Digitisation of Social Care Practice
Supporting Local Authorities to develop and implement innovative new Digital Strategies, Pathways and Transformation Programmes for Social Care to improve resident experiences and outcomes, support workforce efficiency and savings and enable improved practice. Co-production and strength-based practice are central to our approach
Features
- End to end digital approach and solution including cloud-based support
- Development of a business case for investment and change
- Diagnostic tools
- Persona Model to understand resident pathway
- Demand modelling
- Mobilisation planning
- Development of digital vision and forward strategy
- Embed digital tools in social care practice frameworks
- Programme co-production with Social Care teams and Residents
- Support with implementation journey
Benefits
- Increased efficiency and productivity
- Reduced cost pressures on Social Care
- Helps to manage increased demand on Social Care
- Helps to improve resident experiences and outcomes
- Embeds strengths based approach
Pricing
Service documents
Request an accessible format
Framework
G-Cloud 15
Service ID
2 5 1 5 9 2 3 9 2 9 0 8 2 1 3
Contact
SOCIAL CARE INSTITUTE FOR EXCELLENCE
Helen Norbury
Telephone: 02038404040
Email: sciebusdevelopmentteam@scie.org.uk
About your service
- Service categories
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Cloud Support Services
Ongoing Support
- End user training coordination
- Other
Service scope
- Service constraints
- We do not directly provide software design services but we will work with designers. Our service only supports digital solutions for local authority social care.
User support
- Email or online ticketing support
- No
- Phone support
- No
- Web chat support
- No
- Support levels
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We provide different levels of project support including discovery and diagnostics, digital maturity assessments, demand modelling, development of business case, service design, training, facilitation of co-production, roadmap to delivery and implementation of solutions.
We have different consultancy staff grades and day rates as set out in our pricing.
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Other security clearance
- Government security clearance
- Baseline Personnel Security Standard (BPSS)
Pricing
- Discount for educational organisations
- No
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Trainee business analyst | £750.00 | |
| Junior business analyst | £950.00 | |
| Business analyst | £1,300.00 | |
| Senior business analyst | £1,400.00 | |
| Lead business analyst | £1,550.00 | |
| Head of business analysis | £1,750.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate product manager | £950.00 | |
| Product manager | £1,300.00 | |
| Senior product manager | £1,400.00 | |
| Lead product manager | £1,550.00 | |
| Head of product | £1,750.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- No
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- No
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- Yes
- Please provide your Cyber Essentials Certificate Number
- E8aeef05-0881-4303-ae03-9f7629a90c7b
- Cyber essentials plus
- Yes
- Please provide your Cyber Essentials Plus Certificate Number
- A5386ee7-d1e1-455f-8cd2-7ee62e4e5cba
- Other security certifications
- No
Social value
- Section B - Commitment for Future: Delivery
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
- Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
- Plans to engage the contract workforce in deciding the most important workplace issues to address
- Ensuring new workers are informed of their right to join a trade union
- Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
- Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
- Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
- Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
- Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
- Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
- Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
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Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises
- Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
- Plans to respond flexibly and adapt approaches to community engagement and initiatives
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Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 6: Employment and training: For those who face barriers to employment
- Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
- Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
- Introducing transparency to pay and reward processes
- Working conditions which promote an inclusive working environment and promote retention and progression
- Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
- Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
- Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition
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Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.
Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.
- Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
- Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
- Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
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