Agenda Item No. 9
The Vale of Glamorgan Council
Scrutiny Committee (Social Care and Health): 2nd December, 2013
Report of the Director of Social Services
End of Year Performance Report 2012/13: National Strategic Indicators and Public Accountability Measures
Purpose of the Report
1. To present the council's performance results against statutory national performance indicators (National Strategic Indicators and Public Accountability Measures) relevant to the scrutiny committee for the year ended 31 March 2013.
That the committee note performance results and identify areas for improvement work.
Reasons for the Recommendations
1. To report on service performance in line with statutory requirements and the council's Performance Management Framework and monitoring arrangements.
2. To consider the end of year performance results as at 31 March 2013 to identify service areas for improvement work.
3. To ensure the continuous improvement of council services.
2. Under the Local Government Act 1999, the Wales Programme for Improvement and the Local Government (Wales) Measure 2009 the council is required to secure continuous improvement across the full range of local services for which it is responsible and to collect a range of performance data which is submitted to the Welsh Government and the Local Government data Unit. Collecting national performance indicators is an essential requirement in achieving improvements.
3. There are two types of national performance indicator included in this report. National Strategic Indicators (NSIs) are statutory and are collected and published annually by Welsh Government. Public Accountability Measures (PAMs) are a small set of â€˜outcome focussed’ measures that are also statutory and are collected and published annually by the Local Government Data Unit. There is some overlap between the two datasets.
4. This report only includes the indicators related to the scrutiny committee. Each year, the Local Government Data Unit publishes outturns for the entire national performance indicator set, along with a headline assessment of Welsh local authority performance. This report is available online: http://www.dataunitwales.gov.uk/SharedFiles/Download.aspx?pageid=79&mid=459&fileid=927
5. A report including all National Statutory Indicators and Public Accountability Measures was considered by CMT on 28 August 2013. As a result, staff in the Improvement and Development team are now working with services to develop an action plan to address areas of underperformance.
6. Data is sub-divided into:
· Top quartile (quartile 1) –the top 25% of performance
· Mid quartiles (quartiles 2 and 3) – the middle 50% of performance
· Bottom quartile (quartile 4) – the bottom 25% of performance.
Relevant Issues and Options
7. A detailed summary of the performance against indicators relevant to the scrutiny committee for the year ended 31 March 2013 is provided in Appendix 1 (pp. 1-4).
8. Key notes on performance:
A total of 20 indicators were relevant to the scrutiny committee in the following areas: Adult Social Services (7), Children’s Services (13).
· 11 indicators were in the top quartile.
· 2 indicators were in the middle quartiles.
· 7 indicators were in the bottom quartile.
· 4 indicator maintained the highest possible performance achieved the previous year (100%).
· 7 indicators have improved in real terms on last year’s performance.
· 6 indicators have deteriorated in real terms on last year’s performance.
· No comparison to last year’s performance was possible for 3 indicators because the definitions were amended nationally for the 2012/13 financial year.
· 12 indicators performed better than the Welsh average
· 8 indicators performed worse than the Welsh average
· Of the Children’s Services indicators, 8 were in the top quartile, 1 was in the middle quartiles and 4 were in the bottom quartile. 8 performed better than the Welsh average, and 5 performed worse.
· Of the Adult Social Services indicators, 3 were in the top quartile, 1 was in the middle quartiles and 3 were in the bottom quartile. 4 performed better than the Welsh average, and 3 performed worse.
9. Page 5 of Appendix 1 provides details of the indicators which have changed quartile position from the previous year.
10. Pages 6-7 of Appendix 1 compare performance in the Vale with the other nine authorities in the South East Wales region, for Children’s Services and for Adults Social Services.
11. CMT received a report on 20 November 2013 providing information about each performance indicator not in the top quartile and any improvement work being undertaken. The following bullet points give the background to each indicator not in the top quartile and encompass: whether indicators are seen as a useful representation of performance, whether we can be confident that indicators are being reported in line with the definitions across Wales, where improvements have already been made and where further improvements could be made.
· SCA019 The percentage of adult protection referrals completed where the risk has been managed.
Performance for 2012/13 was in the second quartile. Performance in 2013/14 is currently being maintained at 100% as at quarter 2. This will be continually monitored throughout the year to ensure performance is maintained.
· SCC033f The percentage of young people formerly looked after with whom the authority is in contact, who are known to be engaged in education, training or employment at the age of 19.
· Performance for 2012/13 was in the third quartile. This PI should be viewed in context, as it forms part of a group of three PIs: former looked after children in contact with the authority at 19; former looked after children in suitable accommodation at 19; former looked after children in education, training or employment at 19. For 2012/13, the Vale performed very well for the first two indicators (100% for both). It should also be noted that these PI results can easily be distorted by the low figures involved (for 2012/13, the denominator for the 3 PIs in the case of the Vale was 9).
· SCA001 The rate of delayed transfers of care for social care reasons per 1,000 population aged 75 or over
· Performance for 2012/13 was in the bottom quartile. Problems with data collection systems were discussed as a potential reason for underperformance. It was felt that there may be inconsistencies in the way this PI was collected across Wales.
· SCA002a The rate of older people (aged 65 or over) supported in the community per 1,000 population aged 65 or over at 31 March
Performance for 2012/13 was in the bottom quartile.
· SCC002 The percentage of children looked after at 31 March who have experienced one or more changes of school, during a period or periods of being looked after, which were not due to transitional arrangements, in the 12 months to 31 March
· Performance for 2012/13 was in the bottom quartile. This PI includes placement moves as a result of disruption as well as planned moves as children’s placements become permanent. As part of the Vale of Glamorgan’s Commissioning Strategy, work has been actively undertaken in returning children placed out of area to placements within the Vale of Glamorgan, and in supporting the revocation of Care Orders where Residence and Special Guardianship Orders are more suitable. Placement referrals are overseen by our multi agency placement panel which includes representatives from Education and educational needs are a primary consideration. Each looked after children has a personal education plan which helps to ensure information about their educational attainment and needs transfers with them. Work is being undertaken between the Social Services and Learning and Skills Directorates to amend and enhance the personal education plan. From January 2014, all Vale looked after children attending schools within the local authority, in Key Stage 2 and 3 will undergo a reading test each term to monitor the attainment and direct additional support when it is needed.
· SCC004 The percentage of children looked after on 31 March who have had three or more placements during the year
Performance for 2012/13 was in the bottom quartile. This PI includes placement moves as a result of disruption as well as planned moves as children’s placements become permanent. As part of the Vale of Glamorgan’s Commissioning Strategy, work has been actively undertaken in returning children placed out of area to placements within the Vale of Glamorgan, and in supporting the revocation of Care Orders where Residence and Special Guardianship Orders are more suitable. Placement referrals are overseen by our multi agency placement panel to ensure all options to prevent placement breakdown are explored and all planned moves are supported in accordance with the best interests of the child.
· SCC011a The percentage of initial assessments that were completed during the year where there is evidence that the child has been seen by the Social Worker
Performance for 2012/13 was in the bottom quartile. Our performance against this PI improved from 66% in 2011/12 to 68% in 2012/13. Performance for 2013/14 is indicating a further significant improvement to 80%.
· SCC011b The percentage of initial assessments that were completed during the year where there is evidence that the child has been seen alone by the Social Worker
· Performance for 2012/13 was in the bottom quartile. It is not necessarily possible to significantly improve performance against this PI as it is not always appropriate for Social Workers to see looked after children alone. It is not always appropriate for children to be seen alone during initial assessments. On 42 occasions during 2012/13 children were seen alone by Social Care Officers rather than Social Workers. Under the definition for this PI these cannot be included in the count for this indicator. Had they been, the result would have been 33.2% against a target of 30%.
12. Appendix 2 details the improvement actions that are currently being undertaken with the aim of improving our performance by the end of the current financial year.
Resource Implications (Financial and Employment)
13. There are no additional budgetary implications arising from this report although under-performance in some areas may have a negative impact on external assessments of the council and could put some funding opportunities at risk.
Sustainability and Climate Change Implications
14. There are no national equalities performance measures.
Legal Implications (to Include Human Rights Implications)
15. The Local Government Act 1999, the Wales Programme for Improvement and the Local Government (Wales) Measure 2009 require that the council secure continuous improvement across the full range of local services for which it is responsible.
Crime and Disorder Implications
16. Underperformance issues relating to crime and disorder should be given due consideration both corporately and within the relevant service areas.
Equal Opportunities Implications (to include Welsh Language issues)
17. There are no national equalities performance measures.
18. Monitoring of performance demonstrates a clear contribution to the corporate priorities outlined below and also underpins the improvement work and outcomes of all seven corporate priorities:
· To manage the council’s workforce, money, information an assets efficiently, effectively and securely.
· To work with partners to promote and ensure a coordinated approach to delivering the shared vision for the future of the Vale.
Policy Framework and Budget
19. This is a matter for executive decision.
Consultation (including Ward Member Consultation)
20. The data contained within the report is based on internally audited returns provided by Heads of Service and verified by the Wales Audit Office/Grant Thornton and the Local Government Data Unit.
Relevant Scrutiny Committee
21. Social Care and Health.
Local Government Data Unit Wales, Local Government Performance 2012-13, http://www.dataunitwales.gov.uk/SharedFiles/Download.aspx?pageid=79&mid=459&fileid=927
Chloe Clarke, Corporate Performance Co-ordinator
Corporate Management Team
Julia Archampong, Performance Manager
Beverly Noon, Operational Manager – Corporate Policy and Communications
Huw Isaac, Head of Performance and Development
Phil Evans, Director of Social Services