Highlight ReviewProgress and outcomes 2007

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about this reviewThis year’s highlight annual review gives stakeholders information aboutCSIP’s progress, achievements andcurrent priorities. For readers not familiarwith CSIP, Section 1 provides anintroduction to the approach we take inour work and Section 2 gives an insightinto how CSIP works with organisationsto improve services.

More detailed annual reports produced by individual programmes and regionaldevelopment centres can be found on theirwebsites. These are referenced in thecontact information section page 16.

contentsforeword 2

1 about the Care Services 3Improvement Partnershiphow we work 4CSIP’s current priorities 6

2 recurrent themes 8integration and partnership working 8commissioning 10personalisation, choice 12and controlequality and diversity 14

contacts 16

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forewordWelcome to this highlight reviewwhich we hope will give you aflavour of the work the CareServices ImprovementPartnership has undertaken overthe past year, to complementour more detailed programmeand regional annual reviews.

Complex challenges that bring ustogether in search of shared solutions

We believe we have something important to sayabout how services can best equip themselvesto respond to the immediate and futurechallenges we face. How do we gear servicesto support people to lead their lives fully andindependently in ways they choose? How canservices be more responsive to the needs oftheir local communities? How can we ensureeveryone has equal access to high quality care?How can services work with society as a wholeto plan now for the changing demands of anageing population?

Given the day-to-day pressures of deliveringservices, it is not easy to find space to thinkcollectively about solutions to these complexbut urgent questions. Our role is to supportservices to do just that, and in the process,bring about self-sustaining improvement.

* Independent stakeholder research, Ipsos-MORI, August 2007

Our skills, our impact, our value

We know that our work is valued. Of those healthand social care stakeholders aware or directlyinvolved in our work, 81% reported positivefeedback on CSIP's impact in their region. Threein five people working in health and social carebelieve that CSIP has helped improve services intheir region*. Our focus on integration andpartnership working is recognised as one of thefoundations underlying all that we do.

While we have remained focused on deliveringthe business in hand, we are in the process oforganisational change, as part of the Departmentof Health’s programme to strengthen itspresence in the regions and the Strategic HealthAuthority (SHA) review of National Programmes.

We welcome the increased involvement of theSHAs to ensure our work continues to bedriven, and accountable to local need. We areworking more closely with our regional publichealth and Government Office colleagues. Wehave strengthened links with social care leaders,the Association of Directors of Adult SocialServices (ADASS) and Association of Directorsof Children’s Services (ADCS). We now lookforward to building on our already strongworking relationships in the future.

Through strength in partnerships, regardless ofchanges in organisational arrangements, workwill continue where it is most needed and whereit is making a difference to people's lives.

Peter HornNational Director, CSIP

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The Care ServicesImprovement Partnership(CSIP) was created in 2005 withthe integration of a number ofinitiatives supporting thedevelopment of services to helpimprove people’s lives.

Commissioned by the Department of Health andother agencies, CSIP aims to achieve this bysupporting the implementation of national policyfor local benefit. We work with communities,systems and organisations that are engagedwith the health and social care needs of:

• people with mental health problems

• people with learning disabilities

• older people

• people with physical disabilities or sensory impairement

• children, young people and families

• people in the criminal justice system, and

• the families, carers and supporters of these groups.

Our main objectives are to:

• promote the improvement of services to leadto better performance and higher quality carefor the people who use them

• support people to live more independently, by promoting more choice, improved access,and greater control for people in theirdealings with care providers, and

• facilitate system change (for example, the reconfiguration of health and social careorganisations and the improved relationshipsbetween statutory and non-statutory sectors).

CSIP provides support through eight regionaldevelopment centres (RDCs) and a range ofnational programmes.

1about the CareServices ImprovementPartnership

about the care service improvement partnership

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how we workThe everyday work of a regionaldevelopment centre (RDC)includes a combination of locally and nationally drivenpriorities for its region.

Each centre also has responsibility for leadingspecific CSIP national programmes. We work withorganisations that commission and provide servicesto solve problems and put them into practice.

Each RDC employs an experienced team of peoplewith a wide range of skills. Staff include practitionersand managers from health and social care,education and criminal justice, and people withexperience of working in the statutory, voluntary andindependent sectors. We also employ carers andpeople who use services directly to help ensure ourapproach is centred on people’s real needs.

CSIP’s national programmes include:

• Adult Social Care programme

• Children, Young People and Families programme

• CSIP Networks

• Health and Social Care in Criminal Justice programme

• National Institute for Mental Health in England (NIMHE)

• Older People's programme

• Physical Disabilities and Sensory Impairmentprogramme, and

• Valuing People Support Team.

A small central team provides corporate supportto all the RDCs in business management,human resources, communications, informationand knowledge management.

The way CSIP works reflects thecomplex challenges that face today’sservices. We work in three ways:

• building capacity and capability locally

• supporting policy implementation, and

• informing policy development.

Building capacity and capability locally

CSIP works with local staff to help build localcapacity to deliver on lasting improvements. Weuse a range of service improvement tools tohelp local teams build on their own capabilitiesand on their current capacity.

Examples include:

• reducing delayed transfers from hospital forolder people – improving data collection,analysis to map the journey of people who useservices and identify problems in the systemto reduce delays in transfer from hospital

• the 10 High Impact Changes in mental healthservices – using evidence-based tools andtechnology to help to build a culture of serviceimprovement by working closely with serviceproviders and people who use services, and

• the Care Services Efficiency Deliveryprogramme – which has worked closely withmany local authorities to develop sustainableefficiency improvements in adult social care.

Supporting policy implementation

Many of CSIP’s efforts have focused onproviding practical support to improve theimplementation of national policy. This includesdeveloping online tool-kits, setting up trainingsessions, facilitating networks and taking a lead role in running local pilot projects or early implementation sites.

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Examples include:

• The role of public health in integrating services,a CSIP publication, with supporting learningevents, describing and exploring how publichealth specialists can contribute to the designof joint strategic needs assessment and thedevelopment of whole systems approaches.

• The Children, Young People and Familiesprogramme which has delivered an outcomesbased children and adolescent mental health(CAMHS) leadership course. This supportsthe CAMHS workforce and those involved inservices to develop and sustain progress ondelivering a comprehensive nationwideCAMHS service, and

• The Valuing People Support Team workswith people in primary care settings toimprove the experience of, and access to,services for people with learning disabilities.

Informing policy development

CSIP uses its local connections and networksto help advise policy-makers so that policydevelopment is better informed by everydaypractice. Examples of our work on policydevelopment include:

• leading the Department of Health consultationon the Commissioning framework for health andwell-being with input from regional partners, and

• developing national demonstration sitesthrough the Improving Access toPsychological Therapies programme.

Promoting innovation and system reform, whichfollow on from policy development, is a centralpart of our work programme.

about the care service improvement partnership

Networking and sharing the learning CSIP runs a number of learning and improvementnetworks that bring together a broad range ofpeople in health and social care organisations,people who use services and carers to share thelearning, and signpost good practice.

These include the national programme CSIPNetworks, incorporating the Integrated CareNetwork and the Better Commissioning Network, Telecare and Housing Learning andImprovement Networks (LINs). CSIP also facilitatesa large number of regionally and locally basednetworks, including social care leadership, dualdiagnosis, and mental health legislationimplementation networks.

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IMPROVEDOUTCOMES

Building capacityand capability

locally

Informing policydevelopment

Supporting policyimplementation

SUPPORTING SYSTEM CHANGE

CSIP’s currentpriorities Looking forward, there are plansfor CSIP’s work to have clearergovernance and accountabilityarrangements especially at theregional level. We will continueto ensure that responsibilitiesand resources are devolvedeffectively to the regions. Thissection gives you a flavour of our current priorities.

Increasingly, we will be responding to localpriorities by working with regional and local organisations to assist in the delivery of national policy for local benefit.

For example, the mental health programme willbe looking at how priorities such ascommissioning, delivering race equality,psychological therapies, and new mental healthlegislation can best be delivered. CSIP alsoplays a key role in the development ofpersonalisation through the individual budgetpilot programme, direct payments uptake andimplementation of person-centred approaches.

We also work with our commissioners and theJoint Improvement Partnership for adult socialcare to develop an enhanced social carefunction within the regions. Here, facilitatingstrengthened social care leadership is key as we continue to provide support for prioritycouncils and assist in the negotiation of LocalArea Agreements (LAAs).

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Other priorities include:

• supporting the implementation of the mentalhealth acute inpatient care and dualdiagnosis programmes, and facilitating themental health trusts collaborative project(delivered through NIMHE)

• regarding older people, implementingEverybody's business, supporting thedevelopment of the dementia strategy;promoting Dignity in care, implementing the new NHS continuing care frameworkand facilitating Partnerships for Older People Projects (POPPs) and promoting independence

• working to support commissioningcompetencies across NHS and localauthority systems and disseminating goodpractice to influence better outcomes forlocal populations

• supporting strategies to allow people withlearning disabilities access to fullemployment, improved health services andcare closer to home, including support forthe closure of NHS campuses

• working with people and services to supportthe implementation of Every child mattersand Maternity matters, and

• advising on improving the clinicalmanagement of substance misuse problemsamong young persons and adults in thecriminal justice system.

CSIP has published a 07/08 business planwhich provides more detail on programmepriorities, which is available on the CSIP websitewww.csip.org.uk

about the care service improvement partnership

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integration andpartnershipworking CSIP aims to promote integratedworking at all levels, fromstrategy development to systemreform and service redesign.Here are some examples of howwe have achieved this.

Joint improvement partnerships (JIPs) In the past year CSIP has led in the developmentof JIP. This is a strategic partnership which unitesimprovement bodies to develop and overseeimplementation of a comprehensive andcoordinated improvement strategy for social care. We played a role in establishing the regionalJIPs, underpinning the Association of Directorsof Adult Social Services (ADASS) work plansand regional priorities. Many regions alreadyhave agreed action plans and others arecurrently developing them.

Local area agreements (LAAs)Throughout 06/07 and again in 07/08, we playeda key role in facilitating the implementation oflocal area agreements, (see box) to create betterlocal integration across health and social care.The Integrated Care Network (ICN), theCommissioning, Housing and Telecare Learning& Improvement Networks, and Adult SocialCare Programme all promote the developmentof strategic partnership working. This providesconsultation and brokerage to localities seekingto strengthen partnerships and offers advice onleadership and governance arrangements.

2 recurrent themes

Local area agreements (LAAs)in focus:building capacity and capability In the East of England, Southend Borough Councilwas in phase three of negotiating the LAA when CSIPlent its support. The Commission for Social CareInspection (CSCI) identified Southend as a councilrequiring priority improvement. CSIP worked withthe Government Office and Regional Public healthgroup to support the council to develop an LAA.

Southend planned to apply for a stretch target fordirect payments. CSIP then worked with theDepartment of Health performance leads and CSCIto assist Southend in setting a challenging target.CSIP Adult Social Care regional change agentAmanda Reynolds says: "CSIP built a close workingrelationship with Southend. Take up of directpayments (see p10) was historically low, so weencouraged them to develop a more challengingdirect payments stretch target. We then soughtDepartment of Health and CSCI input to agree thenew target".

The council is now on track to exceed its target."The council has used the challenge of the LAA asa catalyst for wider improvement in social care.This year, CSCI is likely to consider that thecouncil's performance has improved. Southendcouncil put in a huge amount of effort tostrengthen social care and has introduced strongleadership mechanisms to drive this change. Dueto our role supporting local authorities CSIP wasable to be part of this step change.”

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recurrent themes

Improving local service redesign through integration We know that effective integrated working bringsabout improved outcomes for people who useservices. It reduces duplication of effort andgenerates efficiency savings. We work withcommissioners and providers to redesignservices to embrace a whole systems approach.

Some of our achievements at a glance are:

• advising multi-agency boards in the Southeast tochange their delivery of integrated commissioningservices to give more emphasis to Dignity in care.

• introducing public health programmes withoffenders in prison and in the community,such as Walk your way to health, Exercisereform and Smoking cessation across all nineGovernment Offices for the Regions, and

• providing advice to partnerships seeking toimprove their Section 31 agreements aroundspecific care group economies.

Reducing health inequalities:integrating servicesCSIP has worked with public health colleaguesto develop an initiative highlighting how publichealth can support local government and healthprofessionals to identify need, set priorities anddevelop integrated services to maximise healthand well-being. The ICN’s The Role of PublicHealth in Integrated Services is aimed at thosewho commission, manage or deliver integratedservices in England and provides an overview ofthe scope of public health practice. Itshowcases some of the tools and techniquesthat might be used in designing and evaluatingintegrated services.

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Support for the development ofcommissioning has become

another recurrent theme inCSIP’s work. The past year has

seen a number of new policyrecommendations, reports and

other related activities aroundthis theme. CSIP runs dedicatedcommissioning programmes and

several commissionerdevelopment initiatives.

Informing commissioning policydevelopment

CSIP has built its links with the Department ofHealth policy teams and across governmentdepartments and other agencies oncommissioning development across care groupsand settings. We conducted a consultationexercise for the Department of Health on theCommissioning framework for health and well-being, and advised on the production of the Next steps guidance (Autumn 2007), whichidentifies nine specific work streams that CSIPwill support. We also provided input into theDepartment of Communities and LocalGovernment (DCLG) review of local governmentcommissioning and worked with Cabinet Officepartners to support third sector developmentaround commissioning.

Building capacity and capability foreffective commissioning locally

CSIP has introduced regional commissioningmanagement development programmes to buildlocal commissioning competency. These areparticularly informed by the skills gaps andother issues identified in the Fitness for purposereviews of primary care trusts (PCTs).

Bringing policy development and practice together

In 07/08, CSIP provided a range of tools andguidance to assist commissioners instrengthening the link between policy andpractice. We managed a range of conferences,networks and other regional groups to addresscommissioning development issues. Examplesinclude practice-based commissioning learningevents, seminars on developing long-termcommissioning strategies and guidance oncommissioning services for people with long-term neurological conditions. Tools developedinclude the introduction of online podcasts astraining and awareness-raising products.

Some of our achievements 2006/7 at a glance.

• we supported the design and joint delivery of a commissioning managementdevelopment programme for teams from local authorities, health and third sector, including accreditation arrangement withTeeside University

• we worked with primary care trustcommissioners in London to increaseawareness and investment in Telecare activityfor people with long-term physical conditions

commissioning

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• we supported the development of jointstrategic needs assessment plans inconjunction with the eastern regional publichealth group, and

• we established the regional development network programme for mental health commissioners (includingresidential programmes).

One Commissioner in a unity authority says:

“The pace of change in commissioning is so rapid, and we are constantly being asked to workin different ways, to different priorities. As arelatively small unitary authority we struggle forcapacity and our commissioning colleagues in theprimary care trust are equally hard pressed. It'sgreat to have the resources that CSIP makesavailable that short-circuit our developing them, orwhen events are brought into the region to help usget up to speed quickly."

recurrent themes

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Personalisation is a recurrent themethat runs through much of CSIP’s

work. Throughout 06/07 CSIPworked closely with Department

of Health colleagues to set upnetworking opportunities for local

authorities to share learningaround implementing a number

of programmes that fosterpersonalisation, choice and control.

in Control

Together with the Department of Health, CSIPhas sponsored the in Control initiative, a crossgovernment and voluntary sector partnershipfirst set up by CSIP’s Valuing People SupportTeam, Mencap and other partners. in Controlworks with local authorities (LAs) to changehow they organise social care so people whoneed support can take more control of theirown lives. By the end 06/07, two thirds of LAshad joined in Control (in-control.org.uk).

Direct payments and individualbudgets: implementing the policy

CSIP held a series of learning events whichinformed the creation of a direct paymentsnational solution set, launched earlier in 06/07, toidentify tried and tested solutions on improvingthe running and take up of direct paymentsacross local authorities and healthcare settings.

We also worked with LAs to support their use of the available solutions, including the self-assessment guide.

Individual budgets are currently being piloted in13 LAs all of which now have the system upand running. This past year, CSIP has workedclosely with the sites to identify legislative andorganisational successes as well as barriers toimplementation. As with direct payments, webrought sites together to share the learning,which led to the development of the Resourceallocation system, a tool to assist councils indetermining the most suitable types of individualbudget for people who require them.

Improving access to psychologicaltherapies – informing policy withevidence of what works

CSIP has facilitated the roll out of the Improvingaccess to psychological therapies initiative (IAPT)which tests out whether psychological therapiesfor people with anxiety and depression and other'common' mental health problems, such as BlueMiddleton (see case study right), can providemeasurable improvements in health.

In supporting the sites, CSIP helped services togive people faster access to psychologicalinterventions as well as access to returning to work.

Some of our achievements 2006/7 at a glance

• In control set up a programme to support theleadership of people with learning disabilities sothat they are able to get strategically involved inmaking difference to improve services

• the Older People's Programme runs thenational database of registered Dignitychampions on behalf of the Department ofHealth and provides support to championsthrough regional activity and regular newsletters

personalisation,choice and control

• in the North West, CSIP supported one of thePartnerships for Older People Projects (POPP)to establish a partnership board run by olderpeople which receives a budget tocommission services in their locality, enablingindependent and active involvement, and

• Valuing People Support Team and the HousingLearning and Improvement Network jointlydeveloped the extra care housing programme,supporting better telecare, personalisiation anduse of Individual Budgets for people withlearning disabilities.

Choice and improving access to psycologicaltherapies – Blue Middleton, has experienceddepression for the past 22 years. He has alsohad additional symptoms of chronic anxiety,insomnia, and panic attacks. Blue says:

“I first approached a GP about my depressionwhen I was 19. I was given diazepam which made my state worse.

Although I was in a happy relationship and full-timeemployment, I felt isolated within myself. I wasunable to discuss my thoughts openly with friendsand work. As time progressed my depression wentuntreated, due to fear. As I then matured I madenew friends with whom I felt able to discuss myinnermost feelings. By this time I was encounteringpanic attacks and insomnia.

A succession of bad things happening in my lifeled me to seek out counselling, in the short termthis seemed to be the support I needed. Thecounselling was a good "weekly outlet".

Hitting 40 years of age and under guidance of my long-term GP I was offered a new service offering CBT in mylocal area. In the past year I have achieved exactly myobjectives set out in my first session with my therapist,of being more confident within myself, and of havingmore control of the direction of my life. I am now takingsteps to getting back into the workplace.

Blue says he is indebted to this treatment, andwould recommend that this service become morewidely available.

CSIP’s support in this area has contributedto improvements in care for people such asJulia Winter who now has greater choiceand control:

Julia Winter, who is disabled and a wheelchair user,has used her Individual Budget to adapt her homeand hire a personal assistant to provide support forher as a parent and during work commitments.

Disabled since 1996 Julia has an individual budgetwhich means she is allocated a sum of money andcan decide herself how best to use it. In the pastyear she bought equipment to help her breathe.She has also bought special ramps to allow herwheelchair access into the house.

Julia says: "I was happy on direct payments. But it isall about assessment of your needs and very medical.The individual budgets questionnaire asks 'what is themost important thing in your life? ' I had never beenasked that before. It has changed my life!"

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recurrent themes

CASESTUDY

CASESTUDY

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Promoting equal access andquality of care for all people,

regardless of age, disability orrace, is a central theme

embedded across CSIP’sprogrammes. CSIP’s Regional

Development Centre’s jointly planwith services and stakeholders

to ensure our work is tailoredand responsive to the needs of

their local populations.

Specific workstreams and initiatives include the Delivering Race Equality mental healthprogramme, Valuing People Equalitiesworkstream, the Equalities workstream withinthe CAMHS programme, and the NationalGender Equality and Women's Mental Healthaction plans. Some examples of CSIP’sequalities work follow.

Working with services to promoteawareness and action aroundequalities issues

In 2006/07 CSIP’s Valuing People SupportTeam (VSPT) ran events in partnership with theLocal Government Association (LGA) for electedmembers of Local Authorities on the DisabilityEqualities Duty (2007). With sessions led bypeople with learning disabilities, the eventsaimed to awareness raise and explain therequirements of the new legislation.

CSIP’s Physical Disability and SensoryImpairment Programme has a role in promotingequality and diversity. This past year, thenational programme has worked with prisonhealth teams to improve access to informationand support for older and disabled people.Nationally CSIP has rolled out the TowardsEquality and Access (TEA) initiative, promotingtelecare, telehealth and telemedicine so thatlocal authorities and health organisations canbetter understand how these systems improveaccess to local services for deaf people.

Working so local communities to takethe lead – Delivering Race Equality(DRE) Programme

A major CSIP initiative is promoting theimplementation of Delivering Race Equality inMental Health Care (DH, 2005), a five-yearaction plan for reducing inequalities in Blackand minority ethnic patients' access to,experience of, and outcomes from mentalhealth services.

CSIP has worked with local communities tostrengthen DRE's regional implementation. In 06/07, 17 focused implementation sites were established to look at the needs of localcommunities. We also supported 80 community engagement projects nationally toforge partnerships between community andvoluntary groups.

equality & diversity

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Some of our achievements 2006/7 at a glance

• developed Through Assistive Technology(TATE), an initiative to help people withlearning disability find employment

• incorporated the DRE into the choice, suicide prevention, criminal justice, mentalhealth legislation, and Improving Access toPsychological Therapies agenda

• helped to mainstream the DRE in trust-wideservice improvement initiatives

• facilitated the roll out of CAMHS culturalcompetence training, and

• coordinated and support the Dignity in Care(DH, 2006/07) Champions' work to preventdiscrimination against older people.

Equalities, Diversity and Policyimplementation – Guilaine Kinouani believesthe work of CSIP has enabled her to betterimplement DRE in her borough. She is a DREcommunity development worker attachedto Fanon; a BME voluntary organisation andis funded by Lambeth PCT. She says: "I seemy work as a CDW bringing about changeboth within mental health services and theBME population. Our role is to bridge the gapbetween services and BME communities."

Guilaine's work for DRE began last year andinvolves looking at care pathways of black menwith mental health problems in forensic settings.She works as a link between formal criminaljustice, mental health services and the prisonerswhose views are generally unreported.

She says: "There has been a lot of talk aboutincreasing capacity in the BME community but wealso need to build capacity in mental healthservices. It has been said that these communitiesdo not engage with mental health services and thatchange has to come from within BME communities”

recurrent themes

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CSIP regional development centres

North East, Yorkshire and Humberdevelopment centreGenesis 5, Innovation Way, Off University Road, Heslington, York, YO120 5DQSally Prescott, DirectorPhil Sculthorpe will be covering her role until December 2007tel: 01904 717 260www.neyh.csip.org.uk

North West development centreDean Repper, regional directorDean.Repper@northwest.csip.org.ukHyde Hospital, 2nd Floor South, Grange Road South, Hyde, SK14 5NYtel: 0161 351 4930

East Midlands development centreMary Clifton, regional directorMary.Clifton@eastmidlands.csip.nhs.uk3rd Floor, Mill 3, Pleaseley Vale Business Park,Outgang Lane, Mansfield, NG19 8RL. tel: 01623 812 941The East Midlands RDC 06/07 annual review is available on theirwebsitewww.eastmidlands.csip.org.uk

West Midlands development centreIan McPherson, regional directorIan.McPherson@csip.org.ukThe Uffculme Centre, Queensbridge Road,Moseley, Birmingham, B13 8QY. tel: 0121 678 4854The West Midlands RDC 06/07 annual review is available on their websitewww.westmidlands.csip.org.uk

Eastern development centreKieron Murphy, regional directorKieron.Murphy@csip.org.uk654The Crescent, Colchester Business Park,Colchester, Essex, CO4 9YQ. tel: 01206 287541

London development centreMelba Wilson, regional directorMelba.Wilson@londondevelopmentcentre.org11-13 Cavendish SquareLondon, W1G OAN.tel: 0207 307 2457 www.londondevelopmentcentre.org

South East development centreJackie Ardley, regional directorJackie.Ardley@csip.org.uk3000 Cathedral HillGuildford, GU2 7YBtel: 01483 246500The South East RDC 06/07 annual review is available on their websitewww.southeast.csip.org.uk

South West development centrePaddy Cooney, regional directorPaddy.Cooney@nimhesw.nhs.ukMallard Court, Express Park, Bristol Road,Bridgwater, Somerset, TA6 44RNtel: 01278 432 002www.southwest.csip.org.uk

National programmes

Children, Young People and FamiliesDean Repper, acting national programme leadDean.Repper@northwest.csip.org.uktel: 0161 351 4930The Children, Young People and Families leaflet is available on the CSIP websitewww.csip.org.uk

CSIP NetworksJeremy Porteus, national programme leadJeremy.Porteus@dh.gsi.gov.uktel: 0207 972 1330Janet Crampton, acting commissioningprogramme lead janet.crampton@dh.gsi.gov.uk

tel: 020 7972 4606 www.icn.csip.org.uk

contacts

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Health and social care in criminal justiceAlistair McIntyre, interim national programme lead Alastair.Mcintyre@csip.org.uktel: 020 7972 4464 www.hsccjp.csip.org.uk

Learning disabilities (Valuing People Support Team)Sue Carmichael, joint programme leadSue.Carmichael@dh.gsi.gov.uktel: 020 7972 1211Debra Moore, joint programme leadDebra.Moore@csip.org.uktel: 0113 25 45652

Mental health (National Institute for Mental Health in England)Ian McPherson, programme leadian.mcpherson@csip.org.uktel: 0121 678 4854

Older peopleRuth Eley, programme leadRuth.Eley@dh.gsi.gov.uktel: 07789 653200

Physically Disability and Sensory Impairment Ian Salt, programme leadIan.Salt@dh.gsi.gov.uktel: 07812 337647

Adult Social Care programmeJulia Ross, programme leadJulia.Ross@dh.gsi.gov.uktel: 07979 505 327www.socialcare.csip.org.uk

Websites

For up to date news on CSIP visit our website at www.csip.org.uk. You can link from this site to individual development centre and national programme sites.

CSIP Central

Peter Horn, national directorPeter.Horn@dh.gsi.gov.uk tel: 0207 972 4803

Ingrid Steele, director of communications and knowledge servicesIngrid is on maternity leave until Feburary 2008Current contact is:Simon Pearson, team co-ordinatortel: 07884 473499

Phil Sculthorpe, director of business servicesPhil.Sculthorpe@csip.org.uk tel: 0113 2545187

Communication and knowledge servicesteamask@csip.org.uktel: 0113 2545127

Transition Planning Team

CSIP, with the Department of Health and working alongside key partners suchas the SHAs, has set up a transitionplanning team for 07/08 to focus onchanges to how CSIP operates. Key CSIP contacts include:Andy Nash, director of implementationandy.nash@dh.gsi.gov.uk Carmel Mann, human resources lead carmel.mann@csip.org.uk Alison Cooley, communications leadalison.cooley@dh.gsi.gov.ukFor general information on the transition planning, email:regionalpresence@dh.gsi.gov.uk