Social Policy Management Plan

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1 Data Label: Public Delivering Better Outcomes Social Policy Management Plan

2 Contents 1 Overview Introduction Context Partnership Working Outcomes, Priorities and Activities Corporate Strategies Social Policy Service Structure Service Activity Community Care Children & Families Criminal & Youth Justice Service Health Improvement P a g e

3 1 Overview 1.1 Introduction W e l c o m e t o t h e S o c i a l P o l i c y S e r v i c e s M a n a g e m e n t P l a n / 1 6 Social Policy encompasses a wide range of services planned for and delivered to a large number of people with a spectrum of differing needs. The services are divided into the following West Lothian Assessment Model (WLAM) areas; Community Care Children and Families Criminal and Youth Justice Service Health Improvement This Management Plan does not stand alone but is part of a wider planning and service development approach that has involved both the production of 3 year Service Statements covering all services within Social Policy and wider Joint Plans with a range of partners including: The Integrated Children s Services Plan The Joint Learning Disability Strategy Reducing Reoffending Strategic Plan The Joint Physical and Complex Disability Strategy The Joint Mental Health Plan Preventative Interventions Early Years to Adults Plan Reshaping Care for Older People Plan Integration Scheme Health and Social Care Strategic Plan Social Policy also contributes to, and as a service is aware of, the benefits of the wider Community Planning process especially where there is a focus on the needs of vulnerable or disadvantaged people. In developing this Management Plan the need to ensure consistency with Single Outcome Agreement objectives continues to be a focus. 2 P a g e

4 Social policy is bound by key legislation / national policy drivers which include: Social Work (Scotland) Act 1968 Community Care and Health (Scotland) Act 2002 The Children (Scotland) Act 1995 Criminal Justice (Scotland) Act 2003 Keys to Life (2013) Adults with Incapacity (Scotland ) Act 2000, Mental Health (Care & Treatment) (Scotland) Act 2003 Adult Support & Protection (Scotland ) Act 2007, Equality Act 2010 The Community Care (Direct Payments) Act 1996 The Community Care (Direct Payments) (Scotland) Regulations 2003 and Amendment Regulations 2005 and 2007 Management of Offenders (Scotland) Act 2005 Social Care (Self Directed Support) Scotland Act 2014 Children and Young People (Scotland) Act 2014 Social policy services have a duty to meet the needs of the vulnerable in our communities as set out in the above legislation and for this reason there continues to be huge demands and pressures on our revenue budget. Working closely with colleagues in financial management and careful housekeeping by managers are therefore essential elements of ensuring the social policy budget does not pose a financial risk to the council. A three year revenue budget strategy for to 2017/18, and a detailed revenue budget have been agreed by the council. This is consistent with the strategic approach to financial and corporate planning agreed by the council in 2013 which ensures that the council can respond proactively to the magnitude of the challenge in delivering essential services whilst financial resources are constrained. Social Policy and the Community Health and Care Partnership (CHCP) have risen to the challenge of finding significant efficiencies despite growing pressure on needs led services. Social Policy continues to make a significant contribution to the preventative agenda by contributing to the work being taken forward by the West Lothian Community Planning Partnership (CPP) and is co-ordinated through the Preventative Interventions Board and Reshaping Care for Older People Board. The service continues to seek areas and opportunities to move resources upstream or to identify existing service gaps that if measures were put in place would lead to improved outcomes and reduce social inequalities across all life stage groups. Over the past year achievements within Social Policy have been many. Managers and staff continue to impress with their capacity for innovative thinking and problem 3 P a g e

5 solving whilst continuing to deliver high quality core services in a climate of financial challenge. Some of the achievements in Social Policy for 2014/15 include: West Lothian is one of two wave 1 local authorities to implement the Psychology of Parenting Project. This preventative work with parents resulted in 83% of children having measurably improved behaviour, with 37 children moving out of the high risk range. The Psychology of Parenting Project has achieved a Bronze COSLA award in In partnership with Education Services, the Attendance Improvement Management Service (AIMS) has addressed school attendance by early intervention. As a result, the number of referrals received by the Children s Reporter where non-attendance at school is the only grounds for referral has reduced in the last 12 months and attendance has improved across primary and secondary schools. Fourteen children were diverted from crisis provision in the first year of implementing a flexible-use children s residential resource, providing a therapeutic, safe and homely environment. Over 500 children have been screened by the recently formed multi agency Mental Health Mental Wellbeing Screening Group. The screening group won a Celebrating Success Award 2014 in the Healthier category. The Criminal and Youth Justice Service was praised as part of a thematic review of the use of the Level of Service and Case Management Inventory (LSCMI) led by the Care Inspectorate The Criminal and Youth Justice Service s approach to both Reducing Reoffending and the Whole Systems Approach has led to positive comments from the Scottish Government who are using the West Lothian approach to model the approach taken nationally The Almond Project, an initiative to support better outcomes for women offenders has been successfully mainstreamed. The project has achieved very low reoffending rates and very high engagement rates. The project was the winner of the Safer category in the 2014 Celebrating Success event. The Early and Effective Intervention (EEI) programme has had continued success in preventing young people from entering formal intervention through either the Children s Hearing System or the Adult Criminal Justice System. The programme was a finalist in the Safer category in the 2014 Celebrating Success event. The service has successfully implemented the requirements of the Social Care (Self Directed Support) (Scotland) Act This legislation reflects a policy intent of radical change in how social care services are delivered, resulting in significant implications for systems of financial management and procurement strategies. 4 P a g e

6 The service has launched a new Hearing Aid Battery Distribution scheme in partnership with Health and Area Services. Previously only available on hospital sites, hearing aid batteries are now available in all libraries, larger health centres and the Ability Centre. The service has continued to achieve the highest level of performance in relation to Delayed Discharge, ensuring that West Lothian citizens do not remain in hospital longer than they need to, having a safe and, where appropriate, supported discharge home to their own environment. A revised Falls Response Protocol with the Scottish Ambulance Service was launched ensuring that vulnerable citizens benefit from a partnership which offers a responsive and streamlined service. Key Actions and Priorities for Integrated Care Fund Programme. This programme will contribute to our vision to increase wellbeing and reduce health inequalities across all communities in West Lothian. Technology Enhanced care (TEC). This activity will support sustainable and cost effective service provision which meets the care needs of adults in the community, reducing hospital admission and re-admission and minimising delayed discharge. Review of Joint Commissioning Plans. This review will ensure sustainable and cost effective service provision which meets the care and support needs of people in West Lothian. Reshaping Children s services. This work will significantly reduce the use of external resources whilst investing in activity to keep West Lothian s children within their communities. Prepare for introduction of Children and Young People (Scotland) Act This new legislation including extending duties to the age of 21 for Looked After young people will result in improved transitions for young people. Develop Young Almond Project. This targeted initiative for challenging young women aged will reduce the numbers of girls in external care provision. Prepare for new system of delivering Community Justice. The new system to be introduced will reinforce our approach to Reducing Reoffending Jennifer Scott Head of Service 5 P a g e

7 1.2 Context Social Policy works in conjunction with the Community Planning Partners in seeking to deliver the priorities of the Single Outcome Agreement. Performance during the year is monitored and reported using the council s performance and management system, Covalent. The management plan outlines how services will contribute to delivering these outcomes. There is alignment between management plans, activity budgets and services, providing a link between resources, performance targets and outcomes. will see a period of challenge and change for social policy. West Lothian Council and NHS Lothian, within the West Lothian Community Health and Care Partnership (CHCP), have had a long history and proven track record of successful partnership. West Lothian CHCP arrangements embody many of the key criteria proposed by the Scottish Government, for example, joint accountability, integrated resources, joint outcomes and appropriate linkages to community planning. These elements have been developed over the years against a backdrop of co-location of CHCP senior managers and positive working relationships at all levels, with staff jointly delivering health and social care outcomes in West Lothian. Implementation of the Public Bodies (Joint Working) Scotland Act will bring about an integrated arrangement between health and social care for adult services, so the challenge will be to ensure that the other services within Social Policy - Children and Families, Criminal and Youth Justice and Health Improvement continue to make an effective contribution to the integration agenda for West Lothian. The Integrated Joint Board of West Lothian Council and NHS Lothian will face huge financial challenges over the next 3 years with planned reductions in budget allocations and subsequent need to reduce cost. Continued identification and removal of low value activities is therefore central to making sure that the impact on care is not a negative one, but in fact one that is improved. As we move forward, Social Policy and Health will look at areas of commonality, but also focus on areas where such efficiencies could be explored and applied in an integrated way. The imminent changes through the Public Bodies (Joint Working) Scotland Act will require us to build on a mature partnership already well embedded in West Lothian and apply the legislative changes to maximum effect for our clients and patients. This approach to integrated working has provided us with a solid foundation on which to build, and has made the production of an Integration Scheme along with the other requirements expected of Community Health Partnerships (CHP s) to move towards the final implementation of integration more straightforward to achieve at an officer 6 P a g e

8 level. The Integration Scheme developed by the council and NHS Lothian, setting out the principles of the integration arrangements must be submitted for Ministerial approval by 1 April We are now well advanced in applying the approach of changing the focus from crisis management to prevention to service design across the whole of Social Policy with a much greater focus on prevention, including building capacity within communities to help people maintain their independence wherever possible. It is now fully recognised that resources require to be moved upstream and that interventions must be early enough to optimise the opportunity for success. The systems and processes set up for measurement will enable the West Lothian Community Planning Partnership to make informed decisions about costs and benefits, enabling a greater number of individuals to experience more positive and fulfilling lives and thus reduce future pressure on reactive, high-tariff services. The Health and Social Care Fund and Early Years and Early Intervention Fund have allowed the council and its partners to develop and support a transition away from dealing with the effects of disadvantage and inequality towards tackling the root causes. The Health and Social Care Fund comes to an end in March 2015 but it is being replaced by the Integrated Development Fund. This will offer the opportunity to apply already well embedded early intervention approaches to a wider age group and have a more long lasting effect in dealing with the pressures of a growing older population who suffer from long term health conditions. The Early Years and Early Intervention Change Fund has led to the development of some innovative and exciting projects and these continue to progress well, as the list of achievements in the previous section illustrates. Further significant legislative change will require preparation as we move towards the implementation of the Children and Young People (Scotland) Act of which the enactment will see the Getting It Right for Every Child principles embedded in practice across health, education and social work. Social Policy services continue to have an awareness of the effect that the welfare reform legislation is having on a growth in demand for services as the impact of the reforms take hold. Alongside this, personalisation of services continues to be applied across all areas underpinned by legislation and policy directives. 7 P a g e

9 Working in a climate of constrained public spending is a challenge for a demand led service such a Social Policy. Along with reduced funding, we are also faced with an increasing cost of service delivery through factors such as inflationary pressures and an increase in the demand for services due to an increasing population. In West Lothian, the increase in costs is particularly influenced by our growing elderly and young populations. The council s aim is, and always will be, to ensure that West Lothian continues to be a great place to live, work, visit and do business. To achieve this aim, the council will continue to prioritise funding services that have the biggest and most positive impact on the community. Within Social Policy, we will adopt a rigourous project management approach to manage the changes required to ensure that our scarce resources are deployed as efficiently as possible to deliver effectively the priority services needed by the people and communities of West Lothian. 8 P a g e

10 1.3 Partnership Working In the report published in October 2014 the Accounts Commission found that West Lothian Community Planning Partnership (CPP) is a strong, mature partnership, which is making good progress in delivering outcomes for West Lothian. The Accounts Commission recognises that West Lothian CPP have some areas for improvement which include; strengthening its focus on scrutiny of contributions of individual partners, making best use of performance information and reporting locally, and ensuring partners are progressing towards better and clearer alignment of their priorities. Shared aims are around the need for effective information sharing and close joint working in terms of public protection, the need to ensure the principles of GIRFEC are developed, meeting statutory responsibilities, improved efficiency and effectiveness, ensuring that policies and practices across the CPP impact positively on individual and population health, and contribute to tackling health inequalities. We will continue to work closely with key partners to share information which will enable us to identify those most at risk and to intervene to prevent harm. We have developed referral pathways with both the Fire and Rescue Service and the Scottish Ambulance Service to ensure that we target our resources effectively. The third sector and independent sectors have been key partners in the Reshaping Care for Older People programme, and will continue to be within the Integrated Care Fund programme, with a particular emphasis on building the capacity in our communities to keep people involved, engaged and active. A key challenge to reducing health inequalities is the continuing shift in the pattern of disease towards long term conditions, and growing numbers of people with multiple conditions and complex needs. We are working closely with our partners in Health to develop more streamlined managed care pathways and seamless front line services. Social Policy services will continue to work in partnership with other agencies and with service users and their carers to ensure that that we build on this strong foundation ensuring that support and care services are as person centred and flexible as possible. The Public Bodies (Joint Working) Act requires local authorities and health boards to integrate health and social care services under the governance of an Integrated Joint Board (IJB). In many ways the ethos of partnership working between health and social care in West Lothian has preceded the requirements of the new legislation. Over the past two years we have developed our approach to strategic commissioning of health and social care services to ensure that resources are deployed to meet 9 P a g e

11 priority needs of our local communities. We will further develop and improve our approach to joint commissioning plans in line with the provisions of the new Act. Key partners: NHS Lothian Housing Construction and Building Services Education Area Services Voluntary Sector Police Scotland Children s Reporter Third and Private Sector Providers West Lothian College Scottish Care and Independent Sector Providers Scottish Ambulance Service Housing Associations Scottish Fire and Rescue Service West Lothian Leisure 10 P a g e

12 Health Improvement Criminal & Youth Justice Children and Families Community Care S O C I A L P O L I C Y M A N A G E M E N T P L A N 2015 / Outcomes, Priorities and Activities The council has set 8 priorities in the current Corporate Plan (2013/17) in consultation with the local community, partners, stakeholders and our staff. These priorities, along with the 3 enablers themes, represent all the vital activities that the council will undertake in order to achieve better outcomes for West Lothian. Figure 1 illustrates where the WLAM units in the service directly contribute to the council s priorities (and/or) enablers. Council Priorities 1. Delivering positive outcomes and early intervention for early years 2. Improving the employment position in West Lothian 3. Improving attainment and positive destinations for school children 4. Improving the quality of life for older people 5. Minimising poverty, the cycle of deprivation and promoting equality 6. Reducing crime and improving community safety 7. Delivering positive outcomes on health 8. Protecting the built and natural environment Enablers Financial planning Corporate governance and risk Modernisation and improvement Figure 1: Council priorities and activities 11 P a g e

13 1.5 Corporate Strategies The council has corporate strategies that set out what we want to achieve for a particular priority, outcome or targeted group within a corporate planning period (4 years). Including what we will do, with our partner services and agencies, to deliver those outcomes. The service has responsibility for the development and implementation of the following corporate strategies: Corporate Strategy Strategy Outcomes Start End Review Date Reducing Reoffending Breaking the Cycle of Reoffending Strategy Safer communities Fewer victims Identifies eleven priority areas Integrated Children s Services Plan Public Protection Strategy Children have the best start in life to enable them to reach their potential, raising their aspirations and equipping them for the future. This is an overarching strategic plan under which are detailed action plans for the life stages of early years, school age and young people, and for looked after children. Overarching public protection approach (in development). Reflects work across Child protection, Adult protection and MAPPA April April 2015 Older People Joint Commissioning Plan Older people live longer healthier and more independent and fulfilling lives within a safe and supportive community and continue to learn and develop. April 2013 March 2023 March P a g e

14 Corporate Strategy Strategy Outcomes Start End Physical People with physical April 2013 March Disabilities disabilities are 2016 Joint enabled, with choice and control, to achieve Commissioning and sustain Plan independence, social inclusion and have opportunities to live independently. Review Date March 2015 Mental Health Joint Commissioning Plan More people will have good mental health. Fewer people will suffer avoidable harm. Fewer people will experience stigma and discrimination. April 2013 March 2016 March 2015 Alcohol, Drugs Partnership Joint Commissioning Plan People live in positive, health-promoting local environments where alcohol and drugs are less readily available. Communities and individuals are safe from alcohol and drug related offending and anti-social behaviour. People are healthier and experience fewer risks as a result of alcohol and drug use. April 2013 March 2016 March 2015 Figure 2: Corporate Strategies 13 P a g e

15 2 Social Policy Service Structure The service is part of the Community Health and Care Partnership directorate and the management structure is outlined in figure 3 below: Figure 3: Service Structure 14 P a g e

16 3 Service Activity 3.1 Community Care Manager: Alan Bell, Pamela Main Number of Staff (FTE): Location: Civic Centre Purpose Community Care comprises a wide range of services provided to adults with care needs. Services include Care at Home, Care Homes, Occupational Therapy, Sheltered Housing and Housing with Care, Support for People with Learning and Physical Disabilities, and Support for People with Mental Health Problems. The main aim of the service is to promote, enable and sustain independence and social inclusion for service users and carers. It is anticipated that an increasing number of people will seek control of their own care and support provision by accessing Direct Payments or other Self Directed Support options. The nature of the demographic and economic challenges has highlighted the need for effective outcome focused partnership working, particularly between health and social care. This is in the process of being distilled into joint commissioning plans for each of the main client groups. These plans will have similar main properties: A focus on prevention and upstream investment to avoid, delay or reduce the need for formal health and social care intervention A focus on shifting the balance of care more towards community and home based care A greater emphasis on personalisation, or individualised services, and a move to increased service user / carer responsibility and control over their care and support provision Activities The main activities of the service in will be: Assessment and Care Management Older People Physical Disability Learning Disability Mental Health 15 P a g e

17 Provision of care home placements including respite Older People Physical Disability Learning Disability Mental Health Short Breaks from Caring Day Care Support Services Purchase of care at home Crisis Care and Re-ablement Service Housing with Care Community Based care and support services Learning Disability Physical Disability Mental Health Mental Health and Adults with Incapacity Social Work Addictions Team Assessment and Support Commissioning and Programme Management Occupational Therapy, Joint Equipment Store, Telecare The service has lead responsibility for the Reshaping Care for Older People (RCOP) Change Fund programme. The RCOP fund ends on 31 March The Scottish Government has announced a new Integrated Care Fund in to support delivery of improved outcomes from health and social care integration. This fund will build upon the RCOP Change Fund though the scope of the fund is significantly greater. The new Integrated Care Fund will be accessible to local partnerships to support investment in integrated services for all adults. Funding will support partnerships to focus on prevention, early intervention and care and support for people with complex and multiple conditions, particularly in those areas where multimorbidity is common in adults under 65, as well as in older people. The Integrated Care Fund will incorporate a number of specific projects intended to lead to reduced demand for emergency hospital activity and emergency admissions; these will report to a programme board with performance being monitored in the context of specific project activity and outcomes measurement. Key Partners The service actively works with our partners to plan, design and deliver improved services for our customers. Our key partners are: NHS Lothian Third Sector Independent Sector Housing Construction and Building Services Area Services 16 P a g e

18 Customer Participation The service actively engages customers and potential customers in the delivery and re-design of services to ensure that are accessible and focused on their needs and preferences. The following table details the main planned customer consultation activity for. It is anticipated that once the Integrated Joint Board (IJB) for health and social care is established that this activity will be conducted within the terms of the IJB Engagement Framework. Customer Consultation Schedule Customer Group All Disability Groups Method Disability Equality Forum Frequency Quarterly Responsible Officer Service Development Officer Feedback Method Minutes Older People Service Users Learning Disability Service Users Physical Disability Service Users Adult Protection Service Users Mental Health Service Users Survey Annual Group Manager Seniors Forum Quarterly Service Development Officer Survey Annual Group Manager Learning Disability Service Users Forum Quarterly Group Manager Survey Annual Group Manager Physical Disability Service Users Forum Safe and Sound Adult Protection Forum Quarterly Quarterly Service Development Officer Service Development Officer Survey Annual Team Manager Survey returns Minutes Survey returns Minutes Survey returns Minutes Minutes Survey returns Mental Health Service Users Forum Quarterly Team Manager Minutes 17 P a g e

19 Activity COMMUNITY CARE, OLDER PEOPLE Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Older People Assessment and Care Management Older People care home provision To provide assessment and care management services to older people, their families and carers. Provision of care home placements for Older People. 4. Improving the quality of life for Older People 4. Improving the quality of life for Older People SPCC024 9a1a Net cost per head of population on social care services for older people. (target: 1300) SPCC018_6b.3 Average number of weeks Older People's service users are currently waiting to be allocated for an assessment. (target: 3 weeks) SPCC019 9b1a Number of delayed discharges from hospital per month. (target: 0) WLAM ,597,246 (692,633) 904,613 PUBLIC PUBLIC ,409,044 (3,541,740) 15,867,304 Older People community based care and support services Support activities to enable older people to live independently at home or in a homely setting (includes care at home, respite, day care and other services). 4. Improving the quality of life for Older People SPCC024_9a.1a Net cost per head of population on social care services for older people. (target: 1300) SPCC023_9b.1a Total number of homecare hours provided as a rate per 1000 of population aged 65+. (target: 450) PUBLIC ,592,731 (2,755,004) 16,837,727 PUBLIC 18 P a g e

20 COMMUNITY CARE, OLDER PEOPLE (cont d) Activity Name and Description Link to Corporate Plan Senior Citizens Challenge Fund Provide funding for projects which will enhance the life and wellbeing of Senior Citizens in West Lothian. 4. Improving the quality of life for Older People Performance Indicator and Target SPCC017_6a.7 Percentage of customers who rated overall satisfaction with the Older People's service they received as good or excellent. (target: 90%) PI Category Staff Resource (FTE) Expenditure Income Net PUBLIC , ,000 Service Support Provision of management and administrative support. Enabler Service - Corporate Governance and Risk ,197, ,197,530 Total : ,916,551 (6,989,377) 34,927,174 Time Limited - Befriending Service for Older People Time Limited - Home Support Dementia Time Limited - Home from Hospital Support Support Older People to remain living independently at home To provide additional support to people suffering from dementia To provide support to older people on their discharge from hospital 4. Improving the quality of life for Older People 4. Improving the quality of life for Older People 4. Improving the quality of life for Older People SOA1306_05 Percentage of community care service users and carers satisfied with their involvement in the design of care packages (target: 90%) SOA1306_06 Percentage of community care service users satisfied with opportunities for social interaction (target: 90%) SPCC019 9b1a Number of delayed discharges from hospital per month. (target: 0) 0 70, , , , , ,000 Older People Total : ,197,551 (6,989,377) 35,208, P a g e

21 COMMUNITY CARE, LEARNING DISABILITIES Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Learning Disabilities Assessment and Care Management Learning Disabilities care home provision Learning Disabilities community based care and support services To provide assessment and care management service to adults with learning disabilities, their families and carers. Provision of care home placements for adults with learning disabilities. Support activities to enable adults with learning disabilities to live independently or with family and to support positive life experiences (includes care at home, respite, day care and other services). 7. Delivering positive outcomes on health 7. Delivering positive outcomes on health 7. Delivering positive outcomes on health SPCC035 9a1c Net cost per head of population on social care services to adults with a learning disability. (target: 104) SPCC003_9b.1a Number of adults with learning disability provided with employment support. (target: 12) SPCC002_6b.3 Percentage of Care Inspectorate Inspections undertaken within Registered Learning Disability Services graded good or above. (target: 100%) SPCC035 9a1c Net cost per head of population on social care services to adults with a learning disability. (target: 104) SPCC004_9b.2a Number of people with a Learning Disability supported in their own tenancies. (target: 250) PUBLIC , ,356 PUBLIC PUBLIC ,467,678 (2,532,609) 3,935,069 PUBLIC ,671,112 (309,588) 7,361,524 PUBLIC 20 P a g e

22 COMMUNITY CARE, LEARNING DISABILITIES (cont d) Activity Name and Description Link to Corporate Plan Performance Indicator and Target Service Support Provision of management and administrative support. Enabler Service - Corporate Governance and Risk PI Category Staff Resource (FTE) Expenditure Income Net , ,070 Total : ,101,216 (2,842,197) 12,259, P a g e

23 COMMUNITY CARE, MENTAL HEALTH Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditu re Income Net Mental Health Assessment and Care Management Mental Health care home provision Service Support Provision of an assessment and care management service, including statutory mental health officer service, to adults with a mental health or substance misuse problems. Provision of care home placements for adults with mental health problems. Provision of management and administrative support. 7. Delivering positive outcomes on health 7. Delivering positive outcomes on health Enabler Service - Corporate Governance and Risk SPCC037 9a1c Net cost per Head of population on social care services to adults with mental health problems. (target: 23) SPCC005_9b.1a Percentage of all mental health or addictions cases allocated within 12 weeks. (target: 90%) SPCC019 9b1a Number of delayed discharges from hospital per month. (target: 0) PUBLIC , ,539 HIGH LEVEL 0.0 PUBLIC 0.0 1,633,591 (979,654) 653, , ,248 Total : ,607,734 (1,773,835) 2,833, P a g e

24 COMMUNITY CARE, PHYSICAL DISABILITIES Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Physical Disabilities Assessment and Care Management Physical Disabilities care home provision Provision of an assessment and care management service to adults with physical disabilities or sensory impairments. Provision of care home placements for adults with physical disabilities. 7. Delivering positive outcomes on health 7. Delivering positive outcomes on health SPCC036 9a1c Net cost per head of population on social care services to adults (age 18-64) with physical disabilities. (target: 49) SOA1306_05 % of community care service users and carers satisfied with their involvement in the design of care packages. (target: 90%) SPCC019 9b1a Number of delayed discharges from hospital per month. (target: 0) PUBLIC , ,270 PUBLIC PUBLIC 0.0 1,258, ,258,235 Physical Disabilities community based care and support services Support activities to enable adults with physical disabilities to live independently or with family and to support positive life experiences 7. Delivering positive outcomes on health SPCC036 9a1c Net cost per head of population on social care services to adults (age 18-64) with physical disabilities. (target: 49) SPCC027_9b.2a Percentage of people who have a physical disability with intensive needs receiving 10 hours+ care at home. (target: 35%) PUBLIC ,665,186 (586,503) 4,078,683 PUBLIC Service Support Provision of management and administrative support. Enabler Service - Corporate Governance and Risk , ,493 Total : ,414,184 (586,503) 5,827, P a g e

25 COMMUNITY CARE AND SUPPORT SERVICES Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Alcohol and Drug Partnership Social Policy Information Team Social Policy Contracts and Commissioning Service Support Partnership support to commissioning of services to improve health and wellbeing and reduce health inequalities by reducing alcohol and drug use, and substance misuse. Information systems development, systems administration, training, performance reporting. Commissioning of social care contracts, contracts administration, monitoring of performance. Provision of management and administrative support. 7. Delivering positive outcomes on health Enabler Service - Corporate Governance and Risk Enabler Service - Corporate Governance and Risk Enabler Service - Corporate Governance and Risk SPCC005 9b1a percentage of all client waiting no longer than three weeks from referral to appropriate drug or alcohol treatment. (target: 90%) Unit cost per performance management report provided. Percentage of all Social Policy externally provided service expenditure covered by contracts. (target: 95%) PUBLIC ,271,405 (1,542,364) 729,041 WLAM , ,275 WLAM ,910,937 (331,308) 5,579,629 WLAM , ,853 Total : ,775,470 (1,873,672) 6,901, P a g e

26 Actions Actions 2014/15 Action Description Planned Outcome Owner Start End Self Directed Support Learning Disability complex Care Strategy Implementation of the Self Directed Support options framework contained within the Social Care (Self Directed Support) (Scotland) Bill Partnership modelling of an inter-agency residential Autism care unit and complex care needs. Provides service users with choice and control over their care and support and enables the ways in which available resources can be used to be considered through a co-production approach to agreeing individual outcomes Improved interagency planning and more appropriate, Lothian based, residential care for people with Autism, and challenging behaviour Service Development Officer Group Manager January 2013 January 2012 Review March 2015 Phase 2 now completed Project remains dependent on partnership agreement. Status (Planned, Active, Complete) Active Active 25 P a g e

27 Actions 2014/15 Action Description Planned Outcome Owner Start End Learning Disabilities Employment Partnership Review Adult Placement Service Mental Health Self Management Mental Health Social Enterprise Employment Partnership working to explore the development of more employment opportunities for people with Learning Disabilities through a social enterprise model. Consider current support to adult carers and benchmark local provision with other authorities Distress Tolerance Project Social Enterprise to support clients recovering from mental illness. Improved partnership working to support more people with a learning disability into employment. To inform strategic direction in relation to this model in context of continuum of care for people with complex needs Improved health and wellbeing. Reduction in the need for unscheduled health and emergency care Establishment of a social enterprise body to expand capacity and provide broader opportunities for clients who are recovering from mental illness. Group Manager Group Manager Group Manager Team Manager January 2012 April 2013 April 2013 October 2014 October 2014 December 2014 Status (Planned, Active, Complete) Complete Active Active April 2012 June 2014 Complete 26 P a g e

28 Actions (cont d) Action Description Planned Outcome Owner Start End Integrated Care Fund Programme Acute Adult Mental Health Care Pathway workstream This programme will contribute to our vision to increase wellbeing and reduce health inequalities across all communities in West Lothian. The workstreams will be incorporated within the Strategic Commissioning Plan of the IJB. Objectives: To prevent hospital admission To provide supported discharge To provide alternatives to Hospital stay To maintain wellbeing in the community SOA outcomes Healthier living Independent living Sustainable and cost effective service provision which meets the care needs of adults in the community, reducing hospital admission and readmission and minimising delayed discharge. Reduced health inequalities. Senior Manager Team Manager April 2015 April 2015 March 2016 March 2016 Status (Planned, Active, Complete) Planned Planned 27 P a g e

29 Actions (cont d) Action Description Planned Outcome Owner Start End Supporting health and care in the community workstream Technology Enhanced Care (TEC) workstream Objectives: To review arrangements and performance of current in-house services To advise on the sustainability of current and proposed investments at the end of the Fund To develop options on increasing capacity of independent sector provision This work stream will incorporate the recent submission to the Technology Enhanced Care fund and ensure that a strategic approach is maintained in deploying telehealthcare. Sustainable and cost effective service provision which meets the care needs of adults in the community, reducing hospital admission and readmission and minimising delayed discharge. Sustainable and cost effective service provision which meets the care needs of adults in the community, reducing hospital admission and readmission and minimising delayed discharge. Group Manager Service Development Officer April 2015 April 2015 March 2016 March 2016 Status (Planned, Active, Complete) Planned Planned 28 P a g e

30 Actions (cont d) Action Description Planned Outcome Owner Start End Coproduction service redesign workstream Review of Joint Commissioning Plans SWIFT Upgrade (AIS/ESCR/CCM) Objectives: To redesign day care provision To pilot PSP provision in advance of the main transition to a redesigned service To provide support to carers Review of current Joint Commissioning Plans; this will contribute to the requirement of the IJB to prepare a strategic commissioning plan covering all delegated activity. Implementation of Swift upgrade, AIS, CCM, and ESCR Sustainable and cost effective service provision which meets the care needs of adults in the community, reducing hospital admission and readmission and minimising delayed discharge. Carers feel supported and able to continue in their role as a carer Sustainable and cost effective service provision which meets the care and support needs of people in West Lothian. Efficient information systems and business processes. Service Development Officer Group Manager Team Manager April 2015 April 2015 April 2015 March 2016 March 2016 November 2015 Status (Planned, Active, Complete) Planned Active Active 29 P a g e

31 Performance Performance Indicator Percentage of Care Inspectorate Inspections undertaken within Registered Learning Disability Services graded good or above. P:SPCC002_6b.2 Description The Care Inspectorate, the external body responsible for auditing the quality of care services, inspects registered care services annually. Grades can vary from 1-6 (1 being unsatisfactory and 6 being excellent). This indicator reports the percentage of grades of 4 (good) and above. The Grades measure how well the Service is doing against National Care Standards. Trend Chart Commentary: For 2013/14, the grades improved as expected but one element of the action plan for one service area had not been fully completed. This related to customer participation and although significant progress had been made, the previous grade could not be upgraded until there was full compliance with the action plan. the remaining action will be complete well within the timeframe for the next inspection. For 2012/13 performance in this indicator declined, largely as a result of 2 specific services where the Care Inspection identified some improvements required in the themes of staffing and management resulting in the grades reducing from 'good' to 'adequate'. This did not affect the grades for Quality of Care and Support which remained at 'Good and 'Very Good'. No aspect of any service was assessed as less than adequate. Performance Indicator Percentage of respondents who rated the overall quality of the Physical Disability Service as good or excellent. CP:SPCC009_6a.7 Description This indicator measures customer satisfaction with physical disability services. It measures the percentage of respondents who rated the overall quality of the service as good or excellent. Trend Chart Commentary: There is a dip in performance for 2013/2014 as a result of 2 responses out of a total of 28 responses that rated the overall service as merely adequate. There was no information provided as to why these 2 respondents had given only an adequate rating; out of the other 4 questions these 2 respondents had rated the performance as good. 30 P a g e

32 Performance Indicator Percentage of Care Inspectorate Inspections undertaken within Registered Housing with Care/Sheltered Housing graded good or above. P:SPCC012_6b3 This measures percentage of grades received within the Care Inspectorate's annual inspections of West Lothian's Housing with Care Units & Sheltered Housing Units. Grades range from 1-6, where 1 is poor and 6 is excellent. Description This indicator reports the percentage of grades of 4 (good) and above. Grades vary within the report are dependent upon the themes inspected. The services are inspected on the following areas: - Quality of Care and Support - Quality of Environment - Quality of Staffing - Quality of Management and Leadership Trend Chart Commentary: This chart shows that Housing with Care services have received positive inspections from the Care Inspectorate on a consistent basis. Note that for services deemed to be low risk level (Grades 4 or more), the regular inspection frequency is now 1 in 36 months. There may still be unscheduled inspections of the service. Performance Indicator Number of delayed discharges from hospital per month (St Johns). P:SPCC019_9b.1a Description This indicator measures the number of people waiting more than 4 weeks to be discharged from hospital into a more appropriate care setting. This is a key performance measure in the Government's Reshaping Care for Older People strategy. From April, 2013, National Guidance changed the weeks waiting more than from 6 weeks to 4 weeks. Trend Chart Commentary: Despite the challenge of ongoing growth in demand, performance in this area of activity has been consistently in the top 3 in Scotland ( We have experienced marginal breaches in the target on five occasions in the past year. This is explained by supply difficulties in both the care at home and the care home market. The council has invested more in care at home services to ease pressures and is reviewing contractual arrangements with a view to supporting the growth of provision in the independent sector. Restriction on admissions being placed on a small number of local care homes pending required improvements has also had an impact on the overall performance. 31 P a g e

33 Performance Indicator Net cost per head of population of services for older people. P:SPCC024_9a.1a Description Average annual cost per person of services for people aged 65 and over. The scope of this indicator covers a range of services including Care at Home, Care Homes, Housing with Care, Occupational Therapy, and Assessment and Care Management. Trend Chart Commentary The increasing average cost per person reflects the strategic shift supporting individual choices to be looked after in the community or more homely settings. Ensuring that people who's needs are increasingly complex can be supported safely at home requires enhanced care services which increases the average cost per person. The cost per person is calculated by dividing the cost of the services in scope by the estimated 65+ population (using data from the General Register Office of Scotland). Benchmarking comparisons are subject to time delay in the publishing of data; the average expenditure on services for older people in Scotland in 2012/13 wasthe lowest in Scotland at 1,302 (source CIPFA). West Lothian has a lower percentage of people aged 65+ than the Scottish Average; correcting the CIPFA average expenditure to take account of this equates to 1091 for 2012/13, still the lowest in Scotland. 32 P a g e

34 Calendar of Improvement and Efficiency Activity Action Frequency ( ) Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Performance management Quarterly Review of Performance Indicators and targets Annually Benchmarking Quarterly Collation Specified Performance Indicators (SPIs) Annually Update of PPR information Quarterly WLAM (assessment) Annually Review Panel tbc Performance Committee tbc Process Review (Lean/RIE activity) As required Progress review of improvement actions Quarterly CSE preparation Annually Inspection or Audit activity Quarterly Management activity Quarterly Equality Impact Assessment(s) As required Health and Safety Assessment(s) Quarterly Business Continuity Planning Annually Workforce Planning Annually PRPDPs Quarterly Review of customer groups/segmentation matrix Annually Customer consultation Annually Review of Service Standards Quarterly Planned Engagement activity Quarterly Website content management Annually Performance activity Self Assessment activity Consultation & engagement activity External assessment activity Corporate management activity 33 P a g e

35 3.2 Children and Families Manager: Jane Kellock, Tim Ward Number of Staff (FTE): 265 Location: West Lothian Civic Centre Purpose The primary function of the teams and services within Children and Families is to ensure that children, young people and families can maximise their potential through the identification of additional support services. We are committed to providing services that are child-centred; developed in partnership with other organisations and with families themselves; that tackle inequities, and that focus on improved outcomes for children. Most importantly services should fit the principles of Getting it Right for Every Child (GIRFEC). To ensure that children and young people in need have a head start in their lives, we are strongly focussed on the importance of preventative work with young families to help them cope with the pressures of parenting as well as providing support through statutory intervention and child protection services. In services for children and young people will be enhanced, in line with legislation. For young people who display a range of difficulties we will address these issues and work with them to resolve/manage their problems, for example disabilities, offending behaviour, non-attendance, substance misuse, bullying and being outwith parental control. We aim to deliver quality, appropriate and accessible services to meet current demand but also to anticipate and identify future needs and expectations. Children and Families provide a wide range of services. These are composed of core social work services as well as initiative funded projects and specialist teams all working together to achieve improved outcomes for children in need, young people and families, vulnerable children and their families. The following teams and services which make up Children and Families have been developed over time to respond to particular needs of key customer groups: Young People and Public Protection Youth Justice Service Practice Teams Domestic and Sexual Assault Service 34 P a g e

36 Child Disability Service Reviewing Officers Team Social Care Emergency Team (SCET) Children and Early Intervention Sure Start Integrated Early Years Centres Family Centres Children and Young People Teams for Mental Wellbeing, Attendance Improvement and Parenting Groupwork Families Included Service Family Placement Team Residential Houses Throughcare Aftercare Team Youth Inclusion Project Early Intervention Programme Team Activities The main activities of the service in will be: Childcare and Protection Domestic Abuse Service Children with a Disability Service Children and Families Practice Teams Early Intervention - Looked After Children Services for Looked After Children Early Intervention Services Time Limited Netopian/ Advocacy Project Early Intervention Programme Early Years, Early Intervention Change Fund Time Limited Families Included Time Limited - Supporting Mental Wellbeing Positive Parenting Key Partners The service actively works with our partners to plan, design and deliver improved services for our customers. Our key partners are: NHS Lothian Police Scotland Children s Reporter Voluntary Sector Gateway Housing Construction and Building services 35 P a g e

37 Education Private Sector Providers West Lothian College Oatridge College Customer Participation The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that are accessible and focused on their needs and preferences. Customer Consultation Schedule Customer Survey Responsible Frequency Group Method Officer Service Users Survey Annual Service Development Officer Service Users Consultative Forums Quarterly (carers) Monthly (LAC) Service Development Officer Feedback Method Covalent Newsletter Annual Report Partners/key stakeholders Early Years event Annual Group Manager Newsletter Having Your Say Looked After Children s forum Monthly Children s Rights Officer Group meeting 36 P a g e

38 Activity CHILDCARE AND PROTECTION Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Domestic Abuse Service Children and Families Practice Teams including Disability service Service Support Provide high-quality support and services to women and children who are, or have, experienced domestic abuse or other forms of gender-based violence. Provision of care and protection service for children in need or at risk. Provision of management and administrative support. 6. Reducing crime and improving community safety 1. Delivering positive outcomes and early interventions for early years Enabler Service - Corporate Governance and Risk SOA1305_04 Percentage of women who report that they feel safe as a result of intervention by the Domestic and Sexual Assault Team (%) (target 100%) CF090_9a.1b Cost per domestic abuse referral. (Target 230) CF053_9b.1b Percentage of children on the Child Protection Register who have been on the register for two years or more. (target 2%) CF003_9b.1a Number of Children supported in Residential Schools out with West Lothian. (target 20) HIGH LEVEL WLAM ,990 (280,000) 229,990 PUBLIC ,455,013 (3,000) 5,452,013 HIGH LEVEL , ,990 Total : ,428,993 (283,000) 6,145, P a g e

39 EARLY INTERVENTION - LOOKED AFTER CHILDREN Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Looked After Children Recruit, train, support and review carers providing a range of flexible services. To provide a range of quality placements, i.e. adoption, fostering, outreach, day care, respite care, share the care, for children of all ages, who are unable to live with their families. Provide residential accommodation in three residential houses for young people who are unable to live with their own or substitute families. To prepare young people for leaving care and to support them when they do so. 1. Delivering positive outcomes and early interventions for early years CF083_9a.1a Percentage of children in fostercare placed with external agencies. (Target 7%) CF093_9b.1a Percentage of LAC placed in kinship care. (target 40%) HIGH LEVEL WLAM ,122,005 (233,000) 15,889, P a g e

40 Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Early Intervention Service Support Time Limited - Families Included Promote the personal growth and development of children aged 0-3 through the provision of services to parents and children in a universal way targeting those most at risk of social exclusion. Provision of day care service and outreach support to children aged 0-5 who are vulnerable or have additional needs. Improve attendance in schools and improve functioning in family / community. Provision of management and administrative support. 1. Delivering positive outcomes and early interventions for early years Enabler Service - Corporate Governance and Risk CF008_9a.1a Number of children receiving a service from family centres. (Target 350) CF092_9b.1c Percentage of young mothers referred to Sure Start who engage antenatally. (Target 70%) HIGH LEVEL ,820, ,820, , ,791 Total : ,388,466 (233,000) 19,155,466 Reduce the negative outcomes on the most disadvantaged families in West 1. Delivering positive outcomes and early Improvement in parenting skills evidenced in families on exit from the service (target 70%) , , P a g e

41 Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Lothian. interventions for early years Time Limited - Supporting Mental Wellbeing - Positive Parenting Increased provision of parenting programmes for parents and carers of 3-4 year olds with elevated behavioural difficulties Total :- 1. Delivering positive outcomes and early interventions for early years Percentage of children with an improved score on the Strengths and Difficulties Questionnaire (target 80%) ,000 53, ,671,466 (233,000) 19,438, P a g e

42 PUBLIC PROTECTION Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Public Protection Ensure that those members of society who are most vulnerable and at risk are protected effectively and that their outcomes improve. 1. Delivering positive outcomes and early interventions for early years SOA1305_05 Percentage of closed adult protection cases where the adult at risk reported that they felt safer as a result of the action taken. (target 95%) CF007_9b1.b Number of Children in Secure Accommodation. (target 2) HIGH LEVEL HIGH LEVEL ,210,480 (124,217) 1,086,263 Service Support Provision of management and administrative support. Enabler Service - Corporate Governance and Risk , ,380 Total : ,247,860 (124,217) 1,123, P a g e

43 Actions Actions 2014/15 Action Description Planned Outcome Owner Start End Develop major reshaping of children s services Prepare for introduction of Children and Young People s (Scotland) Act 2014 Autism Strategy Work on 8 streams of activity to significantly reduce the use of external resources whilst investing in activity to keep West Lothian s children within their communities. New raft of legislation including extending duties to the age of 21 for children in care. Autism Strategy Implementation of national Autism Strategy. Reduce spend on external provision Improved transitions for young people Improved services and joint planning for people with Autism Spectrum Disorder Senior Manager Young People & Public Protection Senior Manager Young People & Public Protection/ Senior Manager Children & Early Intervention Senior Manager Young People & Public Protection Status (Planned, Active, Complete) April 2013 March 2017 Active April 2014 March 2016 Active January 2013 Review April 2015 Active 42 P a g e

44 Actions Action Description Planned Outcome Owner Start End Develop Young Almond Project. Develop Concurrency Planning initiative Development of Social Pedagogy approach Improved participation of Looked After Children and young people Improved evidencing of effective early intervention practice and outcomes for children Targeted initiative for challenging young women aged Partnership initiative with CELCIS and St Andrews Children s society targeting quicker routes to permanency for children under the age of 2. Introduction of evidence-based model of social intervention to residential child care settings Implement use of Viewpoint electronic consultation system and implementation of Investing in Children project for LAC Introduction of new assessment and monitoring tools Reduced numbers of girls in external provision Quicker permanency Improved outcomes for LAC Increased participation of children in LAC reviews Implement improvements to services identified by LAC Improved performance reporting Senior Manager Young People & Public Protection Senior Manager Young People & Public Protection Senior Manager Children & Early Intervention Senior Manager Children & Early Intervention Senior Manager Children & Early Intervention Status (Planned, Active, Complete) April 2015 March 2016 Planned April 2015 March 2016 Planned April 2015 March 2016 Planned April 2015 March 2016 Planned April 2015 March 2016 Planned 43 P a g e

45 Performance Performance Indicator Percentage of Care Inspectorate inspections graded good, very good or excellent P:CF055_6b.2 Description Services delivered by Children and Families are required to register with the Care Inspectorate Inspections and are subject to annual inspection. All services for Looked After Children and children and families with additional needs are inspected. The Care Inspectorate regulates, inspects and supports improvement of care, social work and child protection services for the benefit of the people who use them. The services are inspected on the following areas: Quality of Care and Support Quality of Environment Quality of Staffing Quality of Management and Leadership Trend Chart Commentary: In the first half of 2014/15 two establishments were inspected - Torcroft House and Whitrigg. Torcroft maintained 3 of its "Good" scores and improved on last inspections score back to a "Very Good" for its quality of environment. This was due to improvements in furniture and fittings within Torcroft. Some improvements were suggested including improved recording. Whitrigg House saw a fall in all 4 grades from "Very Good" to "Good". A main area of improvement suggested was to maintain consistency across the staff team in order to ensure young people are fully supported and to review recording and care planning. For the remainder of 2014/15 and beyond, each provider will continue to work hard to sustain, promote and build on good practice. 44 P a g e

46 Performance Indicator Description Percentage of customers who rated the overall quality of children and families services as good or excellent. CP:CF071_6a.7 Percentage of customers who responded to the children and families annual survey who rated the overall quality of the service as good or excellent. Key customer groups asked to participate in the survey are children and families with additional needs, Looked After Children and children and families with disabilities. The survey is carried out using a number of methods including paper, electronic and telephone surveys. Trend Chart Commentary: The 2013/2014 customer survey results were based on 172 respondents. 164 reported that customer service was good or excellent. Due to the small number involved variations in the overall percentage can be significant. There was an increase in the number of respondents in 2013/14 year from previous years and it is anticipated that the numbers will increase for 2014/2015 as some services have been under represented. How customer surveys are distributed and followed up by services will be explored with a view to improving the response rates in future years. The 2014/15 survey will be carried out in Spring Target performance for 2014/15 and will remain at 97%. 45 P a g e

47 Performance Indicator Percentage of school leavers (who are Looked After Children) entering a positive destination CF096_9b.1b The percentage of School Leavers (who are Looked After Children) Entering a Positive Destination is reported in the Scottish government publication, Educational Outcomes for Scotland's Looked After Children. Description A Looked After Child is where the child (or young person) has been through the Children's Hearing System and is subject to a Supervision Requirement and resides either at home or accommodated with foster or kinship carers, prospective adopters, in residential care homes, residential schools or secure units. A Looked After Child may also be accommodated on a voluntary basis. The percentage of leavers entering a positive destination is measured at initial survey (3 months after they leave school). A young person is said to be in a positive destination if they are in education, employment, training, voluntary work or an activity agreement. This PI presents data on the initial destinations of looked after young people who left school during the academic year 2011/12. Results are based on the Looked After Children who could be linked to the Skills Development Scotland destination surveys using their Scottish Candidate Number. The figures for positive destinations for Looked After Children will always be one year in arrears: educational outcomes for Scotland's Looked After Children 2012/13 was published in June Nationally, the proportion of looked after young people going into a positive destination post-school is still lower than for all school leavers; however, the proportion is improving at a much faster rate so the gap is narrowing. In West Lothian performance has improved to 89%. This is higher than the national average this year which is 70%. This is the fourth consecutive year that has shown performance above the national average. In 2011/2012 the West Lothian figure was 82% with the national average at 75%; 2010/2011 the West Lothian figure was 67% with the national average at 64%, and 2009/2010 the West Lothian figure was 73% with the national average at 59%. Target for 2014/15 and will remain at 70%. 46 P a g e

48 Performance Indicator Average cost of a residential school place. CF097_9a.1b Description This indicator gives information as to the average cost of a residential school place. It helps show the impact of achieving best value in preventing negative spend and being able to invest in better internal services Trend Chart Commentary: This is a new indicator but the change over the time period the indicator has been developed is a positive one. It is influenced by quarter two being the summer and children will leave schools which bring the costs down. Close monitoring takes place and particular attention will be paid to helping minimise increases during quarters three and four. Quarter 1 of saw a small rise in the average cost to 157,570. This was due to slight price increases in some residential school providers. By quarter two several young people had left external provision meaning the average cost reduced to 138,475. Quarter three of saw a slight rise to 141,152, due in part to several young people entering slightly higher cost provision. The situation will be monitored during the last quarter of It is anticipated that the target for will remain at 140, P a g e

49 Calendar of Improvement and Efficiency Activity ( ) Action Frequency Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Performance management Quarterly Review of Performance Indicators and targets Annually Benchmarking Annually Collation Specified Performance Indicators (SPIs) Annually Update of PPR information Annually WLAM (assessment) None Review Panel Once Performance Committee None Process Review (Lean/RIE activity) Various Progress review of improvement actions Quarterly CSE preparation Annually Inspection or Audit activity Annual Management activity Quarterly Equality Impact Assessment(s) As required Health and Safety Assessment(s) Quarterly Business Continuity Planning Annually Workforce Planning Various PRPDPs Quarterly Review of customer groups/segmentation matrix Quarterly Customer consultation Quarterly Review of Service Standards Quarterly Planned Engagement activity Quarterly Website content management Quarterly Performance activity Self Assessment activity Consultation & engagement activity External assessment activity Corporate management activity 48 P a g e

50 3.3 Criminal and Youth Justice Service Manager: Tim Ward Number of Staff (FTE): 65.2 Location: West Lothian Civic Centre Purpose The Criminal and Youth Justice Service is almost entirely focussed on providing the services statutorily required through legislation for the assessment, supervision and management of offenders. The service has four main aims: To assist those involved in offending behaviour to make better choices and lead more positive and productive lives To work in partnership to reduce risk of harm to communities To reduce the level of re-offending To implement the Whole Systems Approach for working with young people who offend. The service supports offenders to live in the community and works to ensure that strategic aims of reducing reoffending are achieved. It works closely in partnership with others within the Community Safety Partnership, particularly Lothian and Borders Police and Sodexo Justice Services (HMP Addiewell). Activities The main activities of the service in will be: Community Payback management of supervision and Unpaid Work requirements Early Intervention and support Work with young people who offend Managing high risk offenders Offender assessment, Court Support, and offering alternatives to prosecution and to custodial remands Drug Treatment and Testing Orders Developing the Almond Project for women who offend Prison based Social Work at HMP Addiewell Enhancing Throughcare arrangements for short-term prisoners Offender intervention programmes, including a Domestic Abuse Perpetrators programme, and the West Lothian Persistent Offenders Partnership Multi Agency Public Protection Arrangements 49 P a g e

51 Key Partners The service actively works with our partners to plan, design and deliver improved services for our customers. Our key partners are: Police Scotland NHS Lothian HMP Addiewell (Sodexo Justice services) Voluntary Sector Gateway Community Justice Authority Crown Office and Procurator Fiscals Service Scottish Court Service Housing, Construction and Building Services Children s Reporter Education Customer Participation The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that are accessible and focused on their needs and preferences. Customer Consultation Schedule Customer Survey Responsible Frequency Group Method Officer Service Users Survey Annual Service Development Officer Partners/key Survey Annual Service stakeholders Development Unpaid Work Recipients satisfaction feedback Survey Ongoing but reported/collated annually Officer Service Development Officer Feedback Method Newsletter Newsletter Newsletter Unpaid Work Consultation Focus group Annual Service Development Officer Annual report PDSP 50 P a g e

52 Activity CRIMINAL AND YOUTH JUSTICE Activity Name and Link to Description Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Statutory Criminal Justice Social Work Provision Youth Justice Team Provision of Community Payback, Court reports, Drug Treatment and Testing Order and Criminal Justice Throughcare service To offer a service to young people charged with offending behaviour with a view to reducing referrals to the Reporter to the Children's Hearing System. To provide a flexible and focused service to young people as a diversion from secure accommodation. 6. Reducing crime and improving community safety 6. Reducing crime and improving community safety CJ105_9b.1b Percentage of Offenders reconvicted within one year (Government Annually). (target 23 %) CJ064_9a.1b Net cost of Criminal Justice services per 1000 of population. (Target 13,000) SOA1304_30 Percentage of Early and effective Intervention cases who do not reoffend within 12 months of initial referral (%) (target 70 %) SOA1304_31 Number of children/young people in secure or residential schools on offence grounds. (target 2) PUBLIC ,592,382 (2,592,382) 0 WLAM HIGH LEVEL WLAM ,661 (56,000) 269, P a g e

53 Service Support Provision of management and administrative support. Enabler Service - Corporate Governance and Risk , ,709 Total : ,994,752 (2,648,382) 346, P a g e

54 Actions Actions 2014/15 Action Description Planned Outcome Owner Start End Public Protection Strategy Prepare for new system of delivering Community Justice Develop a Public Protection Strategy covering all main themes New system to be introduced by government involving CPP ownership, disbanding CJA s and introducing national oversight body More cohesive approach Tim Ward November st March 2016 Reinforce approach to Reducing Reoffending Tim Ward 1st April st March 2017 Status (Planned, Active, Complete) Active Active Actions Action Description Planned Outcome Owner Start End Introduce other category of offenders under MAPPA Service Redesign to further improve unpaid work effectiveness. Will target offenders other than sexual perpetrators who pose a risk of serious harm. Redesign Community Payback to enable more efficient use of unpaid work to meet increased demand. Reduction in risk to the public. Improved efficiency and effectiveness. Tim Ward 1 st April st March 2016 Tim Ward 1 st April st March 2016 Status (Planned, Active, Complete) Planned Active 53 P a g e

55 Performance Performance Indicator Percentage of Criminal & Youth Justice service users responding to surveys who rated overall quality of the Criminal & Youth Justice Service as being 'good' or 'excellent'. P:CJ003_6a.7 Description Percentage of respondents in the Criminal and Youth Justice Service annual survey of service users who rated overall quality of the service provided as being good or excellent. The survey involves a cross-section of offenders from across the service area completing a standardised questionnaire. Trend Chart Commentary: From the service moved to an annual customer survey in line with other services and this will allow us to become involved in benchmarking. In (survey in June 2012), from 47 responses we achieved a rate of 74.41%. From the target increased from 70% to 80%, and performance in the survey that finished in August 2013 was 80.5% from 102 respondents (offenders in the community). This is seen as a positive change. Following review of how we consult with service users, a stronger segmentation of service users was used for this annual survey, ensuring that people on the full range of legal orders were surveyed. The survey for resulted in an improvement in performance to 91 per cent but with a lower turnout of 89 individuals. The survey for will aim to achieve a higher response rate, and the target for is 95%. 54 P a g e

56 Performance Indicator Percentage of new Parole or other Throughcare Licences seen within 1 working day of release from custody. P:CJ007_6b.2 Description This is a key indicator of the Criminal & Youth Justice Service's ability to act swiftly in protecting the public. Those released on statutory supervision licences (legal requirements for offenders to be monitored closely) should be seen on the day of release, and performance in relation to this indicator is expected to be high. Trend Chart Commentary: The performance for showed a slight dip due to 2 cases (out of a total of 32 licences) where the service was not advised of outcomes of proceedings by the courts. Both service users were contacted quickly and risk to the public was not compromised. The performance target of 90% was increased to 100% from in recognition of the importance of ensuring that offenders released on formal supervision from custody are monitored closely from the day of release. The target for remains at 100%. 55 P a g e

57 Performance Indicator Net cost of Criminal Justice services per 1000 of population. P:CJ064_9a.1b Description This indicator gives information as to the cost of delivery of Criminal Justice Social Work Services in West Lothian, based on total annual budget and that year's population for West Lothian. This data is updated each October when the population estimate becomes available. Trend Chart Commentary: The net cost of Criminal Justice services has fluctuated to a degree over recent years. In there was a drop in the budget as council funding reductions began to have an impact. In the overall cost per 1000 of population reduced, demonstrating efforts made to run services more cost effectively, but also highlighting an increase in the grant provided by the Scottish Government. In the cost dropped considerably due to a reduction in grant and a rise in population estimates. The council ceased additional funding in and this also had an impact. The average cost increased to 13,055 in This was due to an increased level of grant funding provided to begin to meet increased demand due to the courts uptake of Community payback Orders. There continues to be no additional funding from the council. The target for will be set once it is clear what the Criminal Justice Grant will be for the year. This does not become known until March P a g e

58 Performance Indicator Percentage of Offenders reconvicted within one year (Government Annually). CJ105_9b.1b Description This is a key government measure of the effectiveness of the Criminal Justice system. From the government moved the period of post-sentence measurement from two years to one year. This indicator measures the reconviction rate of all those sentenced by the court, a reconviction being anyone who was reconvicted one or more times. Trend Chart Commentary: This is a measure of the reconviction rate of West Lothian offenders within a follow-up period of 12 months. The performance in West Lothian has improved gradually since this measure was introduced from the cohort of offenders. West Lothian is consistently among the best performing councils in Scotland, bettered on occasion by the three island authorities and by a couple of small rural councils, each of which has have a small population. West Lothian's performance is considerably better than the Scotland average of 29.2%. The average for Lothian and Borders is 24.3%. Whilst the percentage reconvicted has risen slightly from 23.5% reported in , the performance is still very high and represents a positive move in terms of comparison with other authorities. 57 P a g e

59 Calendar of Improvement and Efficiency Activity Action Frequency ( ) Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Performance management Quarterly Review of Performance Indicators and targets Annually Benchmarking Annually Collation Specified Performance Indicators (SPIs) None Update of PPR information Annually WLAM (assessment) Review Panel Performance Committee None None None Process Review (Lean/RIE activity) Annually Progress review of improvement actions Quarterly CSE preparation Annually Inspection or Audit activity Quarterly Management activity Quarterly Equality Impact Assessment(s) As required Health and Safety Assessment(s) Quarterly Business Continuity Planning Annually Workforce Planning Annually PRPDPs Quarterly Review of customer groups/segmentation matrix Annually Customer consultation Annually Review of Service Standards Annually Planned Engagement activity Annually Website content management Annually Performance activity Self Assessment activity Consultation & engagement activity External assessment activity Corporate management activity 58 P a g e

60 3.4 Health Improvement Manager: Jane Kellock Number of Staff (FTE): 13.4 Location: Strathbrock Partnership Centre Purpose The remit of the team is to improve the health and wellbeing of those who live and work in West Lothian, and this is carried out through a range of proven methods of engagement. The work of the team follows the social model of health where research informs us that the determinants of health and health outcomes arise from a wide range of factors which combine to determine quality of life and wellbeing including: Life circumstances; for example, where and how we live, income, employment, educational achievement, safety both within and outwith the home environment Life chances; gender, age, faith, race, sexual orientation, disability and genetic make-up Through strategic influence and capacity building, the Health Improvement Team aims to support other service areas and agencies to recognise and improve their health improvement function, ensuring that policies and practices impact positively on individual and population health. Activities The team uses six main service delivery methods: Consultancy support to groups, teams and organisations to plan action to support people at risk of poor health Provide quality information and guidance on a range of topics Support a range of annual health events and campaigns Deliver a range of standardised and bespoke training courses to increase workforce and community capacity to support health and wellbeing Carry out health impact rapid appraisals to explore how plans, policies and practice will affect health and wellbeing and mitigate against health inequalities Offer a range of health improvement small grants twice a year The activities of the Health Improvement Team include: Topic-based: food and health, community health development, physical activity, mental wellbeing, suicide prevention, literacy, oral health, sexual health Generic: health impact assessment, health improvement planning, public health, capacity building within the CHCP and with other services (e.g. libraries, environmental health), and wider communities. 59 P a g e

61 Key Partners The service actively works with our partners to plan, design and deliver improved services for our customers. Our key partners are: NHS Lothian Housing Construction and Building services Education Area Services Voluntary Sector Corporate Services Customer Participation The service will actively engage customers and potential customers in the delivery and re-design of services to ensure that are accessible and focused on their needs and preferences. Customer Consultation Schedule Customer Group Participants on training course Survey Method Paper feedback survey form Frequency At the end of each course Responsible Officer Team Manager Feedback Method CHCP website Participants at stakeholder events Paper feedback survey form At the end of each event Relevant event organiser CHCP website Stakeholders Opinion Taker survey Annually Team Manager CHCP website 60 P a g e

62 Activity Activity Name and Description Link to Corporate Plan Performance Indicator and Target PI Category Staff Resource (FTE) Expenditure Income Net Delivery of health improvement training, support and stakeholder events Service Support Building capacity to tackle health inequalities by delivering a range of training and support to professional and communities. Provision of management and administrative support. 7. Delivering positive outcomes on health Enabler Service - Corporate Governance and Risk HP005_9a.1a Cost of health improvement service per 1,000 population (target 3,508). HP007_9b.1c Percentage of people with increased skills of Health Improvement Team topic areas (target 90%) WLAM ,728 (218,266) 318,462 WLAM , ,862 Total : ,590 (218,266) 340, P a g e

63 Actions Actions 2014/15 Action Description Planned Outcome Owner Start End Put Your West Foot Forward - Cycling initiative This initiative aims to establish a cycle lending library and train volunteers in cycle ride leading and/or cycle maintenance. Increase accessibility of bikes as a means of physical activity and transport to those experiencing health inequalities. Team Manager Status (Planned, Active, Complete) April 2014 March 2015 Complete Health Promoting Establishments Develop, pilot, evaluate and roll out a local Health Promoting Establishment Award. Investigate how resources could be improved to support healthy food items. There is increased access to healthier choices in community settings. Team Manager April 2014 March 2015 Complete Life Matters Development of new initiative to enable front-line staff to support mental wellbeing and exploring issues around suicide. Increase awareness in front line staff to recognise and support their own and customers mental wellbeing. Team Manager April 2014 July 2015 Active 62 P a g e

64 Actions Action Description Planned Outcome Owner Start End Care Home Swimming Develop and deliver a programme of swimming opportunities for older people in care settings. Older people will have opportunities to be physically active. Team Manager Status (Planned, Active, Complete) April 2015 March 2016 Planned Mental Wellbeing of Looked After Children Deliver bespoke evidence based training to support the mental wellbeing of Looked After Children. LAC will be able to manage their mental wellbeing. Team Manager April 2015 March 2016 Planned Self-harm training for trainers A self-harm training for trainer s course has been developed to enhance the existing self-harm training programme and build the capacity of staff to support people who self-harm. People who self-harm will be able to manage their mental well-being. Team Manager April 2015 March 2016 Planned 63 P a g e

65 Performance Performance Indicator Number of health improvement courses delivered to build the capacity of organisations to positively impact health P:HP001_9b.1c Description The Health Improvement Team (HIT) delivers a range of training programmes with a focus on reducing health inequalities, using a social model of health that includes addressing issues such as access, availability and affordability. Health inequalities are systematic unfair differences in the health of the population that occur across social classes or population groups. The training programme supports healthy eating, physical activity, community health development and mental health and wellbeing. These are delivered to professionals in voluntary and statutory agencies and with targeted groups. This performance indicator represents the number of training courses delivered by HIT across these topic areas on an annual basis. Trend Chart Commentary: HIT targets are based on an analysis of the previous year's demand, projections made on knowledge of legislative and policy requirements, and the capacity of the team to deliver; this is the reason for fluctuations in the target and the trend. In 2013/14, HIT delivered fewer courses relating to food and health training within the school curriculum, as saturation was reached. The nature of the support provided by HIT to schools changed to targeted consultancy support where schools requested additional assistance to put training into action. During 2012/13, HIT developed training in mental wellbeing, including StressLess, and the demand resulted in a higher number of courses being delivered than estimated. Following the 2010/11 performance review, the team reduced the delivery of some courses where the demand was met and/or where delivery of a course was mainstreamed in an operational service area. Target for 2014/15 and is P a g e

66 Performance Indicator Number of staff attending training to build the capacity of their organisations to positively impact health CP:HP002_9b.1c Description The Health Improvement Team delivers a range of training programmes with a focus on reducing health inequalities, using a social model of health that includes addressing issues such as access, availability and affordability. These include supporting healthy eating, physical activity, community health development and mental health and wellbeing. These programmes are delivered to professionals in voluntary and statutory agencies and with targeted groups. This performance indicator represents the number of participants on training courses delivered by the Health Improvement Team across these topic areas on an annual basis. Programmes are evaluated at the end of each course or activity and by an annual customer survey. Trend Chart Commentary: HIT delivered training to 711 staff in 2013/14, exceeding the target of 673. During 2012/13, HIT developed training in mental wellbeing, including StressLess; the demand for this course resulted in a higher number of courses and course participants than estimated. Target (based on anticipated demand) for 2014/15 and is P a g e

67 Performance Indicator Cost of health improvement support per 1,000 population. P:HP005_9a.1a Description This indicator shows the gross cost of the Health Improvement Team's service per 1,000 of the population of West Lothian (as published by the General Register Office for Scotland). In order to improve the health and wellbeing of those who live and work in West Lothian, the Health Improvement Team (HIT) supports a range of activities including food and health, physical activity, mental wellbeing (including suicide prevention) and community development and health. HIT provides training and support to staff, volunteers and lay community activists in key service areas across the Community Planning Partnership so that they can better support people most at risk of poor health outcomes. Trend Chart Commentary: The HIT budget is determined through a combination of annual analysis of customer need, gap analysis telling us about health inequalities, and requirement to deliver our services efficiently. As well as core council funding, HIT is reliant on ongoing allocation of NHS Lothian Health Improvement Fund and core NHS Lothian funding. Despite a growing population, the service reduced its costs annually between 2011/12 and 2013/14whilst still retaining a high level of service. Target for 2014/15 and is 3, P a g e

68 Performance Indicator Percentage of customers who rated the overall quality of the Health Improvement Team's customer service as good or excellent. P:HP017_6a.7 Description The Health Improvement Team (HIT) conducts an annual survey of customers to gauge the level of customer satisfaction with HIT activity. This performance indicator measures the overall quality of customer service reported as good or excellent and reflects the responses of those who completed and returned the survey. Trend Chart Commentary Between 2007/08 and 2013/14, HIT gathered customer feedback following completion of each course. Since 2013/14, HIT conducts an annual customer satisfaction survey. The HIT customer survey 2014/15 was sent to 308 partners and participants with 91 responding, a response rate of 29%. HIT achieved 98% customer satisfaction, above the target of 95%. In 2013/14 the survey was sent to 494 people with 94 responding, representing a return rate of 19%. HIT achieved 96% customer satisfaction, above the target of 95%. Target for is 95%. 67 P a g e

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