Issue - meetings

Nathan Atkinson, Assistant Director Strategic Commissioning, and Scott Clayton, Performance Officer, to present

In accordance with Minute No. 6 of 16^th June, 2016, Nathan Atkinson, Assistant Director, Strategic Commissioning, submitted the additional information requested by the Select Commission.

Scott Clayton, Interim Performance and Quality Team Manager, and Stuart Purcell, Performance Officer, were in attendance to answer any issues raised.

Discussion ensued on the report with the following issues raised:-

-          Reassurance was needed that the improvement in data was leading to changes/changes of approach

There was a challenge with the benchmarking of Yorkshire and Humber data due to the availability of data to benchmark as it tended to be on an annual basis.  There were other mechanisms available via the real time data from the Authority’s Social Care records and day-to-day activity

The mechanisms by which the Mental Health Employment Indicator were calculated had changed very recently in terms of their platform for informing the Authority how they had calculated and therefore produced the current rate of performance.  The performance for the year end as per their publication was close to 6% whereas it had dropped in the first cycle of the new published figure nearer to 2%.  There was no current 2016/17 handbook of definitions but it would be unpicked when released later in the year and followed up with RDaSH regarding their performance if this had deteriorated once there was clarity on the measure. Supporting people into employment was a priority and required co-ordination with partners and a more corporate approach to employment and skills as at present there were a number of initiatives

-          Given that it was about how the data trends actually improved the service, who do we ask about that to make sure they actually were doing something with the data that you collected?

You can only run an effective organisation by using your data wisely to inform whether you were on the right track.  The data was used and aligned to the budgetary position as well.  It was the key to good performance

The data was fed into the Senior Management and Directorate Leadership Teams and into the Corporate reporting mechanisms.  Issues would also be discussed with Service Managers to see if the performance data reflected how they felt about what was actually happening within their Services.

An update was submitted to Cabinet but there was no reason why progress reports could not be submitted to the Select Commission

-          What was the decision making process for accepting an expression of dissatisfaction as an actual complaint

Customers filled in a complaints form or contacted the Complaints Team through a number of channels.  There was no decision making process as such - if a customer had filled in a complaint form it was a complaint.  In the majority of cases if someone wanted to make a complaint there was no barrier

-          There had been 75 complaints which were a slight increase to last year. Did that relate to those forms filled in or complaints accepted at Stage 1?

These were formal complaints where someone had  ...  view the full minutes text for item 19