Agenda Item No. 6


The Vale of Glamorgan Council


Healthy Living and Social Care Scrutiny Committee: 10th  October 2016


Report of the Director of Social Services


Quarter 1 (2016-17) Performance Report: An Active and Healthy Vale


Purpose of the Report

  1. To present the performance results for quarter 1, 1st April-30th June, 2016-17 for the Corporate Plan Well-being Outcome 4, ' An Active and Healthy Vale'.


  1. That Members consider progress to date in achieving key outcomes in line with the Corporate Plan Well-being Outcome 4 - 'Residents of the Vale of Glamorgan lead healthy lives and vulnerable people are protected and supported.'
  2. That Members consider the performance results and remedial actions to be taken to address areas of underperformance and to tackle the key challenges identified.

Reasons for the Recommendations

  1. To ensure the Council clearly demonstrates the progress being made towards achieving its Corporate Plan Well-being Outcomes aimed at making a positive difference to the lives of Vale of Glamorgan citizens.
  2. To ensure the Council is effectively assessing its performance in line with the requirement to secure continuous improvement outlined in the Local Government Measure (Wales) 2009 and reflecting the requirement of the Well-being of Future Generations (Wales) Act that it maximises its contribution to achieving the well-being goals for Wales.


  1. The Council's Performance Management Framework is the mechanism through which our key priorities and targets are monitored and realised in order to secure continuous improvement.
  2. As part of the review of its Performance Management Framework, the Council has recently adopted a new Corporate Plan (2016-20) which reflects the requirements of the Well-being of Future Generations (Wales) Act 2015 and identifies 4 Well-being Outcomes and 8 Objectives for the Council.
  3. In order to ensure a more cross-cutting approach to scrutinising the Well-being Outcomes in the Corporate Plan and to reduce potential for duplication, the remits of Scrutiny Committees have been re-aligned with the Well-being Outcomes contained in the Corporate Plan with performance reporting revised to reflect these arrangements.
  4. Service Plans have been completed at Head of Service level and focus on the contribution made by those areas to the Council's Well-being Outcomes and Objectives.
  5. As approved by Cabinet, from 2016-17, the Corporate Plan will be monitored on a quarterly basis by an overall Corporate Health Performance Report and this will be reported to the Corporate Performance & Resources Scrutiny Committee. It will be supplemented by specific quarterly performance reports for each of the four Well-being Outcomes. This will enable Members to focus on scrutinising the progress being made towards achieving the Council's Well-being Outcomes. Services have continued to report performance data quarterly to the Council's Performance Team and this information has been used to compile and present the more focused Well-being Outcome Reports for the quarter 1 period. The newly devised report formats have been designed to make it easier to assess overall progress in each objective/outcome, whilst continuing to provide detailed supporting information relating to actions and indicators.
  6. Work has been undertaken to review the Council's existing performance indicator dataset. This included workshops for all four Well-being Outcome areas, chaired by the respective Sponsoring Director and Lead officers/ Heads of Service. These produced a basket of proposed measures comprising some existing and some new measures for consideration by the Member Working Group for each Well-being Outcome. The draft quarterly Well-being Outcome report template and the proposed basket of measures were approved by both the Member Working Group and Cabinet (16th June and 25th July respectively) as the basis for preparing quarterly performance monitoring reports for 2016-17. Following consideration of the quarterly reports by Scrutiny Committees and Cabinet, feedback on the format of the reports will be considered by Officers and the Member Working Group as part of the on-going development of the Council's performance management arrangements.
  7. The performance report is structured as follows:
  • Section 1: Outcome Summary - Provides an overall summary of performance and highlights the main developments, achievements and challenges for the quarter as a whole. It includes an evaluation of the progress made against actions and performance indicators as well as corporate health (resource) impacts which supports the overall RAG status for the Well-being Outcome.
  • Section 2: Performance Snapshot - Provides an overview for each Well-being Objective, describing the status of Corporate Plan actions and performance indicators. A RAG status is attributed to each Well-being Objective to reflect overall progress to date and contributes to the overall RAG status for the Well-being Outcome.
  • Section 3: Key Achievements and Challenges - Highlights the key achievements and challenges to date in achieving the intended outcomes for the Well-being Outcome.
  • Section 4: Corporate Health: Use of Resources and Impact on Improvement - Provides a summary of the key issues relating to the use of resources and the impact on delivering improvement during the quarter. The focus is on key aspects relating to staffing, finance, assets, ICT, customer focus and risk management.
  • Appendix 1: Provides, by Well-being Objective, detailed information relating to the Service Plan actions which have contributed to Corporate Plan actions.
  • Appendix 2: Provides detailed performance indicator information linked to each Well-being Objective which show for our planned activities, how much we have done, how well we have performed and what difference this has made. It must be noted that new annual and quarterly reported performance indicators have been introduced as part of the Council's revised Performance Management Framework and for a number of these data will not be available as this year will be used to establish baseline performance. A Not Available (N/A) status will be attributed to all such measures with commentary provided confirming this status. Where possible cumulative data will be provided in future quarterly reports as this becomes available. This is the first year of reporting against the new Corporate Plan and we will continue to develop our key measures within each Well-being Objective to ensure these most accurately reflect our Corporate Plan Well-being Outcomes.
  • Appendix 3: Provides an explanation of the performance terms used within the report. The performance report uses the traffic light system, that is, a Red, Amber or Green (RAG) status and a Direction of Travel (DOT) to aid performance analysis. Progress is reported for all key performance indicators by allocating a RAG performance status, Green relates to performance that has met or exceeded target, Amber relates to performance within 10% of target and Red relates to performance that has missed target by more than 10%. A DOT arrow is also attributed to each measure indicating whether current performance has improved, stayed static or declined on last year's first quarter performance. An upward arrow indicates that performance has improved on the same quarter last year, a static arrow indicates performance has remained the same and a downward arrow shows performance has declined compared to the same quarter last year.

For actions, a Green status relates to a completed action or one that is on track to be completed in full by the due date. An Amber status relates to an action where there has been a minor delay but action is being taken to bring this back on track by the next quarter. A Red status relates to an action where limited progress has been made, and an explanation must be provided including any planned remedial action(s) and where appropriate a revised completion date.

  • Appendix 4: Provides additional performance indicators which contribute to the Well-being Outcome but do not form part of the Corporate Plan basket of key performance indicators.

Relevant Issues and Options

  1. An overall AMBER RAG status has been attributed to Well-being Outcome 4, 'An Active and Healthy Vale', reflecting the positive progress made to date in making a difference to the lives of residents and our customers within a highly challenging environment.
  2. At Q1, 14 out of 16 Corporate Plan actions under the Outcome are on track to be delivered giving an overall AMBER performance status for actions. An overall AMBER performance status has been attributed to the quarterly measures reported against this Outcome. Of the 9 quarterly measures reported, performance was on or above target for 6 indicators with the remaining 3 missing target by more than 10%.
  3. A detailed report outlining the progress at quarter 1 towards achieving Well-being Outcome 4 is provided at Appendix 1. Highlighted below are some of the key achievements and challenges for the quarter:
  4. Increased opportunities for Vale of Glamorgan citizens, including clubs and schools to participate in physical activity and social interaction through the development of 3G pitches and continued promotion of community centre venues. This contributes to the Council's aim to encourage increased participation in physical activity and social interaction by Vale of Glamorgan citizens as part of their well-being.
  5. All of the schools for which we cater (46 primary and 5 secondary school) remain compliant with the Healthy Eating in Schools (Wales) Regulations. All secondary schools for which we cater also remain compliant with the food based standards contained within the Healthy Eating in Schools (Wales) Regulations.
  6. The Safer Recruitment situation in schools is improving, with compliance to the policy improving from 40% in April 2015 to 90% in Q1. 100% compliance has been consistently achieved for corporate services.
  7. The uptake of Telecare services by Vale residents continues to increase, contributing to the Council's commitment to promoting independent living. The increase has enabled more people to remain within their own homes safely and with a better quality of life. At Q1, the number of new Telecare users has increased by 84 and we are on track to achieve our target of 308 new users at end of year.
  8. Much work has gone into improving the rate of delayed transfer of care cases for over 75s because of social care reasons. At Q1, a rate of 0.78 was reported which equates to 9 delays of care due to social care reasons out of a population of 11,480. This represents a significant improvement on the same quarter last year where the rate was 1.48. We are working towards a challenging end of year accumulative target of 3.2 and collaborating closely with the Cardiff and Vale Health Board to deliver a 'Home First' Plan.
  9. Improvements continue to be made in our Disabled Facilities Grants (DFGs) processes enabling us to reduce delivery times further. 39 DFGs were completed during Q1 at average of 174 days, compared to 180 days and 40 DFGs in the same period last year (2015/16 end of year performance of 178 days). Of the 39 DFGs completed at Q1, one related to a young person and this was delivered in 154 days compared to 185 days and the same number of DFGs in the same period last year (201 days at year end 2015/16). 39 clients were helped to retain independence at home or remain living at home with less assistance to bathe, cook or mobilise around their homes.
  10. The Council has again been recognised for its commitment to providing clean, green spaces for residents and visitors to enjoy. At this year's Green Flag Awards, the Council continued its trend of increasing the number of parks to be awarded a Green Flag. Barry Island Promenade became the latest green space in the Vale of Glamorgan to be recognised as one of the best in the country, achieving high environmental standards. Penarth's Belle Vue Park was the Vale's first award winner and has held a Green Flag for 12 years. Barry's Victoria Park has held a Green Flag for 8 years. Romilly Park, Central Park and Alexandra Park/Windsor Gardens have each held theirs for 3 years and Knap Gardens for the past 2 years. Green spaces managed by volunteer and community groups were also included in the awards. The Green Flag Community Award was awarded to four new locations in the Vale of Glamorgan this year. Barry Community Garden, Birch Grove Woodlands, Old Hall Gardens and Elizabethan Orchard were the new additions. They join Upper Orchard Field, Wenvoe Community Orchard and Cwm Talwg local nature reserve, which has held its Green Flag Community award for the longest (every year since 2004).
  11. As part of the National Adoption Service, the Vale, Valleys and Cardiff Regional Adoptive Collaborative went live on 1st June 2015 with staff from the four Local Authorities (including the Vale) now co-located in Pontypridd. Services are provided by 3 specialist teams, contributing to improved levels of service for users and the delivery of a more efficient and resilient service. The service also contributes to our goal of managing the overall numbers of children looked after by the Vale.

Key challenges

  1. The growing scale of commitments in Social Services continues to put its budget under significant pressure. Of key concern is the impact of rising demand and costs for domiciliary care for older people in adult services. The service will strive to manage the growing demand with some initiatives funded via regional grants in the current year. However, the level of funding is yet to be determined and it is not necessarily guaranteed on an ongoing basis.
  2. We are intent upon increasing completion rates on the exercise referral scheme. 28.5% of participants completed the exercise referral scheme at Q1 compared to 97.90% in the same time period last year. The exercise referral scheme team are reviewing factors that lead to customers not completing the scheme with the aim of improving completion rates.
  3. Increasing the number of young people leaving care who are engaged in education, training or employment remains a priority. Of the 29 young people with whom the Council is in contact, 13 are not in education, training or employment mainly due to illness, disability or being a young parent. Each of these young people is allocated a Young Persons Advisor (YPA) who works with them to support their increased independence. Engagement in education, training or employment is a key element. Where this is not achievable at a defined point in time, efforts to support engagement continue, recognising the need to match the young person's with the appropriate package of support.
  4. The introduction of the Social Services and Well-being Act requires us to strengthen our relationships with citizens, to inform future service delivery. Co-production will be a key area of work in the autumn as we endeavour to determine how best to seek the views of citizens in a meaningful and inclusive manner via a Citizens Panel and to promote the provision of services by the third sector and social enterprises.
  5. Central to the Social Services and Well-being (Wales) Act 2014 is a fundamental change to the way that we work in relation to proportionate assessments and planning how to help meet people's needs for support and care. This means encouraging individuals to support themselves wherever possible, with local authority care and support being focused on the most vulnerable. We and our partners in other public services (especially the NHS) will need to focus even more on earlier intervention; increasing preventative and well-being services within the community and helping people maintain their independence. People must be able to get the help they need before their situation becomes critical. In partnership with Public Health Wales, we are carrying out (on a regional and local basis) a Population Needs Assessment which will ascertain the extent of need for preventative services across all public services. This assessment will be important in providing an evidence base for future developments, including investment in our parks, green spaces and leisure services as crucial facilities in promoting healthy lifestyles and contributing to well-being outcomes across the population.

Resource Implications (Financial and Employment)

  1. There are no additional budgetary implications arising from this report, although underperformance in some areas may have a negative impact on external assessments of the Council and could put certain funding opportunities at risk. The report includes information relating to the use of financial, asset, ICT and people resources and how these are being deployed to support the delivery of the Council's well-being outcomes.

Sustainability and Climate Change Implications

  1. The Corporate Plan emphasises the Council's commitment to promoting sustainable development and our understanding of our duties under the Well-being of Future Generations (Wales) Act. The many different aspects of sustainability (environment, economy, culture and social) are reflected within planned activities as outlined the Corporate Plan and demonstrates how the Council will maximise its contribution to the Well-being Goals.

Legal Implications (to Include Human Rights Implications)

  1. The Local Government (Wales) Measure 2009 requires that the Council secure continuous improvement across the full range of local services for which it is responsible.
  2. The Well-being of Future Generations (Wales) Act 2015 requires the Council to set and publish Well-being Objectives by April 2017 that maximise its contribution to achieving the Well-being goals for Wales.

Crime and Disorder Implications

  1. Activities to improve community safety are included in the Corporate Plan and one of the Well-being Outcomes is 'An Inclusive and Safe Vale' with a supporting objective 'providing decent homes and safe communities'. The Council's Performance Management Framework supports the delivery of actions associated with these objectives.

Equal Opportunities Implications (to include Welsh Language issues)

  1. An Inclusive and Safe Vale' is one of the Well-being Outcomes in the Corporate Plan with a supporting objective 'reducing poverty and social exclusion'. There is also a Well-being Outcome 'An Aspirational and culturally vibrant Vale' with a supporting action 'valuing culture and diversity'. The Council's Performance Management Framework supports the delivery of actions associated with these objectives.

Corporate/Service Objectives

  1. The Corporate Plan 2016-20 reflects the requirements of the Well-being of Future Generations Act and identifies 4 Well-being Outcomes and 8 Objectives for the Council. These promote improvements in the economic, social and cultural well-being of residents in the Vale of Glamorgan which in turn will contribute to achieving the Well-being goals for Wales.
  2. The Council's Performance Management Framework supports the delivery of all of the Council's Corporate Plan Well-being Outcomes and Objectives.

Policy Framework and Budget

  1. This is a matter for Executive decision.

Consultation (including Ward Member Consultation)

  1. The information contained within the report is based on quarterly returns provided by service directorates to the Performance Team. Quarterly performance reports covering the Corporate Plan Well-being Outcomes and Objectives along with an overall Corporate Health Report will be considered by relevant Scrutiny Committees and the Cabinet.

Relevant Scrutiny Committee

Healthy Living & Social Care Scrutiny Committee

Background Papers

Performance Management Framework, Report of the Leader, Cabinet, 25th April 2016

Contact Officer

Julia Archampong, Corporate Performance Manager

Officers Consulted

Corporate Management Team

Huw Isaac, Head of Performance and Development

Tom Bowring, Operational Manager Performance and Policy

Responsible Officer:

Phil Evans, Director of Social Services and Sponsoring Director for Well-being Outcome 4, 'An active and Healthy Vale'