Committee: SOCIAL
SERVICES, HOUSING AND BENEFITS SELECT COMMITTEE
Date: 4 DECEMBER 2002
Title: EMERGENCY DUTY SERVICE (OUT OF HOURS) BEST
VALUE IMPROVEMENT PLAN
REPORT OF
THE ACTING STRATEGIC DIRECTOR OF SOCIAL SERVICES AND HOUSING
1. SUMMARY/PURPOSE
1.1 To inform members of the
progress in the implementation of the Best Value Improvement Plan.
2. BACKGROUND
2.1.1
The Best Value Review of Out of Hours Services (now renamed
the Emergency Duty Service) was undertaken between May 2000 and March
2001. The report of the Review that was
presented to the Executive on 31st May 2001 included the Best
Value Improvement Plan (Appendix 1). The
Review was subsequently endorsed by the Social Services Inspectorate who
reported to the Select Committee of 6th March 2002 that the reviewed
‘out of hours services’ were designated “Good and very likely to improve”, the
equivalent of a 3 star rating.
2.1.2 The Emergency Duty
Service exists to intervene in emergency situations with vulnerable adults and
children in order to “reduce risk and stabilise the emergency” (SSI Inspection
Standard 1.3). The provision of services outside of normal office hours is set
within the requirements of a
statutory framework. A full description
of this legislation can be found in Appendix 6 of the Best Value Review of Out
of Hours Services, March 2001.
2.1.3
The Service provided out of hours by the Social Services and
Housing Directorate is delivered by daytime staff who work on a series of
‘stand-by’ rotas. Approved Social
Workers undertake Mental Health Assessments as required by law; a Homelessness
Officer discharges the Directorate’s housing responsibilities and a member of
the Family Placement Team supports local Foster Carers. Child and Adult
Emergency Duty Officers provide Social Work services in emergency
situations. Public access is via
Wightcare telephone operators.
2.1.4
Out of hour’s management of the Service is provided by a
rota of daytime managers and senior practitioners, Filtering Officers, who are
responsible for call screening, research of case histories on the ACCISS
system, initial service user contact, inter-agency consultation, decision
making and overall management and recording of services provided.
3. BEST VALUE
IMPROVEMENT ACTION PLAN
3.1.1
The
Best Value Inspection Report included the Improvement Plan referred to at
2.1.1. and attached as Appendix 1.
Point 15 of this plan proposed the appointment of an operational
manager. The Team Manager, Emergency
Duty Service took up this post on January 21st 2002. This appointment has been crucial in
developing an Action Plan to take forward the necessary service improvements.
3.1.2
These
action points have been prioritised to focus extensively on issues of child and
adult protection and reducing demand on the service through non-emergency calls
3.1.3
(Improvement
Points 6 and 7). These and other areas for prioritised action are reported upon
briefly in Appendix 2.
4. FINANCIAL
IMPLICATIONS
4.1
There
are no financial implications arising from this report. The current cost of the service is contained
within the Directorate’s base budget.
Work is ongoing to achieve further service efficiencies.
RECOMMENDATIONS
5 That the Committee note the contents of this interim report
and receive a full Annual Report on the implementation of the Best Value
Improvement Plan at the end of the current financial year.
Simon Smith,
Manager, Emergency Duty Service
Bugle House, Newport.
(82)3408
J DOYLE
Acting Strategic Director of Social Services and Housing