MEND
PART 1
(OPEN TO THE PUBLIC)
ITEM NO.
REPORT OF THE LEAD MEMBER FOR
COMMUNITY & SOCIAL SERVICES DIRECTORATE
TO THE HEALTH & SOCIAL CARE SCRUTINY COMMITTEE
ON 4 JUNE 2003
TITLE : BEST VALUE PERFORMANCE INDICATORS: FOURTH QUARTER
RESULTS FOR 2002/03
RECOMMENDATIONS : That the performance indicators be considered by the
Scrutiny Committee.
EXECUTIVE SUMMARY : This report provides a brief analysis of the Community &
Social Services Directorate's performance in respect of
Best Value and Local Performance Indicators as at the
fourth quarter of 2002/03.
BACKGROUND DOCUMENTS : Strategic and Best Value Performance Plan
(Available for public inspection)
CONTACT OFFICER : Josette Phillips, Principal Officer (Management Information
& Performance), 0161 793 2242
WARD(S) TO WHICH REPORT RELATE(S) : All
1
1. BACKGROUND
The City Council has in place a performance monitoring system whereby reports
detailing performance against Best Value and Local Performance Indicators are
considered:
- at Cabinet
- at Directors Team
- at Scrutiny Committees
- by the Chief Executive, Director of Personnel and Performance, Leader and
Deputy Leader and the respective Director and Lead Member.
This is the second such report to the Health & Social Care Scrutiny Committee.
2. DETAILS
This report sets out how well the Directorate has performed against those Best
Value and Local Performance Indicators which can be reported at this point in
time for the year 2002/03. (It should be noted that the data is still being
worked upon and the final data will change for some indicators.)
Good performance against these indicators is important as it demonstrates to
independent auditors, customers and stakeholders that the council is performing
well in key areas, for example:



It is providing good services in areas having a high interaction with individual
members of the community
It compares well against similar local authorities in nationally set indicators
It is driven by the desire for continuous improvement.
The information is presented in the form of a Status Report, which lists the
indicators and shows whether the performance in the first three quarters is:
 Improving, static or deteriorating, and
 On target or not on target.
Where performance is not on target Comparator Action Plans (CAPs) which
contain more detailed information and comment are appended. (It should be
2
noted targets were not set for 2002/03 for some indicators, principally those
that were new this year.)
The appended CAPs contain comparative data for the Directorate’s ‘family
authorities’ which are determined by the Dept of Health and are currently:
Gateshead, Sandwell, Newcastle upon Tyne, Sheffield, Wolverhampton, Rochdale,
Plymouth, Oldham, Kingston upon Hull, Walsall, Coventry, Tameside, Bristol,
Darlington, North Tyneside.
3
PLEDGE 1: BETTER EDUCATION FOR ALL
We want every child to get the best start in life
We will achieve this by ensuring: Every child is offered a pre-school nursery place
 Our GCSE results improve faster than the rest of the country
 Every child leaves school with a recognised qualification
P.I.
REF
PERFORMANCE INDICATOR
BVPI / LPI
No.
STATUS
LEAD DIRECTORATE
REPORTING
FREQUENCY
1.22
Educational qualifications of children looked after by reference to the %
of young people leaving care aged 16 or over with at least 1 GCSE at
grades A* - G or GNVQ.
50
(PAF A2)
N/A
Community and
Social Services
Annually
1.23
The % of children looked after in Residential accommodation.
LPI 1
On Target
1.24
The % of children looked after in foster care and adoption.
1.25
1.26
1.27
1.28
Stability of placements of children looked after (% of children looked
after on 31st March with 3 or more placements during the year)
Cost of services for children looked after by the authority (gross weekly
expenditure per looked after child in foster care or in a children’s home.
The % of child protection cases which should have been reviewed during
the year that were reviewed.
The number of looked after children adopted during the year as a % of
the number of children looked after at 31st March who had been looked
after for 6 months or more at that date.
1.29
The number of children on the child protection register per 10,000 population under 18.
1.33
Re-registrations on the child protection register.
1.34
Duration on the child protection register.
LPI 2
(PAF B7)
49
(PAF A1)
On Target
On Target
51
On Target
162
On Target
163
Below
Target
LPI 3
On Target
(PAF A3)
On Target
(PAF C21)
Target not
set
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
Social Services
Half-Yearly
Community and
Social Services
Half-Yearly
Community and
Social Services
Community and
Social Services
Community and
Social Services
Quarterly
Quarterly
Annually
Half-Yearly
Quarterly
Half-Yearly
Half-Yearly
4
PLEDGE 3: A CLEAN AND HEALTHY CITY
We will make Salford a cleaner and healthier place to live
We will achieve this by ensuring:




We will work with colleagues in the NHS to improve health and life expectancy for all
We will provide high levels of support for elderly and vulnerable people to help them live at home
Kerbside collections are introduced for all recycling so that household recycling rises to 18% by 2005/6
All bins are emptied every week
All main roads are cleaned weekly and every other street every 3 weeks
P.I.
REF
PERFORMANCE INDICATOR
3.14
Cost of intensive social care for adults (average gross weekly cost of
providing care for adults and elderly people).
3.15
Intensive home care per 1,000-population aged 65 or over.
3.16
3.17
3.18
3.19
3.20
BVPI / LPI
No.
STATUS
52
On Target
53
(PAF C28)
On Target
Older people (aged 65 or over) helped to live at home per 1,000population aged 65 or over.
54
On Target
Clients receiving a review as a % of adult clients receiving a service.
55
N/A
56
(PAF D38)
On Target
58
On Target
The % of items of equipment costing less than £1,000 delivered within 3
weeks.
The % of people receiving a statement of their needs and how they will
be met.
The number of nights of care provided or funded by the Council for every 1,000 adults,
which give a break to people who usually care for someone.
LPI 20
3.21
Users who said they were satisfied with the help they received from social services.
182
3.22
Users who said that if they asked for changes to services those changes were made.
190
3.23
The % of users / carers who said that they got help quickly.
LPI 31
3.24
The % of users / carers who said that matters relating to race, culture and religion were
LPI 32
Below
Target
Target not
set
Target not
set
Target not
set
Target not
LEAD DIRECTORATE
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
Social Services
Community and
REPORTING
FREQUENCY
Annually
Annually
Annually
Annually
Quarterly
Quarterly+
Quarterly*
Annually
Annually
Annually
Annually
5
noted.
3.25
Admissions of supported residents aged 65+ to residential / nursing care
(PAF C26)
set
Target not
set
Social Services
Community and
Social Services
Quarterly
PLEDGE 4: A SAFER SALFORD
We will make Salford a safer place to live and work
We will achieve this by ensuring:




We reduce crime and anti-social behaviour by working with the police and other partners
We reduce burglaries by 20% by 2004
We support community initiatives that prevent and reduce crime, such as Neighbourhood Watch and Victim Support
We monitor the number of racist incidents recorded and take action accordingly
We also monitor the number of road accidents and take action accordingly
P.I.
REF
PERFORMANCE INDICATOR
4.7
The number of domestic violence refuge places per 10,000 population,
which are provided or supported by the authority.
BVPI / LPI
No.
STATUS
LEAD DIRECTORATE
REPORTING
FREQUENCY
176
On Target
Community and
Social Services
Annually
PLEDGE 6: SUPPORTING YOUNG PEOPLE
We will create the best possible opportunities for young people in our city
We will achieve this by ensuring:


P.I.
REF
6.2
We increase the number of young people having access to public services
We increase the amount we spend on services for young people
All young people in the City receive the offer of a job or appropriate training
PERFORMANCE INDICATOR
The % of those young people who were looked after on 1st April in their
BVPI / LPI
No.
161
STATUS
LEAD DIRECTORATE
N/A
Community and
REPORTING
FREQUENCY
Annually
6
17th Year (aged 16), who were engaged in education, training or
employment at the age of 19.
Social Services
SUPPORTING THE PLEDGES
Measuring our efficiency and statutory responsibilities
We will achieve this by ensuring:
We constantly monitor our efficiency in the services we provide
P.I.
REF
PERFORMANCE INDICATOR
7.27
The % of authority expenditure on legal and advice services which is spent on services
that have been awarded the Quality Mark and meet a priority need identified in the
Community Legal Service Partnerships Strategic Plan.
BVPI / LPI
No.
STATUS
LEAD DIRECTORATE
REPORTING
FREQUENCY
177
N/A
Community and
Social Services
Annually
7
P.I. Ref 1.28
8
Fourth Quarter 2002/03 Comparator Action Plan
BVPI
163
C23 Adoptions of Children looked after for more than 6 months
12%
9.60%
8.70%
Percentage
10%
7.50%
7.20%
8%
6%
5.20%
6%
4.6%
%
4%
2%
0%
1999/00
2001/02
Met
average
Family
Average
Ranking against all GM Councils (of 10)
9th
Ranking against family authorities (of 16)
14th
Range for all mets
3.7%-19.5%
Quartile level for Mets
4th
Quartile level for all authorities
Quartile level for all authorities
3rd
Performance Indicator Action Plan
Met top
quartile
Salford
Target
02/03
Salford 5
current
year targetperformance
Performance is
below target
2001/02
2002/03
Q1
High Figure
is preferable
4.4%
Q2
Q3
Q4
5.2%
4.6%
Date: 28/4/03
9
Comments on Current Performance:
 Our target is 6%.
 There is a wide variation in performance among local authorities.
 The better performing local authorities in the GM councils tend to be those with lower
numbers of looked after children.
 The Salford figure is affected by the council’s high number of looked after children,
including significant numbers of older children in residential care and children placed
at home with their parents but still subject to care orders for whom adoption is
unlikely to be an appropriate plan.
 Because of the numbers involved, relatively small variations have an impact on the
percentage figure and can cause variability in the annual data.
Barriers to Improvement:
 Longstanding difficulty in recruiting suitably qualified and experienced staff to the
Family Placement Team.
 Difficulty in recruiting suitably qualified staff to children and families social work
teams has resulted in a number of vacancies. Without adequate staffing the allocation
of work has to be prioritised. Child protection cases are the first priority. Some
children for whom adoption is the plan do not have an allocated social worker.
 Adoption is a priority area of service development and has been given greater
prominence as a positive option for looked after children. The indicator monitors
adoption orders granted. Children are likely to have been placed 12-24 months
previously. Improvements in performance will therefore only slowly affect the
indicator.
 Nature of children needing placement and difficulty of finding placements for older
children, sibling groups and children with special needs. Within the Manchester and
Salford Adoption Consortium there are 102 children who have been waiting over 6
months for an adoption placement. 68% of these are children aged 4-10 years, the
majority boys.
 Length of lead time on proactive recruitment strategy.
 Difficulty of predicting performance due to impact of individual circumstances –
adopters apply for the order at the time that is right for them.
 Need for training of social workers in permanency planning
10
Current/Proposed Action:
 Efforts to recruit staff to the Family Placement Team are ongoing.
 New staff have been recruited to the Family Placement Team and should be in post by
July 2003.
 Recruitment strategy is being developed along with new publicity materials.
 A social worker is now in post with specific responsibility for adoption recruitment
and family finding. Some progress is being made in finding placements or pursuing
alternative plans for the longest waiting children.
 Targeted recruitment is underway to prioritise applicants who will consider children
currently waiting for placements and the type of children for whom it is difficult to
find placements.
 An Adoption Consortium has been formed with Manchester City Council to increase
the range of placements available. A launch event took place in March 2003to raise
awareness within the two local authorities and with the voluntary adoption agencies
within the region.
 Regional inter consortia protocols are in place for sharing placements across the North
West. However the impact of new ways of working will not impact on the indicator in
the short term.
 A contract has been developed with a voluntary adoption agency to provide a
specified number of placements for Salford children from April 2003.
 An audit is being undertaken of children placed but not adopted to address delay in
obtaining adoption orders.
 Training in Permanency Planning is a Directorate priority but delivery has been
delayed due to recruitment problems in the Family Placement Team.
 Further work is to be done regarding priorities in the Children and Families Division.
This will consider in detail the strategy that would be needed across the division to
support improvement in adoption performance and whether this can be achieved.
Top Quartile to be Achieved By (Date):
Lead Officer:
Top quartile performance is unlikely for the Carolyn Williams
reasons identified. Target for 2004-2005 is
7%.
11
P.I. Ref 3.20
Fourth Quarter 2002/03 Comparator Action Plan
Number of nights of respite care provided per the adult population
LPI
20
Trend
Salford's Targets
Family
160
Per 1,000 of the adult population
140
140
120
100
104
100
100
100
78
80
60
40
20
0
19
99
/00
20
00
/01
20
01
/02
Me
tA
Fa
Me
mi
t to
ly
ve
pq
A
rag
ve
ua
rag
e
rtil
e
e
Ranking against all GM Councils (of 10)
n/a
Ranking against family authorities (of 16)
n/a
Range for all mets
n/a
Quartile level for Mets
n/a
Quartile level for all authorities
Quartile level for all authorities
Performance Indicator Action Plan
n/a
Sa
lfo
r
Below
target
set
High figure
is preferable
dT
Sa
lfo
r
d5
Sa
lfo
r
d's
ar
Cu
ye
ge
a
rre
r
t2
t
nt
a
00
rge
Pe
2/0
t
rfo
3
rm
2001/02
2002/03
an
ce
02
/03
Q1
108.7
Q2
Q3
Q4
100
88.4
78
Date: 28/04/03
Comments on Current Performance:
The lower figure is thought to be due to a delay in inputting the current figures to the care first system.
12
Barriers to Improvement:
As previously stated there are major changes in how respite in social services establishments is provided. There
has been a reduction in the number of beds provided locally as these homes are changing to "homes to trust "
status.
The majority of beds are provided in two central units. These have a triple function: permanent residents,
intermediate care and respite care. One unit provides care for people with predominantly physical disabilities and
the other provides care to people who have a cognitive impairment. The changes in function and location may
have had an impact on the usage of the respite beds. This is not going to change in the near future.
Alternative provision in the private sector is sometimes available for respite but most homes are operating at a
90% plus occupancy rate. This limits choice and it would be difficult to pre-book regular periods in advance.
Current/Proposed Action:
We are improving our recording procedures in the two main units to ensure we differentiate between respite and
intermediate care.
As the numbers of permanent residents in the two units decline there will be changes to the number of available
respite beds.
Top Quartile to be Achieved By (Date):
Lead Officer:
N/A
Janet Drinkwater
13