Issue - meetings

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

Further to Minute No. 6(3) of the meeting held on 16^th June, 2016, Nathan Atkinson, Assistant Director for Strategic Commissioning, presented a report on the local measures that had been priorities to ensure that they reflected areas of Adult Social Care Service activity.  They also linked to the Council’s overarching strategic policies and strategies.

The Directorate Management Teams received regular updates of the current performance of the Local measures alongside the National ASCOF measures reporting.  Local measure in-year performance would be included in future Cabinet Member reporting arrangements.  This would align and run parallel to the agreed Corporate Plan and Improvement Plan reporting schedules.

It should also be noted that, in addition to the Local measures, a range of other measures of activity were also performance managed and reported via alternative reporting streams.  Service level management information measures were also regularly reported internally to Senior Management Teams.

The report set out the current performance challenges as at 31^st May, 2016, which included:-

LM01 – Reviews

LM02 – Support plans % issued

LM03 – Waiting times assessments

LM04 – Waiting times care packages

LM05-07 – commissioning KLOE’s

Discussion ensued with the following issues raised/highlighted:-

-          Was commissioning a problem for the Directorate or across the whole of the Authority?  Who decided if it was across the board and so who should look at commissioning or whether it was just in this particular Directorate and the Select Commission would look at it?

The Directorate had self-assessed itself as red in most of the category areas.  The way that Rotherham approached commissioning was a little behind its peers especially in relation to Adult Services.  In terms of the development plan commitments were around co-production for outcomes that we should be doing.  There was evidence of recent activity starting to move in that direction and engagement and involvement of officers working with communities and members of the voluntary sector was helping that.  The Directorate was very much at the start of the journey and a lot of work to do. The staffing structures had to be considered and the skills within the existing team which was doing very effective work but very much focussed on contract monitoring especially for care homes/statutory services, and the strategic side had been somewhat lacking.  There was much work to be done with Autism an absolute area that needed to be prioritised together with Mental Health and Learning Disabilities

Nathan had been asked by the Chief Executive to oversee the Corporate Commissioning Review which was part of the Improvement Plan and a fundamental part of the Authority’s journey to regain powers and within that would be looking at Children and Young People’s Services, Public Health and perhaps other areas where there was some commissioning.  That work was in its infancy but had a deadline of January, 2017 to conclude the review and publish the outcome.  Within that there were a number of gateways which were specified within the Improvement Plan

-          Where was the appropriate place for  ...  view the full minutes text for item 20