Agenda Item No
The Vale of Glamorgan Council
Cabinet Meeting: 18th April, 2012
Report of the Cabinet Member for Social and Care Services
Social Services Change Plan 2011-2014: Progress Report
Purpose of the Report
1. To advise Cabinet about the progress made in delivering the actions in the Social Services Change Plan 2011-2014.
1. That Cabinet notes the progress made in delivering the actions in the Social Services Change Plan.
2. That Cabinet notes those areas where implementing some actions has been delayed and the work being done to expedite delivery.
Reasons for the Recommendations
1. & 2. To provide an update on implementation of the Social Services Change Plan,
in accordance with agreed monitoring mechanisms.
2. At its meeting on 13th April 2011, Cabinet endorsed the second three-year Social Services Change Plan which covers the period 2011-2014. Based upon the Director’s first Annual Report 2009-2010, the new Change Plan:
· replaced the three-year plan successfully completed in 2010; and
· set out formally (as a Council strategy) the long term strategic plan for Social Services with key actions, responsible officers for delivering those actions and timescales for completion.
3. The Change Plan was developed by a Corporate Project Group comprising officers from across the Council, with a representative from the Cardiff and Vale University Health Board and from the Vale Centre for Voluntary Services (VCVS). It was designed to provide an overarching framework for sustained service improvement and a coherent direction for social services in the period 2011-2014.
4. There are seven priority areas in the plan:
· Integrating Health and Social Care Services;
· Integrating social care for Children and Young People Services;
· Human Resources;
· Information: use of different channels and media to improve access to information and services;
· Resource Management; and
· Co-production and equality impact.
5. The Council anticipates that implementation of the Plan will help to achieve the following overall aims:
· making best use of the fact that social services are an integral part of local government (able to call upon all the resources available within the local authority to meet statutory obligations, including the community leadership role, the expertise available in other parts of the Council, performance management and improvement frameworks, etc.);
· providing sustainable, flexible and innovative services (which can adjust to new circumstances and needs);
· increasing user and carer satisfaction with the range of services (with the emphasis on recovery, restoration and reablement);
· providing service users and carers with a strong voice and real control over their services;
· developing further a competent and confident workforce (which is skilled, responsive and professional, able to operate with a reduced volume of prescriptive government guidance about processes);
· facilitating more collaborative working (to deliver better service integration); and
· securing better value in the use of scarce resources (through efficient and effective delivery of services, promoting independence and reducing demand for intensive support services by focus on prevention).
Relevant Issues and Options
6. The Change Plan came into effect in April 2011. It deals primarily with those issues where a corporate approach, across Council directorates, is required to deliver appropriate action. The Corporate Management Team sponsors the Change Plan as a key programme of work and there is an implementation group comprising officer representatives from across the Council. Six-monthly progress reports are submitted to the Corporate Management Team. Consideration of these reports by the Social Care and Health Scrutiny Committee and by Cabinet is intended to allow robust monitoring and oversight. A Change Co-ordination Group, which includes external regulators, has also been developed; it reviews the progress made with implementing the plan and considers the implications for the regulatory programme for social services.
7. The second progress report, submitted to Scrutiny Committee on 12th March 2012, is attached at Annex A. It contains a summary report card in respect of the overall programme and project updates for each of the seven priority areas. The report indicates good overall progress with this long-term agenda for change. It identifies where delays in delivery have occurred, with some suggested revisions to timescales to support completion of actions across all the priority areas.
Resource Implications (Financial and Employment and Climate Change, if appropriate)
8. The Director's Annual Reports for 2009-2010 and 2010-2011 set out proposals for dealing with some key resource management issues within the Social Services Directorate, including demographic changes and increasing demand for social care. The Finance, ICT and Property Directorate was represented on the Corporate Project Group which devised the plan and plays a key role in the Change Plan Implementation and Monitoring Group. Each action in the plan contains a specific reference to the resource implications. The Resource Management work stream will be amended in due course to incorporate the Social Services Budget Plan currently being developed by the Social Services Budget Recovery Group to address serious concerns within the revenue budget for the Directorate.
Legal Implications (to Include Human Rights Implications)
9. In June 2009, the Welsh Assembly Government introduced statutory guidance on the role and accountabilities of the Director of Social Services, issued under Section 7 of the Local Authority Social Services Act 1970. The Director's Annual Reports are developed in accordance with the guidance.
Crime and Disorder Implications
10. There are no crime and disorder implications as a direct result of this report.
Equal Opportunities Implications (to include Welsh Language issues)
11. Completion of the tasks detailed in the Change Plan will have a positive impact on the services provided to individuals of all ages within the Vale.
12. The Change Plan contributes to the corporate priority of "working with partners to meet the diverse needs of our residents in ways that will safeguard and support those who are most vulnerable and in greatest need; help people to keep fit and healthy; and increase social cohesion and equality of opportunity for all."
Policy Framework and Budget
13. This is a matter for Executive decision.
Consultation (including Ward Member Consultation)
14. There are no matters in this report which relate to an individual ward. The Social Care and Health Scrutiny Committee and the Corporate Management Team haves endorsed the progress made to date in delivering the Change Plan.
Relevant Scrutiny Committee
15. Social Care and Health
The Annual Reports of the Director of Social Services 2009/2010 and 2010/2011
Social Services Change Plan 2011 - 2014
Philip Evans, Director of Social Services
Corporate Management Team
Philip Evans, Director of Social Services