Agenda item

John Mansergh, Service Performance Manager presented the submitted report which outlined the 2009/10 Quarter 2 Key Performance Indicator (KPI) results for the Adult Social Care elements of the Directorate.

At the end of the quarter, 75% of Key Performance Indicators (KPIs) were on target compared to 57% at the end of the 1st Quarter.

The following performance measures did not achieve their quarter 2 targets;

NAS 1 (PAF D40) Percentage of clients receiving a review

Productivity levels had improved since August but the indicator was currently rated as ‘off target’.  The indicator was slightly closer to target than reported in the 1st quarter performance report and, based upon the actions we had put in place following a corporate performance clinic held on 24th September 2009, it was predicted that we would achieve our year end target. Performance had increased from 17.92% to 35.59% since the 1st quarter of the year.

A performance clinic had been held with RDaSH (Rotherham, Doncaster and South Humberside Mental Health Trust) in August 2009 and since then they had doubled their review rate over the past two months and had put an action plan in place with an aim to review 100% of their clients by year end.

The following performance management actions were in place to improve performance;

Team managers to authorise all reviews so that they can be counted.

Arrangements made for telephone reviews to take place on clients in receipt of Rothercare service.

Provider reviews to be undertaken and counted for clients in residential and nursing care placements.

RDASH to update their records and ensure all reviews undertaken this year are counted.

NI136 (Vital Signs 3) People supported to live independently through social services  (LAA)

This indicator included a combination of people that were receiving care managed services following a community care assessment and those people that are receiving services from the voluntary sector. 

Current performance levels indicated that 5,572 service users were being helped to live at home, which was an improvement of 61 since the 1st quarter. This score was based on last year’s voluntary sector figures plus people currently in receipt of an assessed care package.

To achieve next year’s target approximately 2,000 extra service users would need to be helped by the end of the year.  The frustration with this indicator was that a lot of prevention activity was not captured within the definition for this indicator. So for example, the 900 telecare installations that would be undertaken this year and the provision of 14,000 items of equipment were not included within the definition. These were national issues which were being debated.

The following performance management actions were in place to improve performance;

Intermediate Care and Community Rehabilitation services would be captured within the indicator (these were currently not included).

The list of providers for our Grant Funded Services return (the mechanism we had to use to capture people receiving services within the voluntary sector) had been updated.

All providers had been visited to ensure they understood the importance of completing this information and that this was used to inform commissioning decisions.

Include Occupational Therapy equipment within the indicator as other Councils do (these were currently not included).

Mental Health action plan in place which would ensure caseloads were up to date and all clients were included within the score.

NI 132 Timeliness of social care assessments

Performance had remained the same since the 1st quarter of the year.  Based upon the actions put in place following a corporate performance clinic held on 24th September 2009, it was predicted that the year end target would be achieved.

There had been a significant amount of management action undertaken on this performance indicator. Resources had been targeted to reduce a backlog of new assessments which was created last year following a knock on effect of prioritising a series of high profile safeguarding investigations.  Weekly performance clinics had been put in place to recover performance levels. Additional RDaSH, who were one of the poor performing elements of the services, had put an action plan in place and assessment rates had doubled over the last quarter.

The following performance management actions were in place to improve performance;

Review of the intake service had been completed which had identified delays within the assessment process which had been removed. Some of the staffing had been reconfigured so that we could concentrate on achieving the 28 day target. The team would also receive additional administrative support. 

Weekly report sent to all managers showing assessments due in the week ahead.

Each social worker had been given a target of 4 countable pieces of activity per week and weekly performance monitoring was in place.

Diary Management – All Team Managers to use electronic diaries and include tasks.

Team meetings included Performance as a standing agenda item.

Tight monitoring of contact details recorded by Assessment Direct to speed up the time taken from initial contact to the start of the assessment.

Mental Health action plan was in place and they aim to carry out 100% of assessments within 28 days between October and March.

NI 133 (Vital Signs 13) Acceptable waiting times for care packages

Performance had deteriorated since the 1st quarter of the year with the amount of care packages being arranged within 28 days decreasing from 91.42% to 86.59%.

Performance clinics had been held to understand the reasons for delays which had identified areas for improvement. We were confident that the year end target would be achieved by implementing the following performance management actions;

Clarification had been sought from Department of Health around measuring waiting times for transitional cases from CYPS and Direct Payments.

We would monitor and reduce waiting times from assessment to request being sent to brokerage.

Brokerage service to manage the domiciliary care waiting list and use in house home care in areas where supply was low.

Mental Health action plan was in place.  Between October and March, they aimed to have 100% of service users newly assessed and accepted for specialist care to have a completed care plan within 10 working days of undertaking the assessment.

Resolved:- That the results and the remedial actions in place to improve performance be noted.