SUMMARY/PURPOSE

1. The attached letter to this report is required to be presented to the Executive. It is a summary of performance within social services for both children and adults in the preceding 12 months. The Executive is asked to consider the report and how best to progress the areas identified in the section entitled Summary of Improvement Recommendations.

RULE 15 ACCESS TO INFORMATION RULES

2. This report did not appear on the Forward Plan, because the timing of receipt of the CSCI report was not known prior to publication of the current plan, and the time limit for reporting to the Executive does not allow delay until the publication of the next plan.

BACKGROUND

3. Performance Assessment in Local Government is a common experience. The performance assessment of social services for both children and adults operates at two levels: the first is an assessment of current activity, the second considers prospects for improvement. Nationally the Commission for Social Care Inspection (CSCI) is responsible for this assessment which is published as a star rating for Local Authorities with Social Service responsibilities in November each year.

4. Members may recall that in 2003 the organisation responsible for this was the Social Services Inspectorate (SSI). Now CSCI has responsibility for working with Councils to assess performance and monitor progress against agreed areas requiring improvement. The lead officer, or Business Relationship Manager for this Authority is Mrs. Sally-Anne Turner.

5. The letter attached provides detail on areas of social services activity that now rest across 2 Directorates – Children’s and Adult & Community Services. Members may anticipate that within the next 12-18 months change at the national level will effect how future assessments will operate and, be reported on.

STRATEGIC CONTEXT

6. The attached document contributes significantly to the ongoing development of social services to some of the most vulnerable people in our community. It is contained within the Council’s first objective – “Improving health, housing and the quality of life for all.” It also reflects how these services mirror national policy and, what is considered to be ‘best practice’ (such as helping people to remain at home or, the uptake of ‘Direct Payments’).

7. The assessment of social services performance is also a major contributor to the overall rating of the Council by the Audit Commission in the Comprehensive Performance Assessment (CPA). As the Council is to be revisited by the Audit Commission in 2005 the relevance of this assessment and, the way in which the Council progresses areas for improvement are of obvious relevance.

CONSULTATION

8. The attached report has been discussed within the two Directorates affected, with relevant Portfolio Holders and colleagues in CSCI through regular monitoring meetings.

FINANCIAL/BUDGET IMPLICATIONS

9. Within the overall performance assessment a number of previously agreed Public Service Agreement Targets (PSA) exist and these are reported upon at quarterly intervals as part of the QPMR process within the Council. These are particularly important as they have funding streams attached that are dependent upon good performance.

10. Additionally, a number of the areas of activity covered here have an cost to the Island community if they are not progressed satisfactorily such as the Educational Attainment of Looked After Children or, Unit Costs for various services. Some of these are of direct and immediate relevance, others might be considered an opportunity cost.

LEGAL IMPLICATIONS

11. There are no such implications other than it is a requirement to present the attached to this Executive as described in the Summary above.

OPTIONS

12. Members are required to receive this report. The options lie in how the areas for improvement are progressed. Members can decide to progress all, or some of these improvement areas or, choose none at all.

13. Members may also consider options on how to progress the areas for improvement identified and, how best these might be progressed if the recommendation below is accepted.

EVALUATION/RISK MANAGEMENT

14. The performance assessment of social services is advice and guidance to the Council on areas that are performing well and areas that require improvement. Failure to progress the areas for improvement would reflect badly upon the reputation of the Council, affect the CPA assessment next year. It would also undermine one of the Council’s stated objectives as mentioned in paragraph 4 above and, efforts to improve the standard of service to our community.

15. The Executive is requested to consider how best to ensure Areas for Improvement are progressed and monitored.

RECOMMENDATIONS

16. That the Executive receive the performance letter from CSCI, and agree to monitor the ‘Areas for Improvement’ identified through a process agreed by the Deputy Leader as he has the lead for performance within the Council.

BACKGROUND PAPERS

17. None

ADDITIONAL INFORMATION

18. See attached.

Contact Points : Glen Garrod, Strategic Director Adult & Community Services ( 520600 ext 2225 email : [email protected]

David Pettitt, Strategic Director for Children’s Services ( 823400 email : [email protected]

GLEN GARROD

Strategic Director of Adult and Community Services

GORDON KENDALL

Portfolio Holder for Adult and Community Services