Public Information & Advice Strategy. Promoting Choice and Control

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1 Public Information & Advice Strategy Promoting Choice and Control July 2010 Stockton-on-Tees about people

2 Contents 1 Introduction and Context 3 Page 2 Information & Advice Services : Needs Analysis 9 3 Current Position 15 4 Developing and Delivering Information Services over the Next Three Years Improvement Planning.38 No clear guidance about care and support, I feel like Alice in Wonderland why can t I be sign posted to what I need to know or be able to access what I need to help me? Person who uses services Quote from The State of Health Care and Adult Care in England 2009, Care Quality Commission, February P age

3 1 Introduction and Context 1.1 Introduction This strategy represents an important step forward in the development of Stockton s Putting People First programme and the associated transformation of adult social care. The implementation of this strategy will strengthen local arrangements for securing improved outcomes for service users in Stockton-on-Tees by promoting choice and control. In recognition of its importance, this strategy s development has been overseen by the Adult Care Management Team (ACMT) which is the partnership for the commissioning and development of Adult Care Services across health and social care. Importantly, ACMT also provides a clear focus for adult care within the broader health and wellbeing agenda, by reporting to the Health and Well Being Partnership. 1.2 Strategic Context The strategic significance of information services in driving the personalisation process is captured in The Vision for Adults 1 which is the joint strategy for adult health and care services in Stockton on Tees. The strategy, first published in 2006, was refreshed in 2009 to take account of national policy changes, including Putting People First. The Vision for Adults sets out key priorities in six outcome areas in order to inform the commissioning intentions of the Council and the Primary Care Trust. One of the key priorities within Outcome 4: Increased Choice and Control seeks to, Maximise access to information which will be tailored to service users/carers across a range of services and media, enabling easy signposting and access. This Information and Advice Strategy is designed to take forward this priority by: Setting out the key national and local factors which will shape the development of information and advice services in the future. Identifying the baseline position for information services. Reviewing the evidence base. Identifying the strategic shifts to be managed. 1 The Vision for Adults, A strategy for Health & Social Care Services in Stockton on Tees, published by Stockton on Tees Borough Council and NHS Stockton on Tees, P age

4 Detailing arrangements for strengthening the way that information is managed, marketed and the points at which it is delivered. In developing the scope for this strategy it has been recognised that there is an intrinsic relationship between information and advice. Indeed for many service users there is no distinction between these services. Although this strategy will concentrate on the future development of information services, this future will be inextricably linked to the development of the Council s customer and advice services which have been the subject of a recent strategic reviews. The detail of these reviews is set out below. 1.3 Developing the Customer Focus in Stockton To be effective the delivery of this strategy will not take place in isolation from other key initiatives designed to improve access to services. The Council has adopted an Access to Services Strategy 1 which sets out a vision for transforming customer access to services. At the heart of this is a commitment to developing three multi - service centres in the three main townships which make up the Borough. The centre for Thornaby opened in March 2009 with the planned openings for Stockton and Billingham being in 2011 and 2013 respectively. These centres provide the opportunity for face to face contact and a one stop shop facility for all services. These centres are complemented by the development of: a single telephone contact centre serving the Borough which opened in 2008 and is gradually expanding the range of services delivered; 24 hour internet access providing a range of interactive, self service and information services; a network of local access points for the wider community that addresses the diverse needs of local people and other centres of population. The aim is to develop a range of access channels promoting a choice of the means by which the Council can be contacted. This approach was informed by evidence that people do use a number of different means of contact but that their preferred means may change with age and onset of disability. Having a wide range of means of access promotes choice and inclusion and information services have a key role to play within this process. These initiatives will be key in the development of the types of delivery mechanisms required to promote and deliver information on adult care and well being. 1 Access to Services Strategy, Our Vision Putting Our Customers First, Stockton on Tees Borough Council (2006) 4 P age

5 The Council has also been awarded the Government s Customer Services Excellence Standard at corporate level, one of only six Councils nationally to achieve this Standard at this level. All Council services have been assessed by an external assessor and demonstrated that they are delivering against a range of criteria including: Criterion 1 (Customer Insight) identifying current and potential customer groups and developing customer insights to better understand their needs and preferences; Criterion 2 (Information & Access) making information about services available through a range of communication methods and providing information in ways that meet customer needs and preferences. 1.4 Review of Advice and Information As a result of an Efficiency Improvement and Transformation (EIT) Review, 1 the Council has developed an improvement plan for advice and information services. The objective of the review was to ensure that the citizens of Stockton have access to advice and information services that are cost effective and best meet needs and expectations. In particular, one of the key drivers for the review was the recognition of the impact that the current economic climate is having on local communities and the important role that information and advice services play in minimising this impact. The review looked at both in house and commissioned services. As well recommending changes to the organisation of Council s Welfare Rights and Client Financial Services Teams, the proposed changes also include: The development of a new specification for advice and information services that meets residents needs and the Council s strategic priorities with a view to starting this contract from 1 st April The improved promotion of the Community Legal Aid telephone helpline and web site. The creation of a directory of Advice and Information Providers across the Borough promoted through Customer Service points and the Library Service. The development of an Advice Providers Network. The need for an advice directory was also identified through research which revealed that an extensive amount of signposting to other services was carried out by those services identified within the scope of the review. Although some smaller directories do exist, the need for a more comprehensive data bank was identified. This now 1 Cabinet Report, Efficiency, Improvement and Transformation (EIT) Review of Advice and Information Services, 11 th March P age

6 forms a part of a far more ambitious initiative, to develop a directory of services for the adult population of Stockton on Tees. The directory s development is one of the actions identified in the Council s Putting People First Plan 1 as a key measure for securing universal information services. 1.5 Putting People First In December 2007 the Government, in partnership with a wide range of other interested parties, published the Putting People First 2 concordat setting out a new vision for adult social care. There are four main components of the transformed adult social care system, including the information and advice dimension. Fig 1 Putting People First new vision for adult social care This strategy has been informed by a framework 3 issued specifically to support local authorities in the development of their information and advice dimensions of Putting People First. The central idea of Putting People First is personalisation. Personalisation is about enabling even the most disabled or disadvantaged person to participate in society and take as much control of their own lives as is possible. This strategy seeks to contribute to achieving one of the key Putting People First 1 Putting People First Transformation of Adult Social Care, CESC Personalisation, 2010/11 Business Implementation Plan 2 Department of Health, Putting People First Transforming Adult Social Care 3 Framework for Council Information and Advice (and Advocacy) Strategies, IDeA/ADASS, 15 th December P age

7 milestones (Milestone 4, Information and Advice 1 ) against which progress in the transformational programme for adult social care can be judged: Milestone 4: Description : Information and advice All citizens should be able to easily find locally relevant quality information and advice about their care and support needs in order to enable control and inform choice. Information should be available in a range of formats and through channels to make it accessible to all groups. Provision of information, advice and guidance should move from being largely developed from separate initiatives to a single coherent service strategy. Milestone 4: Key Dates and Deliverables: Information and advice April 2010 October 2010 April 2011 That every council has a strategy in place to create universal information and advice services. That the council has put in place arrangements for universal access to information and advice. That the public are informed about where they can go to get the best information and advice about their care and support needs. The Council has adopted a robust planning framework to address all five Putting People First milestones which form the first phase of the transformation programme. These milestones are to be completed by April Using project management methodology a Personalisation Project Board has been established with the Corporate Director of Children, Education and Social Care as the project sponsor for Putting People First. Improvement planning against the key milestones is aided through a strong regional In Control Partnership and the work undertaken by the Regional Improvement and Efficiency Partnership (RIEP). 1.6 Health Stockton s strategy for its adult population is based on the planning framework for health and care services detailed in Our health, our care, our say 2, the White Paper through which the Government made a commitment to improving access to information for people with health care and social care needs. It promoted the development of information prescriptions to signpost people to reliable sources of 1 Transforming Adult Social Care: Access to Information, Advice and Advocacy, I&DeA, February Our Health, Our Care, Our Say, Department of Health, February P age

8 information and support tailored to their individual needs. These arrangements have now been piloted and are being rolled out nationally. The NHS has also developed its web site NHS Choices 1 which provides information on conditions, treatments, local services and healthy lifestyles. The site is also seen as a first step towards providing public information about service quality in the NHS as it includes such things as Care Quality Commission ratings and MRSA rates. Both these initiatives are significant for the delivery of this strategy. 1 NHS Choices can be found at ( The web site was developed in response to Higher Quality for All 2008 which identified the need for the NHS to be centred on peoples needs and local accountability. 8 P age

9 2 Information & Advice Services: Needs Analysis 2.1 Introduction This section sets out the key factors which will shape the future development of information and advice services. Information has been drawn from national and local sources to bring together an analysis of the future environment in which services will be operating. In summary, these key factors are: The impact that the demographic pressures will have on adult care and the future role that information and advice services will play in contributing to the management of this demand at a time when finances are under extreme pressure. The current trends in social care and the role that information and advice services will play in promoting change. The support that information and advice services will provide in the future to those currently not eligible for support services or those who have the financial means to pay for their own care. This being a key national driver for the promotion of universal information and advice services. Identifying the communication needs of all the diverse communities within Stockton to ensure equality of access and guard against discriminatory practice. 2.2 Impact of Demographic Trends The demographic challenge for the future of care services is detailed in the Sustainable Community Strategy 1 for Stockton on Tees. Stockton s population is growing. Currently Stockton s population is 189,000 (ONS 2 mid 2006 estimates) which is an increase of 6.85% since the 1991 census. This is in sharp contrast to the 2.93% fall in population experienced across the North East. Furthermore, this increase is due to continue and by 2029 estimates put the population at 204,000. The profile of the population is also changing and it is estimated that by 2029 there will be 62% more people over retirement age. This is, in part, due to improving health with life expectancy significantly improving over the last 20 years, from 73.7 years for men in 1996/8 to 75.7 in 2003/5. However, this remains significantly behind the national average with there being sharp disparities between parts of Stockton with 1 Shaping Our Futures A Sustainable Community Strategy for the Borough of Stockton on Tees, (See also Older People s Strategy, Stockton on Tees Borough Council, 2008) 2 Office for National Statistics (

10 life expectancy in some wards being 10 years less than others. Similarly, whilst 19.9% (2001) of people reported having a limiting long term illness there were significant variations with one ward recording a rate of 41%. Other significant trends which will impact on care services are detailed in the Joint Strategic Needs Analysis (JSNA) 1 and the Vision for Adults in Stockton: Associated with the ageing population there will be a growth in the numbers of people with dementia. For late onset of dementia it is estimated that the numbers will rise from 1,913 (2008 POPPI 2 ) to 3,177 in The expectation is there will be an increasing number of over 65 s with depression. It is expected that the number of people with a learning disability over 50 years of age will double over the next 10 years. There are currently significant demands for the Council s physical disability and sensory loss services. The impact of drug and alcohol misuse on health outcomes is well known and there were 1,241 problematic drug users in treatment at February Alcohol consumption in the North East is higher than the national average and a needs assessment detailed its impact on various age groups. There were 18,993 people in the Stockton area recorded as looking after someone (2001 census). Of these 4,648 reported providing over 50 hours per week to caring. The future national demographic trends and the impact that this will have on social care and the workforce is well developed in the Adult Care Workforce Strategy for the North East 3 ; By 2036 the number of people over 85 will rise from 1.055m to 2.959m. By 2025 there will be 42% more people in England aged over 65. The number of people with a long term condition will rise by 3m to 18m. The number of people with dementia (currently around 600,000) is expected to double in the next 30 years. 1 Joint Strategic Needs Assessment, Stockton on Tees Borough Council, NHS Stockton, October Projecting Older People Population Information System ( 3 Developing an Adult Social Care Workforce Strategy for the North East: A vision and First Steps Forward, Peter Fletcher, Bob Hudson, Val Hudson, Iain Kitt, June P age

11 The number of people over 50 with learning disabilities is projected to rise by 53% by These trends will mean that the social care workforce will have to expand to deal with the increased demand for services and support. Since 2006/07 this workforce has increased by 8%. Skills for Care 1 predict that the paid workforce will have to increase between 50% and 80% to meet the increased demand. The greatest increase being in the employment of personal assistants and those involved in self directed care. The Care Quality Commission s Annual Report for also predicts the impact that increased demand will have on services, given that such increases will occur at a time when councils are facing severe financial pressures. The Care Quality Commission s expectation being that publicly funded care will become further restricted as councils tighten their Fair Access to Care (FACS) criteria. Faced with this likelihood the Care Quality Commission concluded that: In such circumstances, it is particularly important to provide good support and information (for example, about voluntary sector services) to people and their carers and families). This is something that excellent rated councils have done. 2.3 Trends in Care Services Information and advice services are important marketing tools for councils to explain and manage the key shifts that are occurring in adult care. The messages given ensure that users expectations and aspirations are informed and that they are empowered through being informed of their rights and obligations. Information and advice services have supported the development of community care since implementation of the NHS & Community Care Act 1990 and more recently the cultural shifts required through Putting People First. This section seeks to identify what progress has been made and assess whether there are any key messages for the future development of information and advice services. The long established trend towards developing community based service options, promoting independence and well being has continued. The Care Quality Commission s Annual Report for 2009 identified that: 2.1% of people (208,530) aged 65 and above were living in care homes (supported by their council) in 2009, compared to 2.5% (241,200) in In 2009, 148,000 people had access to council-funded services that help prevent unnecessary admissions to hospitals compared to 80,000 five years ago. 1 Skills for Care Annual Workforce Report The State of Health Care and Adult Social Care in England 2009, Care Quality Commission, February P age

12 In 2009, 157,000 people had access to council-funded services that help prevent delays in discharge from hospital, compared to 112,000 five years ago. The average number of people experiencing delays has fallen from 3,600 a week in 2003/04 to 2,200 a week in 2008/09. The report also concluded that people are getting better information about their care and options. However, there are still improvements to be made with 29% of people with disabilities using social care services commenting that they had not been communicated with in a way that helped them understand things properly. Similarly, the report comments on the role of information within the NHS. Since 2004 NHS Trusts have had to meet minimum standards that require them to make information about services and treatments available to the public. Just under 99% of all Trusts now meet this standard. However, a survey of the views of patents revealed that 21% of respondents felt that they had not been given enough information about their condition or treatment. The information and advice dimension of the Putting People First agenda has already been documented. The Care Quality Commission s assessment of progress against all the key milestones is that whilst progress is being made there are concerns about the rate of change, with some councils making substantial headway whilst others are just starting out. In order to increase people s control over their own lives, Putting People First sets out a vision for self directed support. This is based on promoting more use of personal budgets and direct payments, giving the individual choice on how money is spent on their own care. The Care Quality Commission reported that councils are still promoting direct payments whilst starting to roll out personalised budgets. During 2008/09 115,000 adults aged 18 and over used direct payments and expenditure increased by 30% on the previous year. However, this only equates to 4% of overall gross spend on adult care by councils. Key to the success of self directed care is the provision of the right kind of information. Evidence from the Care Quality Commission s regulatory activity indicates that there have been improvements in the information provided by care providers. In 2008/09, 80% of adult care providers met the minimum standards for information with particular improvements being noted in user guides. However, in a sample of 400 providers only 9% said that they had made information accessible for disabled people. The conclusion reached being that this failure often leads to poorer experiences of care and less positive outcomes. The provision of high quality information to support personal choice and control remains a central part of the cultural shift required for effective self directed support. 12 P age

13 2.4 People with Financial Means or Ineligible for Support The Putting People First milestone requires councils to secure universal information and advice services for all citizens, including people with the full range of needs and financial means. The Commission for Social Care Inspection s (CSCI) social care report for 2006/07 first focussed on the experiences of people seeking support who were not eligible for social care or who were self funders. The report found that those who do not qualify for services, and who cannot afford care, struggle with fragile information support arrangements and poor quality of life. People who fund their own care are disadvantaged through a lack of advice and information about care options. The report called for improvements in information and advice services and the CSCI were asked to commission further work on the impact of Fair Access to Care (FACS) criteria on the experiences of services users. Based on research and interviews with people with a range of experience of the care system a report 1 was published detailing these experiences. The conclusion being that the experiences of those who were eligible and not eligible for care services were in sharp contrast. Those receiving a service expressed the greater levels of satisfaction. For those paying for their care a poor quality of life was experienced with low expectations and modest desires about what help they might get. They were receiving less support than they felt they required or were trying to find their way through the system with little or no help. Currently, 72% of Councils focus their funding on people whose needs are substantial or critical (Care Quality Commission 2009). Stockton-on-Tees also meets the needs of those who are assessed as being in the moderate FACS band. As with all councils the FACS policy is reviewed annually alongside consideration of its resource allocation. Currently the Council is managing a significant consultation exercise on proposed changes to the current policy i.e. to meeting the needs of those within the substantial and critical bands. This is as a result of demographic pressures and the need to target resources on those with severe and complex needs and make further investment in community based services. The consultation period will close at the end of August Language and Communication Needs An essential part of any advice and information strategy is the emphasis on the development of language services, formats and information channels to ensure accessibility by all groups. The Council s development of diverse access channels through its Access to Services strategy has previously been covered. This section will identify the range of language and communication needs in Stockton. 1 Lost to the System? The Impact of Fair Access to Care Services, Melanie Henwood and Bob Hudson, January P age

14 In the 2001 census, 2.8% of the population defined themselves as non white, an increase from 1.6% in the 1991 census. It is anticipated that this trend will continue. The Borough has a smaller Black and Minority Ethnic (BME) Community make up then the England average of 9% (2001 census). The majority of Stockton s BME Community is of Pakistani origin. The census figures do not take into account all asylum seekers and refugees in the Stockton area. There are 78 different nationalities of asylum seekers across North East England, there were 450 registered asylum seekers in Stockton (November 2008). Over 70 languages are spoken within the borough. The Social Inclusion Unit 1 estimates that 1 in 20 people require some form of literacy support and 1 in 15 some kind of communication support for sensory impairment. Currently there are approximately 70 adults who live in the Stockton area communicate using BSL and 26 children. It is estimated that there are 1,800 people living in Stockton with a sight problem, many of these are not registered blind. The sensory support service is in contact with 30 clients who are Braille users. 1 Social Exclusion Unit 2005, taken from Office of Disability Issues, Literature Review Disabled People s Information Needs (2005) 14 P age

15 3 Current Position 3.1 Introduction This section seeks to set out the current arrangements for information services. In order to ensure that this is comprehensive, and to inform developments through which universal services are to be secured, the model for information services promoted by the I&DeA will be adopted. This model describes the three dimensions of any information framework as illustrated in the following diagram: Fig 2: I&DeA Model for Information and Advice Services As a result the following arrangements will be described: How information is managed. This will describe how information is currently produced, distributed and reviewed and the responsibilities for each step in this process. The information standards and quality assurance mechanisms will also be outlined. How awareness and knowledge of what is available is managed. Essentially this is marketing and the Council has invested in strengthening this function. Delivery mechanisms. The points at which information is delivered to the public. A number of key investments by the Council will ensure that there will 15 P age

16 be a diverse range of ways in citizens can contact the council, through which information and advice services will be delivered. In describing the current arrangements it should be recognised that information and advice services are in transition. As a result it is difficult to see the current and future arrangements as two distinct entities. Hence the improvement plan detailed in the final section of this strategy will detail some of the current arrangements which remain work in progress, as well as detailing those arrangements yet to be secured. 3.2 How information is managed One of the key management tools adopted for information services is the development of a database which provides a range of detail on the main information products developed within adult care. It details the product s author, dates of issue and review, description, usage and formats. The dataset has been used to identify a core set of front of office information that must be maintained in key public access areas and on the Council s web site. These leaflets are referenced and what constitutes the core information set is kept under regular review. The production, distribution and review of public information are managed by having a clear set of responsibilities which is shared across a number of individuals. These responsibilities are set out in the schedule below: Post or Designation Responsibility Authors Authors are identified against each of the information leaflets in the database. Authors are responsible for ensuring that information is current and the subject of periodic review. The author is responsible for ensuring that there is an impact assessment undertaken on every new product that he/she is responsible for. Marketing Officer (CESC) The Marketing Officer is the owner of the database and liaises with CESC staff to ensure that the core set of information products is maintained and reviewed. The Marketing Officer also liaises with the Administration Officer (Customer Care) and Web Development Officer to ensure that any changes are reflected in public access areas and on the Council s web site. 16 P age

17 The Marketing Officer is the link between authors and the Council s shared services partner (Xentrall). The Marketing Officer is responsible for developing a brief with the author, ensuring that this brief is carried out by the design and print service. The Marketing Officer acts as brand champion for the Council, ensuring the highest standards of brand application in all marketing work. This includes the maintenance and development of standards which represent best practice for adult care. The Marketing Officer works with the readers group and authors to ensure that there is user input into the development of information products. The Marketing Officer will link with the Specialist Transformation Team to ensure that the Council s Personalisation agenda and Information and Advice services are taken forward. The Marketing Officer is the link with the PCT s Communications Unit and will work with the Marketing Manager to ensure a joint approach to the publication and distribution of information. Xentrall Shared Services Administration Officer (Customer Care) Xentrall are the Council s design and print service. They are responsible for ensuring that any design requirements are met in an appropriate and materials are published to the highest standards. The Administration Officer (Customer Care) will liaise with the Marketing Officer to ensure that there is a sufficient stock of the identified core leaflet set to be able to respond to requests from practitioners and public access areas for additional leaflets. A wider distribution list is also maintained with contacts within external agencies. The Administration Officer (Customer Care) is the main point of contact for requests for information to be made available in alternative languages and formats. On receiving a request the Administration Officer (Customer Care) will make contact with the relevant provider and commission the work. Reception Champions First Contact Each of the Council s key public access areas has a designated champion whose role it is to ensure that the core set of information is maintained and displayed appropriately. First Contact deal with a range of service requests/queries from 17 P age

18 the public and will signpost people to the relevant information. Practitioners and Children, Education and Social Care (CESC) Staff All CESC staff have a responsibility to market the services offered and signpost people to relevant information. The Council and PCT are committed to user and carer engagement as a means of improving its information services. The lack of a consistent approach to user participation in the development of public information has been identified as a weakness. As a result the Disability Advisory Group and the Over 50 s Assembly, who are two established groups with an interest in disability issues, were approached regarding the formation of a Readers Group. The purpose of this group is to provide a challenge and to identify whether any given piece of public information is understandable, appropriate and timely. The group will play a key role in the development of new information products and will work closely with authors. The group is still in its infancy and it is hoped that its role and remit will develop over time with the direction coming from group members. The Council s preferred choice for interpretation is via a telephone based system provided by Language Line. This service is the most effective and economic for the Council and so far has provided interpreters in all languages required. The Diversity Team has trained a significant number of front line officers from across the Council in how to use the service and only positive feedback has been received to date. The Diversity Team also provides guidance to individual services in organising translation and transcription services. Written guidance for on translation and transcription services sets out the key issues to consider when deciding to use these services, as well as the contact details of the services themselves. Transcription is not undertaken on bulk but by individual request. All adult care leaflets provide a contact for transcription services in the following seven main written languages used in Stockton: Arabic, Farsi, French, Kurdish, Chinese, Punjabi, Urdu If face to face interpretation or written translation is required in most circumstances the Council would commission this service from Everyday Language Solutions, a locally based organisation. The feedback received by users of this service has been positive. This service covers the following languages: European Albanian, Bosnian, Croatian, Czech, French, German, Kosovan, Hungarian, Italian, Latvian, Lithuanian, Macedonian, Polish, Portuguese, Romanian, Russian, Serbian, Slovak, Spanish, Ukrainian. 18 P age

19 Scandinavian Danish, Finnish, Icelandic, Norwegian, Swedish African Afrikaans, Amharic, Chiluba, Djoula, Fanti, Somali, Swahili, Tigrinian, Zulu. Middle Eastern Arabic, Farsi, Dari, Hebrew, Kurdish (Badini, Kur-manji, Sorani), Turkish, Yiddish. Indian Subcontinent Bengali, Hindi, Miripuri, Punjabi, Sylheti, Tamil, Urdu, Pashto South East Asian Burmese, Cantonese, Japanese, Hakka, Korean, Malaysian, Mandarin, Taiwanese, Thai, Vietnamese All reception points at within Council buildings display information on how to access an Interpreter. The Council commissions the Citizens Advice Bureau 1 to support people with a learning disability to engage in the decision making process. Stockton Helps All promotes a self advocacy model by working with individuals, the Learning Disability Partnership Board and its associated sub groups to ensure that the user voice is heard. As a part of this work a service is provided to convert information into an easy access format and, where necessary, the individual support provided ensures that this information is understood. The Council does not hold a formal contract with any particular organisation for sign language. However, both the Sensory Support and Diversity Teams hold a database of interpreters (for signing) that are registered with British Sign Language (BSL). All Council reception points have hearing loops and the Diversity Team have recently purchased an extra six hearing loops for SBC staff to use elsewhere. For transcription into Braille, the most commonly used supplier is Blind Voice UK. This is a locally based charity which enables blind or partially sighted people to achieve equality and realise their full potential and integration into society. Information can be either provided in Braille or screen reader (where the information is formatted onto a computer screen and then electronically read out). This service can be secured either through Blind Voice UK or the Graphics Team. Alternatively an audio CD can be produced. The Council currently holds a database of local residents who have chosen this to be their preferred method of communication for the Stockton News. In order to ensure that information is produced to a sufficient quality which meets accepted disability standards the following visual and content standards have been 1 Stockton and District Information and Advice Centre, Bath Lane, Stockton on Tees 19 P age

20 developed. These will continue to be revised in line with the outcome of consultation, engagement and best practice research. 1 Visual and Content Standards The content of information will recognise the needs of individuals and the decisions they will have to make. As a result all information will address the key issues of service availability, affordability, suitability, quality and safety. All information will be produced in accordance with Stockton on Tees Borough Council s Corporate Identity Guidance. The Council s logo, NHS Stockton logo, web site address and the strap line Passionate about People will appear on all information. A reference, date of issue, date of revision and, where appropriate, date of expiry will appear on all information. Positive images will be used on information for older people, people with disabilities and people from different racial and cultural backgrounds. Information will be made available in language which supports the principles underpinning personalisation and the social model of disability. Consents will be obtained for the use of photographs. The content of images and information will be appropriate for the age, gender, race, cultural and literacy support needs of readers. There will be an effective use of colour and a balance between text, white space and graphic images. Text will not appear over images. Wherever possible, information will be made available in a minimum size of not less than 14 pt. Adopt the RNIB standards for large print using black on yellow and a print size of no less than pt 16 to pt 22. Information will be produced clearly, concisely and in plain language. 1 There are two key documents which contain useful information on accessibility standards, RNIB s See it Right which contains helpful checklists for various formats, see also How to produce information in an accessible way, Social Care Institute for Excellence, June P age

21 The front cover will give the name of the publication used by the ethnic communities within Stockton on Tees. The back cover will give the contact details in these languages. Information, on request, will be translated into the language of the readers choice and can be made available in a range of formats including other languages British Sign Language and Braille, large print, audio including tape and CD, video and DVD. Contact details will be given, including postal addresses, telephone including minicom, fax numbers, out of hours contact and website address. There are a number of organisational arrangements and activities which will provide the quality assurance required to maintain and improve on these standards: a) The newly established corporate communications unit play a pivotal role in ensuring that and information product is of sufficient quality prior to publication. The unit has control of the corporate style guide and is a crucial interface with the design and print service. The development of a marketing strategy which supports the annual directorate plan will ensure that there is an appropriate focus to information services. b) The maintenance of the user led readers group provides critical challenge to the process of producing information that provides assurance that such information is understandable, relevant and timely. c) As a measure of good practice all significant written communication will be the subject of an impact assessment to ensure that: no discriminatory practice exists that would exclude groups from services; there is a better understanding of the needs and aspirations of the diverse communities within the Borough; good practice that promotes equality across the diversity stands is promoted. Equality Impact Assessments play an integral role in the Council s Single Equality Scheme and a tool has been developed to enable individuals to think through and measure the impact of written documents on communities. By measuring positive and negative impacts any further work will be identified and improvement planning initiated. 21 P age

22 3.3 How awareness of information and knowledge of what is available is managed Following an Efficiency Improvement and Transformation Review (EIT) 1 the Council created a new communications function from December The newly created centralised team combines all media marketing, employee communications, web development and internet content responsibilities within the Council. The Marketing Officer (CESC) is a member of this team. The new communications team seeks to provide more effective marketing opportunities for Council services. The Marketing Officer (CESC) already plays a central role in the development of information services, as can be evidenced from the schedule of responsibilities. In addition, the new communication service plays a key role in working with CESC to market its services. As with all Council services, adult care has a delivery plan which the communications service supports through the development of marketing campaigns and events. The Council publishes a free magazine Stockton News to every household in Stockton-on-Tees. The magazine is very popular and a Viewpoint survey reported that 97% of those who responded had seen Stockton News with 90% reporting it to be a useful method for finding out about the Council and local events. The presentation of the magazine has recently been refreshed to provide a stronger identity for the themes contained in the Council Plan 2. This thematic approach provides services with an opportunity to demonstrate how they support key priorities, what services they provide and access arrangements. NHS Stockton-on-Tees also publishes Your Guide to local NHS Services which is an annual guide delivered to all households in the Tees area. As well as signposting people to local NHS Services, the guide provides information on health improvement and advice on long term conditions. The guide provides contact information for all the Tees local authority social care departments. The 2010/2011 edition of the guide is due for publication in August 2010 and provides a further opportunity to promote information sources for local health and social care services. The Council s web site contains a specific page on the adult care information service which contains all the current core information leaflets. This is a means of ensuring that service users, carers and practitioners are aware of all the current available information. A specific leaflet, which acts as an order form, has also been developed and lists all of the current information leaflets. Electronic ordering of information leaflets is also available via the information web page. 1 EIT Review of Communications, Consultation and Engagement, Corporate, Adult Services and Social Inclusion Select Committee, October Council Plan P age

23 The current core set of information leaflets is under review and the need for new products has been identified. One of these new products is a brochure for adult care. The brochure will provide an overview of services and signpost users to more detailed information. The need for this was identified following discussions with practitioners and it is hoped to use the brochure at the point of initial user contact. The brochure also offers positive benefits for encouraging partners to carry adult care information in their public access areas. The proposed changes to information services are being promoted by the production of staff briefing notes and it is intended to continue with this practice. 3.4 Delivery mechanisms Information on adult care is delivered through a number of mechanisms. The core set of information held on adult care is distributed and maintained within a number of key public access areas within Council buildings. Attention has been paid to the display of information in order to identify what information should be available. Signage has also been developed to distinguish between individual services. The development of multi service centres, commencing with the opening of the Thornaby base, has provided a significant opportunity to broaden the range of information available to the public. As previously mentioned the Council s web site also holds the core set of public information leaflets. The web site has been designed to World Wide Web Consortium 1 standards to ensure that it is accessible to people with disabilities. The site allows people using special access software, such as screen readers, to access the site. Access keys also allow people with limited physical capability to move around the site. The user has control over the font size used with large print being available. The application of BrowseAloud reads the web pages for people who find it difficult to read on line. Finally, it is possible to convert the text into several languages. The Council s Contact Centre was established in The Contact Centre currently answers an average of 17,000 calls per month involving enquiries and requests for service relating to a wide range of Council services. These calls come in on a series of golden telephone numbers that relate to specific services or groups of services and feature on all of their publicity, leaflets and communications. This means that incoming calls can be routed to the Customer Service Officers that have the relevant knowledge and skills to respond. 1 The Web Accessibility Initiative (WAI) develops strategies, guidelines and resources to make the web accessible to people with disabilities 23 P age

24 The Contact Centre uses Customer Relationship Management technology to help deal with service specific and more general requests for advice and information. The processes in place are also designed to take a holistic view of the customer, for example, if it becomes clear during a call that was initially presented as a housing benefit query, that the customer might also require assistance from the First Contact team, the staff have been trained and are aware of the services provided by First Contact and the call can be transferred. The First Contact service covers both adult and children s social care and is the first point of contact for all enquiries. First Contact provides a key role in information and advice services, referring users on to adult or children s social care teams or other agencies. It is the role of the First Contact Officer to gather sufficient information to match individuals with the eligibility criteria for further assessment. Those not eligible will be redirected to other, more appropriate, support services/agencies. The Council s First Contact service and practitioners use information as an integral part of their work with users and their carers. In recognition that with Personalisation, the role of practitioners is changing, the North East Directors of Adult Social Services (ADASS) and the North East Regional Improvement and Efficiency Partnership (RIEP) commissioned work on the development of a North East Workforce Development Strategy. The resulting workforce plan and recommendations are being taken forward through a newly established Regional Workforce Forum. The Council s own adult care workforce training programme 1 is changing with the inclusion of a new e-learning programme on self directed support. An information pack and self assessment questionnaire has been developed for use by practitioners to support the implementation programme. The development of the local workforce development plan will include an emphasis on the role that advice and information plays within the personalisation process. The Council provides a number of internal information and advice services through Connexions, Children s Centres, Family Information Services and its Welfare Rights Service. The Welfare Rights Service operates a telephone advice line and provides advice, information and representation as well as undertaking benefit take up campaigns. The EIT review of information and advice services identified the benefits of the team having closer working relationships with the in-house Client Financial Services Team, who also undertake income maximisation work as a part of their role with service users. The review recommended that, subject to a period of consultation, a merger take place between these teams. The EIT review identified the Council commissioned a wide range of services and focussed on those contacts where 70% of the work undertaken was general information and advice. The review was undertaken against the backdrop of a 1 Adult Care Training programme P age

25 worsening economic climate and increasing demand for information and advice services. In order to continue to support vulnerable households it was agreed that the review should seek to make better use of existing resources. As a result it was agreed that the resources supporting five existing contracts should be pooled and subject to tender. The resulting three year contract is informed by the need to meet the Council s strategic priorities, specifically those around financial inclusion. 25 P age

26 4 Developing and Delivering Information Services over the Next Three Years 4.1 Statement of strategic intent The Council is seeking to build on its strengths in order to secure the creation of universal information and advice services. It recognises that it has the plans in place through its Customer Services Strategy and the measures being taken as a result of the EIT review of Information and Advice Services to enable it to deliver the Putting People First milestone. The Council also recognises the importance of information and advice services in the delivery of the other aspects of its transformation programme. However, the Council also recognises that, despite these advantages, it needs to consolidate its relationship with health as a stepping stone on the journey towards universal information and advice services. Therefore the strategic shift to be managed is detailed below: Focus of Information and Advice Services: From To To Adult Care Adult Care & Well Being Universal Services The Council is adopting this approach in response to the publication of the Joint Strategic Needs Assessment 1 which identifies the following actions as being key to the resolution of the existing health inequalities in Stockton over the next ten years: Making healthier lifestyle choices easier, including stopping smoking, promoting safe, sensible drinking and increasing physical activity. Helping people identify sooner if they are at risk of cardiovascular disease, cancer, and other illnesses so they can get the right care and treatment quickly to prevent them getting ill. Improving access to and the quality of care and treatment for people if they do get ill. Supporting people in old age with long term health conditions to live independently, good quality lives. 1 Joint Strategic Needs Assessment, Stockton on Tees Borough Council, NHS Stockton on Tees, October 2009