Performance Management Framework

Transcription

1 Performance Management Framework June

2 Quantity How much did we do? BSCB Performance Management Framework Quality How well did we do it? Outcomes What is the impact? 2

3 1. Introduction Bradford Safeguarding Children Board, through its Business Plan, is committed to improving the safety of all children and young people in the Bradford District. If children are not safe, they cannot be healthy, happy, achieve or reach their future potential. We recognise and promote the concept that keeping children safe is everybody s responsibility. This Performance Management Framework outlines the various strands that are key to performance in order to provide a greater understanding of how well protected children and young people are in the Bradford District. The information enables organisations to improve outcomes, through monitoring and improving practice whilst also acknowledging areas for improvement. The BSCB Performance Management Framework is informed by the two key principles contained in national guidance Working Together 2015: safeguarding is everyone s responsibility: for services to be effective each professional and organisation should play their full part; and a child centred approach: for services to be effective they should be based on a clear understanding of the needs and views of children. The first principle encapsulates the importance of multi agency working, whilst the latter emphasises that the child needs to be at the focus of this. The BSCB Business Plan reflects these principles. Working Together 2015 places importance on the provision of early help by local authorities. This requires greater use of inter agency assessments in order to deliver a range of effective, evidence based services. BSCB has a responsibility to assess the effectiveness of the early help offer. Indeed, early help is one of the 9 standards included in BSCB Section 11 (Children Act 2004) audit. Similarly, under the Working Together 2015 guidance, BSCB has a responsibility for publishing a threshold document. The document is included in the West Yorkshire Consortium Safeguarding Children Procedures Manual and on the BSCB website. Working Together 2015 places a responsibility on BSCB to develop a local framework for learning and improvement. BSCB has a Learning and Improvement Framework (revised April 2015) in place. BSCB has identified 3 main types of learning: Reviews (including serious case reviews, learning lessons reviews and child death reviews); auditing (including section 11, challenge panels and multiagency audits); procedures, policies, guidance and briefings; and various other sources such as young people surveys and learning from national research. 3

4 BSCB s approach to performance management is on outcomes for children and young people, rather than simply measuring compliance with processes and procedures. For example, action plan points following a challenge panel looking at practice. It is important that effective challenge runs throughout all the work of BSCB. Challenge and change are an intrinsic part For outcomes to be considered positive in a child centred approach, the views of young people and their families need to be sought. BSCB Business Plan incorporates a focus on the participation of young people in safeguarding processes, for example, ensuring the voice of the child is fed into the work of BSCB sub groups. BSCB Performance Data Set is incorporated into the framework (appended at the end). The performance data enables local improvement to be made as a result of regular reporting, monitoring and actions. The data set includes national indicators, drawn from the The children s safeguarding performance information framework (DoE, 2015) and local data. BSCB is able to respond to changing needs. An example of this is the development of Bradford s multi agency Child Sexual Exploitation Hub. The CSE Hub comprises partners and third sector frontline staff who work together to protect the victims of CSE, develop intelligence, raise awareness and support investigations. A daily information and tasking meeting is held, chaired by a safeguarding supervisor and new intelligence and referrals are discussed and actioned where appropriate. The data set includes information on numbers of referrals to the CSE Hub. BSCB will monitor the effectiveness of the performance management framework through the Performance Management, Audit and Evaluation Sub group. Individual organisations can also consider their own internal mechanisms for performance management monitoring arrangements. 2. Purpose and Aim The purpose of the performance management framework is to enable BSCB to: Have an overview of how various strategic documents interlink within performance, including BSCB Business Plan; Section 11 Audit; Learning and Improvement Framework; Performance Data Set; and links with national agenda such as Working Together Contextualise and have a planned approach in scrutinising and challenging the effectiveness of services. Performance monitor safeguarding outcomes for children. 4

5 The framework covers several key elements that enable performance to be measured at 3 levels: Level 1 Efficiency and effectiveness of the Board Individual Organisations Level 2 Individual Services/Organisations ability to safeguard children Children, families, carers and practitioners Level 3 Outcome children are safe and feel safe 5

6 3. Key Strands of the Performance Management Framework Strand 1: Strand 2: Strand 3: Strand 4: Strand 5: Strand 6: Setting the priorities How will performance be measured? An effective local safeguarding children board Performance activities Governance and accountability Learning and continuous improvement 4. Strand 1: Setting the priorities BSCB priorities are defined and agreed by the Board, and informs BSCB Business Plan. One way of identifying priority areas is through the Board doing a group exercise. Priority areas can also consider any Ofsted inspection related areas. Learning from serious case reviews, learning lessons reviews, auditing (including section 11), local and national research, data from performance indicators and the views of children. One of the outcomes is the Business Plan, which can serve for individual sub group action/work plans. 5. Strand 2: How will performance be measured Performance can be measured through 3 main types: Quantity How much did we do? Quality How well did we do it? Outcome What is the impact? 6

7 Q uantity how much did we do? Eg s S ources of Inform ation: NationalPerformance Indicators (including The children s safeguarding performance information framework) D ata from local perform ance indicators M anagem ent Inform ation R eports from organisations Quality how welldid we do? Eg s S ources of Inform ation: Views of children, young people and families Experience of practitioners (eg training feedback) Audits of case files and practice S ection 11 audits Serious C ase R eview s Learning Lessons Reviews Challenge Panels Externalinspections Nationaland local research O u tcom e w h at is th e im p act? Evid encing im p roved service d elivery Children and young people feelsafe O rganisations are confid ent in und erstand ing, id entifying and referring concerns about children Agreed B S C B priorities have outcom es that m ake a difference to children 6. Strand 3: An effective local safeguarding children board When looking at the effectiveness of the Local Safeguarding Children Board, Ofsted inspectors make their judgements on a 4 point scale of either outstanding, good, requires improvement or inadequate. BSCB is striving to become outstanding. This Performance Management Framework sets out to guide BSCB in pulling together the strands of performance. To achieve outstanding, an LSCB has to meet the requirements for a good judgement, but also to provide evidence of being a highly influential strategic arrangement that directly influences and improves performance in the care and protection of children. That improvement is sustained and extends across multidisciplinary practice with children, young people and families. Analysis and evaluation of performance is exceptional and helps the local authority and partners to properly understand the impact of services, the quality of practice and 7

8 the areas for improvement. There is a comprehensive range of training for managers and practitioners that is directly related to multi agency improvement priorities. The LSCB creates and fosters an effective learning culture locally that extends to front line practitioners. The full Ofsted criteria can be found at: 20/Framework_and_evaluation_schedule_children_in_need_of_help_and_protection _CLA_and_care_leavers_LSCBs.pdf Section 11 BSCB adheres to the statutory requirement on making arrangements to safeguard and promote the welfare of children under Section 11 of the Children Act BSCB has a Section 11 toolkit containing 9 standards: Standard 1: Senior management leadership and accountability Standard 2: Policies and procedures Standard 3: Safer recruitment and selection Standard 4: Supervision, support and training Standard 5: Complaints, allegations and whistle blowing Standard 6: Interagency working, information sharing, communication and confidentiality Standard 7: Culture of listening to children, individual decisions and development of services Standard 8: Diversity Standard 9: Early Help offer BSCB Performance Management, Audit and Evaluation Sub group oversees the process of ensuring organisations adhere to the requirements of Section 11 through regular scrutiny, quality feedback, and resultant follow up work by the organisation itself. BSCB Annual Report BSCB, through its annual report will provide a rigorous and transparent assessment of performance and effectiveness of local services. This includes identifying where there is still work to be done and challenging action where necessary. The report includes lessons from lessons learned reviews, serious case reviews and child deaths. 8

9 7. Strand 4: Performance activities The main performance activities undertaken by BSCB can be summarised as follows: Monitoring of key performance indicators (see data set below) Action plans arising from external inspection of organisations/board eg. Ofsted, HMIP, HMIC and CQC Action plans arising from serious case reviews, learning lessons reviews, Child Death Overview Panel Action plans arising from challenge panels Action plans arising from auditing activity (single or multi agency) Section 11 audit scrutiny and follow up actions Feedback from children, parents and carers, eg View Point Feedback from practitioners from training events Compliments and complaints BSCB Performance Data Set has been approved by all partner organisations. It includes both national and local performance indicators. The data set will be analysed to identify areas of declining effectiveness on a quarterly basis and to improve performance. The data set is divided into the following sections: - Early Help - Prevalence of Harm - Prevalence of Risk Factors - Protection from Abuse and Neglect - Looked After Children - Missing Children - Listening to Children - Private Fostering 8. Strand 5: Governance and accountability BSCB Performance Management, Audit and Evaluation Sub group will be responsible for co ordination and management of performance and quality assurance. (BSCB Business Plan is governed through BSCB Business Planning Group). The work of the BSCB sub groups will feed into the Performance Management Framework through action plans, lessons learned, challenge panels, voice of the child, contribution to the Business Plan. Several sub group members are involved in the Section 11 audit on behalf of their organisations. The Learning and Improvement Framework also embraces the various methods of learning, with a requirement on sub group chairs to update respective learning, and report back to BSCB Board meetings. 9

10 9. Strand 6: Learning and continuous improvement The main purpose of the Performance Management Framework is to demonstrate improved outcomes for children and young people. Working Together 2015 places a statutory requirement on BSCB to develop and implement a robust framework for learning and improvement. The diagram below shows the learning and improvement cycle taken from BSCB Learning and Improvement Framework. It shows how various activities link to one another, and feed into the Business Plan. The Learning and Improvement Cycle Business Plan NationalPolicy & Research Sub-groups, work program mes, working groups BSCB Learning & Develop m ent Strategy, Training & D elivery P lan Learning activities (reviews, audits, surveys, feedback etc) Multi-age ncy Recommendations Single Agency Recommendations Review & Monitoring 10

11 PI No Definition Data Owner Frequency of reporting 2013/14 Outturn 2014/15 Outturn 2014/15 Target EH1 EH2 EH3 EH4 EARLY HELP Number of Early Help Episodes (CAFs) in the year Local Authority Annual year end Percentage take up of 3 and 4 year olds benefiting from Early Education Local Authority Annual year end Rate of referrals to the 'Front Door' (Integrated Assessment Team) per 10,000 Local Authority Annual year end Rate of re referrals to the 'Front Door' (Integrated Assessment Team) per 10,000 Local Authority Annual year end EH5 Children in Need rate per 10,000 Local Authority Annual year end First Time Entrants into the Youth Justice EH6 System aged (rate) per 100,000 Local Authority Annual year end N4 N5a N5b PREVALENCE OF HARM The rate of violent and sexual offences against children aged 0 17 per 10,000 CYP population Police Annual year end The rate of hospital inpatient admissions caused by unintentional and deliberate injuries to children and young people aged 0 4. Public Health Annual year end The rate of hospital inpatient admissions caused by unintentional and deliberate injuries to children and young people aged Public Health Annual year end 11

12 N5c N6 KSI 1 The rate of hospital inpatient admissions caused by unintentional and deliberate injuries to children and young people aged Public Health Annual year end The rate of Accident and Emergency attendance caused by unintentional and deliberate injuries to children and young people aged Public Health Annual year end Number of children age 0 15 'Killed' or 'Seriously Injured' in Road Traffic Accidents Road Safety Partnership Annual year end N11 MARAC1 PREVALENCE OF RISK FACTORS Potential child and parent or carer risk factors identified at assessment Local Authority Annual year end Number of MARAC cases considered during year MARAC Annual year end N7 N8 N9 N10 PROTECTION FROM ABUSE AND NEGLECT Rate of assessments per 10,000 of the CYP population. Local Authority Six monthly including year end Rate of section 47 enquiries per 10,000 of the CYP population. Local Authority Six monthly including year end Percentage of referrals leading to the provision of a social care service (as defined by the child becoming a child in need). Local Authority Six monthly including year end Percentage of referrals to children s social care from different agencies, such as Local Authority Six monthly including year end 12

13 N12a N12b N12c N12d N13 N14 N15 N16 N17 health visitors, accident and emergency services, probation trusts, police services, schools, etc Children becoming the subject of a CPP for physical abuse (rate per 10,000 of the CYP population). Local Authority Six monthly including year end Children becoming the subject of a CPP for sexual abuse (rate per 10,000 of the CYP population). Local Authority Six monthly including year end Children becoming the subject of a CPP for emotional abuse (rate per 10,000 of the CYP population). Local Authority Six monthly including year end Children becoming the subject of a CPP for neglect (rate per 10,000 of the CYP population). Local Authority Six monthly including year end Rate of Initial Child Protection Conferences (ICPCs) per 10,000 of the CYP population. Local Authority Six monthly including year end Distribution of working days taken from referral to assessment completion. Local Authority Six monthly including year end Distribution of working days from Child Protection strategy meeting to ICPC. Local Authority Six monthly including year end Length of time child is considered to be a child in need at 31 March and for episodes of need which have ended during the year. Local Authority Six monthly including year end Percentage of Child Protection Plans lasting two years or more at 31 March and for child protection plans which have ended during the year. Local Authority Six monthly including year end 13

14 N18 N19 N20 N21a N21b CP1 LADO1 LADO2 CSE1 Percentage of children becoming the subject of Child Protection Plan for a second or subsequent time (within two years of the previous plans end date). Local Authority Six monthly including year end Number of children who are the subject of a Child Protection Plan (rate per 10,000 of the CYP population). Local Authority Six monthly including year end Percentage of cases where the lead social worker has seen the child/young person in accordance with the timescales specified in the child protection plan. For all children who were the subject of a child protection plan during the year. Local Authority Six monthly including year end Percentage of CIN cases that close within 6 months of the child protection plan end date Local Authority Six monthly including year end Percentage of CIN cases that close within 6 months of the child ceasing to be Looked After Local Authority Six monthly including year end Timeliness of Reviews for children subject of child protection plans Local Authority Six monthly including year end Number of referrals to Local Area Designated Officer (LADO) Local Authority Six monthly including year end Percentage of LADO referrals with 'substantiated' outcome Local Authority Six monthly including year end Number of referrals made to CSE Hub in year Police / CSE Hub Six monthly including year end 14

15 LOOKED AFTER CHILDREN LAC1 Number of Looked After Children Local Authority Six monthly including year end Timeliness of Reviews for Looked After LAC2 Children Local Authority Six monthly including year end MIS1 MIS2 MIS3 MIS4 MISSING CHILDREN Number of missing children episodes in year (end of year quarter 4 only) Police Six monthly including year end Number of children involved (end of year quarter 4 only) Police Six monthly including year end Number of children in care (end of year quarter 4 only) Police Six monthly including year end Children missing multiple times (end of year quarter 4 only) Police Six monthly including year end LAC3 VPT1 VPT2 PF1 LISTENING TO CHILDREN Percentage of LAC participating in their LAC Reviews Local Authority Six monthly including year end Percentage of LAC age 4+ completing Viewpoint surveys Local Authority Six monthly including year end Percentage of children subject of a CP Plan age 4+ completing Viewpoint surveys Local Authority Six monthly including year end PRIVATE FOSTERING Number of children who are Privately Fostered at year end Local Authority Six monthly including year end PF2 Notifications to the Local Authority of a Local Authority Six monthly including year end 15

16 PF3 PF4 Private Fostering arrangement Percentage of Private Fostering assessments completed Local Authority Six monthly including year end Timeliness of statutory visits by Social Worker Local Authority Six monthly including year end 16