Agenda Item No. 9


The Vale of Glamorgan Council


Scrutiny Committee (Social Care and Health): 1st December 2014

Report of the Director of Social Services


Quarter 2 Social Services Performance Report 2014-15

Purpose of the Report

1.         To present the performance results for Quarter 2, 1st July-30th September, 2014-15.


1.         That Committee note service performance results and remedial actions to be taken to address service underperformance.

2.         That Committee note progress to date in achieving key outcomes as outlined in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014-15.

Reasons for the Recommendations

1.         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.

2.         To consider the Quarter 2 Social Services performance results as at 30th September 2014 in order to identify service areas for improvement.


2.         The Service Plans are designed to focus on the achievement of key objectives within each directorate which in turn contribute towards the achievement of identified outcomes in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014-15. 

3.         Quarterly performance reports have been developed to reflect these Service Plans and designed to ensure that the council reports performance in the context of progress against its objectives. 

4.         The performance report is structured as follows:

·         An overview provides a snapshot of the directorate's progress towards achieving the objectives contributing towards its service outcomes. It highlights progress towards key actions in the Corporate Plan 2013-17, the Outcome Agreement 2013-16 and the Improvement Plan Part 1 2014-15 for which the directorate has lead responsibility. Examples of exceptional performance during the quarter are highlighted as are any key areas of slippage and the planned remedial action to bring these back on track.

·         A brief evaluation is provided of each service outcome outlining overall progress (including actions and performance measures) towards achievement.

·         Detailed progress is reported for each service objective looking at all actions broken down into completed, on track, slipped and not started actions.

·         Progress is provided for all performance indicators using the traffic light system (red, amber and green).  A 'red' status relates to measures that have missed target by more than 10%; 'amber' relates to performance within 10% of target and 'green' to performance that is on or has exceeded target. All areas of underperformance identified include a reason for the poor performance and proposed remedial actions.

Relevant Issues and Options 

5.         The Social Services directorate is well on track to achieve the objectives contributing to its service outcomes, with 93% of actions currently either completed or on track to be completed. Of 14 Corporate Plan actions, 92% are either completed or on track to be completed with 1 action reported as slipped (8%).

6.         There are 9 actions relating to the Improvement Objectives, all of which are either competed or on track to be completed.

7.         The 1 action relating to the Outcome Agreement is currently on track for completion. There are 9 measures relating to the Outcome Agreement, all of which are reported on a quarterly basis. Of these, 6 have met or exceeded target and 3 have missed target by more than 10%. 

8.         Of 67 performance indicators within the Service Plan, 49 have met or exceeded target, 11 are within 10% of target, 6 have missed target by more than 10%. A RAG status was not applicable to 1 PI.

9.         The indicators that have missed target relate to:

·         OA3 - Rate per 1,000 population of over 65s who have had a UA assessment and the rate per 1,000 population of over 65s who have had an OT assessment. The original target set against these two indicators was based on incorrect data. Revised targets of 42 and 33 respectively have been proposed for 2014/15 however this is still subject to negotiation with WG.

·         OA3 - Percentage of community supported clients receiving 20 hours or more care per week. A performance of 17.90% was reported against a quarterly target of 25%. Regular reviews of complex cases have resulted in reducing packages where possible and appropriate to do so.

·         SS/M003b - The average number of working days between initial enquiry and completion of the care plan, for non-specialist assessments. A performance of 17.42% was reported against a target of 15%. This performance reflects the significant increase in demand on the services.

·         SCC039 - The percentage of health assessments for looked after children due in the year that have been undertaken. A performance of 51.18% was reported against a target of 70%. This is a cumulative indicator so performance will increase as the year progresses, as indicated by the improvement from Quarter 1 to Quarter 2.

·         SCA007- The percentage of clients with a care plan at 31 March whose care plans should have been reviewed that were reviewed during the year. A performance of 75.10% was reported against a target of 87%. This performance is indicative of the increase in demand for services. Priority has to be given to progressing new Integrated Assessments over reviewing established cases.

10.      No exceptional performance was reported by the service this quarter.

11.      Slippage was reported in a number of actions:

·         A working group is currently looking at accommodation with care options for older people and reviewing current provision across Social Services and Housing, in order to ensure a range of options are available for those people requiring support [SS/A010 (CP/H2)].

·         Limited progress has been made in developing formal governance arrangements with our statutory partners for the Mental Health service, although a community review has now commenced (SS/A054).

12.      A detailed report of the directorate’s overall performance is provided at Appendix 1.

Resource Implications (Financial and Employment)

13.      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.

Sustainability and Climate Change Implications

14.      Underperformance issues relating to sustainability will be given due consideration both corporately and within the relevant service areas.

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 will be given due consideration both corporately and within the relevant service areas.

Equal Opportunities Implications (to include Welsh Language issues)

17.      Underperformance issues relating to equalities will be given due consideration both corporately and within the relevant service areas.

Corporate/Service Objectives

18.      The Corporate Plan 2013-17 outlines community leadership as a priority for the council. Improving how the council evidences and reports achievements of its outcomes and objectives contributes towards effective community leadership.

Policy Framework and Budget

19.      This is a matter for Executive decision.

Consultation (including Ward Member Consultation)

20.      The information contained within the report is based on quarterly returns provided by service directorates to the Performance and Development Team. An overall Council report on performance has been considered by Cabinet. Quarterly performance reports are reported to relevant Scrutiny Committees.

Relevant Scrutiny Committee

21.      Social Care and Health

Background Papers

Quarter 2 Performance Report

Contact Officer

Julia Esseen, Corporate Performance Co-ordinator


Officers Consulted

Corporate Management Team.

Huw Isaac, Head of Performance and Development.

Julia Archampong, Performance Manager.


Responsible Officer:

Phil Evans, Director of Social Services