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NORTH AYRSHIRE
COUNCIL
STRATEGIC REVIEW OF CARE AT HOME SERVICES

MainStreet was commissioned by the new Health & Social Care Partnership to review the partnership’s CAH provision, on which it spends £14m per annum. In delivering the review, MainStreet conducted interviews with over 100 CAH, wider NAHSCP professionals and service users (with a special focus on whether services assist in meeting wider partnership outcomes); and to outline and assesses possible alternative ‘good practice’ organisation and delivery models for CAH and its interfaces with health. MainStreet’s comprehensive report was delivered and presented to the Integrated Joint Board.

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“MainStreet’s work was excellent: they engaged well with all our key groups and presented considered and well-evidenced findings and recommendations. They’ve given us a firm foundation for future development of CAH locally.”

David Rowland
Head of Service Health & Community Care
North Ayrshire Council

NORTH AYRSHIRE HEALTH & SOCIAL CARE PARTNERSHIP
LEARNING DISABILITY STRATEGY
MainStreet was commissioned by North Ayrshire Health & Social Care Partnership (NAHSCP) to provide strategic planning support across various services within Learning Disabilities in North Ayrshire. This involved determining the ‘why, what, who, how & when’ components of how NAHSCP designs, commissions and delivers services (directly or with its partners) over the coming years. As well as providing a framework for further discussion: NAHSCP, users and partners will continue to plan service re-design and other changes.

In doing so, MainStreet engaged with key staff, partners (including providers), service users and their support networks.

RENFREWSHIRE
COUNCIL
BUDGET SUPPORT

MainStreet Consulting supported Renfrewshire Council (RC) by undertaking research into potential options, relating to vehicle maintenance, the use of buses and taxis, and school catering, that the Council could undertake to realise efficiency savings.

This work was carried out at short notice, to tight timescales. Our research gave RC the necessary financial, organisational and best practice details. MainStreet also assessed the options and made recommendations on the best options for RC to progress.

CLACKMANNANSHIRE COUNCIL
STRATEGIC REVIEW OF CARE AT HOME SERVICES

In 2016, Clackmannanshire appointed MainStreet Consulting to provide specialised support to its service review of its Vehicle Maintenance & Fleet Services (VMFS).

The work involved Identifying service user requirements, identifying suitability and effective use of workshop and other facilities in medium and long-term, determining inter-service and external income opportunities, consideration of the optimal procurement arrangements for heavy and light fleet, and designing an optimised structure for current and future service delivery, including associated costs, benefits and risks. Our work also helped the Council ascertain its investment strategy for its existing depot facilities and its options for shared services with public sector and commercial partners regionally.

SOUTH AYRSHIRE HEALTH & SOCIAL CARE PARTNERSHIP
RESPITE & SHORT BREAKS POLICY DEVELOPMENT

In preparation for the implementation of the new Carer’s Act in 2018, MainStreet helped the Partnershipdevelop and produce a policy document that can be accessed by the public and clearly explains its position on respite and short breaks. The policy set out what Short Breaks and Respite are and how they can be accessed locally, information about the Partnership’s assessment process, what Short Break and Respite options and services are available locally and nationally, and how these link with Self-Directed Support arrangements.  The work was carried out in consultation with carers and individuals in receipt of services in South Ayrshire, and with local short break service providers.

The completed policy will be used as a context to inform the commissioning of new respite and short breaks services from 2018 onwards.

SCOTTISH BORDERS COUNCIL & COMMUNITY PARTNERS
COMMUNITY & PASSENGER TRANSPORT REDESIGN

A few years ago, MainStreet supported the Scottish Borders CPP with a unique, area-wide review of community and passenger transport. Our work spanned provision by the Council, NHS, College, three large RSLs and community organisations locally (on which £15m is spent annually, with over 2.5m journeys made by 25,000 users via 120 local assets) and it identified strong support for enhanced planning, commissioning & coordinating transport at a CPP-level.

The outputs of our work then included: the establishment of a Strategic Transport Board (STB) for the whole area, the development of a ‘new ways of working project’ for transport in two specific localities and the creation of a unique CPP-wide joint procurement framework for transport.

STIRLING COUNCIL
SERVICE REVIEW

In 2016, Stirling Council (SC) commissioned MainStreet to undertake a service review in the areas of Facilities Management (FM), Landlord Services, Technical Services and Strategic Asset Management.  In common with all local authorities, SC was under significant financial pressures and, at that time, had savings targets of £25 – £30m.  Within these services, senior staff believed there was significant duplication of effort and resource.

Within the context of a wider transformation programme and a priority based budgeting approach, the council wanted to not only achieve savings but, importantly, also, to enhance service delivery so it would be more responsive to its customers’ needs.

MainStreet’s support covered the hierarchy of asset related services from strategic asset management down to specific FM services including janitorial services, school catering, school crossing, and cleaning of Council buildings.  Specific tasks included mapping of the current services, identification of good practice, development of an optimised structure for current and future service delivery, an assessment of digital opportunities through the potential offered by different systems, and through offering a wider number of the services online, the identification, quantification and prioritisation of service redesign opportunities, and the development of a new integrated FM operating model.  This model showed how an integrated FM service could be provided that would offer more effective service for customers whilst also being more efficient for SC with over £3m of savings identified.

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