problem experienced was getting basic training provided for agency staff.

Carole Grimwood stated that there were cost and risk issues to providing training to agency staff HCC would need to pay temps whilst they are trained and there is a possibility that the trained people would move to another local authority / employer.

Agency staff being brought in would require to be given training in order that they could fully undertake the work they had been engaged for.

It was noted that one of the child care teams currently consisted of up to 80%

agency / temporary staff with the Council overall having 64 social worker vacancies

of which 50 of these posts were covered by temporary staff.

Carole Grimwood stated that the Council wherever possible endeavoured to convert temporary / agency staff covering skilled posts to permanent posts, after these staff had been engaged for 13 weeks.

In response to a question concerning linkages with schools she stated that it was not possible to offer job experience for child care social work to school pupils.

The Council in engaging temporary / agency staff would pay the set rate for the job being covered however where there was a national shortage of key skilled workers

it often was the case to pay a higher rate to engage such agency workers i.e child care social workers.

Paul Goggins, Vice Chairman of the Workforce Topic Group, stated that this newly established Topic Group had been advised of the shortage of certain skilled professionals such as social workers which were being covered by temporary staff.He stated that the Workforce Topic Group would benefit from contributions made by the IT & IRIS Topic Group on training provision for temporary staff.

In response to a question as to whether all relevant CSF Department staff were given / offered ICS training, Rebecca Price stated that management staff at residential childrens homes were included in the ICS programme to receive training.

All staff who need ICS to fulfil there roles were on the training programme.

The Topic Group Chairman thanked the two CSF super users plus the ACS Information Quality and other ACS and CSF officers attending for their contributions.

4.TOPIC GROUP INITIAL FINDINGS AND RECOMMENDATIONS

The Topic Group in readiness for its next meeting when it would consider

the first draft of its final report to be made to the Resources Scrutiny Committee

considered findings and recommendations that had already been identified.

Gary Newton in response to comments made in relation to the Focus Group session, stated that he would submit a paper to his Departmental Board and obtain their views on what action was needed to be taken.

It was commented that the benefits arising from new systems such as Liquid Logic

should be maximised with relevant linked information being captured and passed on to other relevant colleagues.

The Topic Group agreed the following initial findings / recommendations should be put forward in the draft report : -

A)Findings

i)post implementation report to Resources Scrutiny Committee of its effectiveness

ii)easier entry of sibling files will be a feature of the Liquid Logic computer system used by CSF Department staff

iii)staff attendance rates at IT training and non – IT training courses is similar and there is no evidence to suggest that IT training is less popular / well attended than other training

B) Recommendations

1)there is a need to provide adequate training for agency staff especially covering key / specialist skills / practitioner posts where there is a recognised shortage. It is recognised that this is not easy to do given that staff are brought in at short notice and may not stay long.

2)there is a need to catch and fully induct / train temporary \ agency staff who are changing to permanent appointments at the earliest opportunity

3)managers continue to be required to ensure all staff requiring training to undertakethe duties of the job attend organised training as soon as practicably possible and not permit staff to self determine their absence from training due to being too busy to attend

4)that IT training be taughtas part of the overall work process rather than as standalone “computer” training.

5)recognition is given to the importance of engaging floor walkers, especially

when new computers systems are introduced and after staff training being provided

6)consideration should be given to consistent definition and roles of posts supporting staff following training throughout all Departments i.e floor walkers / super users / Information Quality Officers

7)consideration should be given to the adequacy of the Departmental management overview of work being undertaken whilst new computer systems are being introduced and staff are undergoing training

8)consideration should be given to the need for standardisation of processes in entering relevant data onto computer systems – scanned in information, inputting written adult care assessments

9)all Departments be urged to provide digital pens to all relevant staff

and encourage there usage where supported by a business case.

10)consideration be given to extend the duration of engagement of floor walkers in the Adult Care Services Department in Apsley One beyond March 2008

11)post implementation operational reviews be undertaken six months after the introduction of new computers systems and be reported to the Resources Scrutiny Committee

1. DATE OF NEXT MEETING

It was noted that the next and possibly last meeting would be held on Wednesday 3October 2007 at 10 .00 am in Room 246.

Andrew Laycock

CountySecretary

APPENDIX TO MINUTES

Information Quality Improvements on IRIS in Adult Care Services

This brief is a summary of the data quality improvements on IRIS the database system for Adult Care Services (ACS) since the introduction of Information Quality officers and the centralised approach to cleaning up data quality in ACS.

Areas which affect the way IRIS works
These are parts of IRIS that have been tidied up and enable us to tell which teams the clients belong to and make sure the system is as simple to use as possible. These areas of IRIS must be tided before anything else (without this you cannot tell who is responsible for any data quality issues).

Incorrect team name on IRIS
Enables us to tell which team is responsible for the client.

Records on the system waiting to be closed

Management use of the IRIS Worklist – Good use makes sure waiting times are more accurate and that clients are moved through the system efficiently

Reducing duplication of requests
This makes IRIS much easier to use as all of the teams work on the client is in the same place.

Areas which affect the performance reporting

Much of the data cleanup work has been focused in improving the quality of the information in the fields used for external performance reporting.

Clients with a missing demographic (either Date of birth, ethnicity or gender)

This shows the number of clients who have a missing demographic. Complete demographics are essential for PI reporting.

Clients who have died and are waiting to be closed

These are clients who have died on IRIS, but have remained open for longer on the system than is needed.

Assessments left open for longer than 28 days

We have been monitoring the number of assessments left open on IRIS for longer than 28 days. This was as it was suspected that many of these were due to misuse of the system rather than client assessments taking a long time.

Interesting facts

• At least 15,500 pieces of client information have been cleaned
• ACS has had the best ever year of PI reporting (this has directly been attributed to improved data quality)
• Improved data quality has not only improved performance information. It has also made the system run more smoothly and tidier client records have helped staff quickly locate client information.

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