Regional Performance; Managing Risk

Facebooktwittergoogle_plusredditpinterestlinkedinmail

The region has active and committed Performance and Finance networks with good representation from all 14 councils. The networks act as the coordinators for the collation of the data that contributes to the score card and have assisted in shaping the key data sets and ensuring that each council’s data is accurate.

The scorecard has informed and been informed by the national risk tool and has contributed to ongoing conversations about how sector led improvement can contribute to improving the outcomes for service users and citizens generally.

The score card summary sheets are included as appendices for all 14 councils at the back of the regional account, and for each area of risk, the region has highlighted some key headlines.

Governance and Leadership

  • Of 14 directors: 5 jointly responsible for adults and children and 2 for public health
  • 50% turnover of DASS in 2015/16
  • Of 14 cabinet members – 7 Labour, 5 Conservative, 2 Independent Coalition

Resources

  • The annual gross expenditure for ASC in the West Midlands was £2.035 billion in 2015/16.
  • 35% of local authority expenditure was spent on Adult Social Care Services in 2015/16).
  • Most councils in the West Midlands have increased overall net expenditure on adult social care services in 2015/16 with increases ranging from 12.4% at Walsall to 0.4% at Solihull.
  • Some councils continue to reduce budgets, the largest being Birmingham with savings reaching 8.8%

Workforce

  • 165,000 people are employed in the West Midlands care sector in over 4,100 different establishments.
  • 77% of those are employed in the independent sector, 7.5% directly by local authorities, 7% in the NHS, and 8% through direct payment.

Performance and Outcomes

  • ASCOF data shows in 2015/16 there were 10 councils in West Midlands with a generally positive direction of travel and 4 with a static or negative movement.
  • Satisfaction with ASC services measured through the Enhancing Quality of Life indicator for people with care and support needs (2015/16) shows a variation of 19.8 and 18.8 with 8 councils in upper quartile and 6 in lower quartile when compared nationally.
  • In relation to delaying and reducing the need for care and support (2015/16) attributable to adult social care, we have 11 councils’ performance at below England average with 3 councils above.

    • Delayed transfers of care remains a particular challenge and has been identified as a strategic priority for the region.

    • Between the proportion of people using social care who receive self-directed support, and those receiving direct payments (2015/16) there is a variation between 17.3% and 38.5% with 4 councils above England average and 8 below.

National priorities and partnerships

  • In relation to delaying and reducing the need for care and support (2015/16) attributable to adult social care, we have 11 councils’ performance at below England average with 3 councils above.
  • Delayed transfers of care remains a particular challenge and has been identified as a strategic priority for the region.
  • Between the proportion of people using social care who receive self-directed support, and those receiving direct payments (2015/16) there is a variation between 17.3% and 38.5% with 4 councils above England average and 8 below.
  • All 14 councils have contributed to and benefited from the regional Care Act programme that has been delivered in 2016.
  • Stock Take 6 analysis showed 7 councils have successfully embedded the statutory Care Act requirements and that they have sufficient budget to continue with Care Act implementation progress.
  • The remaining 7 councils indicate although they have successfully embedded the requirements they have little or no confidence there will be sufficient budget to continue implementation progress 2017 onwards.
  • All councils have worked closely with health and care partners in developing Better Care Fund action plans for 2017/18, with 9 BCF plans signed off initially with remaining 5 signed off by February 2017.
  • All 14 councils have 1 or more declaration statements of the Mental Health Concordat with an associated action plan uploaded to the national website.

Culture and change

  • The region has a strong programme driven by the principles of sector led improvement. All 14 councils produced a self-assessment document in 2015/16 and are in the process of being refreshed for March 2017.
  • All 14 councils have received and participated in Peer Challenges during 2014/15/16. A new programme has been launched during 2016 with 9 completing challenges and 5 committed to undertaking one during 2017.
  • All 14 councils in the region have or are updating Local Accounts during 2016/17.
  • The region has a strong ADASS Branch and all 14 DASS have been represented at 3+ ADASS branch meetings.
  • All 10 thematic improvement areas have identified points of contact with each council and have contributed to the improvement programme in 2016/17.
  • The region agreed to monitor personalisation progress using an agreed approach with engagement of staff in regional activity.
  • 6 councils had an action plan and were making good progress, 8 councils had an action plan but progress was slow, 3 councils were not able to demonstrate that had an action plan and/or lacked engagement in regional activities (they have all subsequently demonstrated areas in which they have improved).

Commissioning and quality

  • All councils have market position statements published between December 2013 and March 2016 – this is a focus for regional and local activity in relation to ‘Commissioning for Better Outcomes’.
  • The number of CQC registered locations in council areas varies from 527 in Birmingham to 89 in Telford and the number of locations inspected “in breach of standards” as of October 2016 ranged from 5 to 63.
  • Work is underway to connect commissioning activity with performance and to better understand if we have commissioned better outcomes, or achieved best value for the public spend.

 

Screen Shot 2017-04-11 at 16.47.45

Karen Murphy
Chair of Regional Performance and Standards Network.
Assistant Director Solihull

 

 

 

 

Facebooktwittergoogle_plusredditpinterestlinkedinmail

Leave a Reply