Tameside s Integrated Performance Management Framework To Deliver Better Outcomes for Children and Young People

Transcription

1 Tameside s Integrated Performance Management Framework To Deliver Better Outcomes for Children and Young People 1.1 This Integrated Performance Management Framework attempts to address the performance management demands made by national inspectorates whilst providing a cohesive model for driving continuous improvement (and tackling under performance) in those areas best covered by a collective performance review. 1.2 The purpose of this document is to describe the overarching framework that will show how the Children and Young People s Plan is delivering improved outcomes. The framework will enable the assessment of the impact on children and young people s lives by providing a cohesive approach to cascading and reporting on priorities within the Plan. The framework is also aligned to other drivers that involve significant partnership working such as the Local Strategic Partnership (LSP), and Local Area Agreements (LAA). 1.3 Underpinning this framework will be an emphasis on the following: Who are the customers, clients, people served? How can we measure if they are better off? How can we measure if we are delivering the service well? How are we doing on the most important of these measures? Who are out partners who have a potential role to play in doing better? What works, what could work better than the baseline (best practices, hunches etc) What do we propose to do? (Multi year action planning and budgeting, including no cost and low cost options). 1.4 Introduction and Policy context The Government s vision for improving outcomes for all children was set out in the Green Paper, Every Child Matters 2003: to be healthy; stay safe; enjoy and achieve; make a positive contribution; and have economic wellbeing Every Child Matters: Change for Children ( published in December 2004, brings together all the ways the government is working towards improved outcomes for children, young people and families into a national framework for 150 Local Authority led change programmes. The assumption is that better outcomes depend on the integration of universal services with targeted intervention and more specialised help, and on bringing services together around the needs of the child and family. Page 1 of 10

2 1.4.2 The Children Bill 2004, Green Paper 'Every Child Matters 2003, and 'Getting the Right Start', the Children's National Service Framework 2004, Ten Year Childcare Strategy and Five Year Strategy for Children and Learners, set out a direction of travel for Children's Services over the next decade. 1.5 Performance management is one aspect of the improvement cycle that will ensure that Children's Services are effectively modernised. The increase in partnership working reflects the shift away from performance monitoring of individual services and organisations to partnerships, joined up outcomes and services to client groups. 2. The Vision 2.1 To develop a framework that promotes good outcomes for Tameside Council s vulnerable children and young people by: Establishing the role of the Children and Young Peoples Strategic Partnership (CYPSP) Sub-groups in agreeing the outcomes against the current priorities and monitoring progress against these. Providing a framework for sharing and agreeing priorities, cascading targets and monitoring outcomes across all children and young people s services. Providing a process for monitoring and reporting on progress against the targets. Providing information to help align resources with performance. 2.2 A diagram illustrating the relationships can be found in Appendix Developing a Performance Management Framework for Children's Services 3.1 Step 1 Agreeing the Priorities Tameside s priority outcomes for children and young people need to be a balance of the following: National targets (PSA s, Healthcare commission) Local (community strategy, needs assessment) Other (LAAs), 3.2 Current local priorities 2006 The current priorities of local organisations have been collated into a set of 11 priority areas for Tameside, 1 to assist all organisations involved in the transformation of 1 The 11 priorities identified in 2005 are contained in Appendix 2 of the document. Page 2 of 10

3 services provided to children, young people and their families. The set of 11 priority areas were produced during the period of August 2005 having been initiated by a borough wide needs assessment undertaken by Tameside and Glossop PCT and Tameside Council. 4. Step 2 - Identifying the Performance Indicators- the governance arrangements for taking this forward. 4.1 The 11 priority areas will be used to identify a broad range of key performance indicators, to be taken from the Community Strategy Key Measures, Annual Performance assessment, DFES 25 outcomes framework, Local health delivery plan and aligned to arrangements for Local Area Agreements. They have also been aligned to be consistent with the Joint Area Review judgments and the CYPP, the single children s plan. 4.2 In addition to these there will be a wide variety of performance data already collected to meet the needs of the Local Public Service Agreement (LPSA), PCT Local Delivery Plan and Healthcare Commission targets. 4.3 To build on this and meet the overall aim to agree local targets and milestones in line with local need and in the context of national expectations each CYPSP Sub-group will be charged with agreeing a data set by which performance will be monitored. This might be existing performance information where helpful or by establishing local targets and a corresponding data set. In order to do this all CYPSP Sub-groups will: - Complete a strategic needs assessment Identify existing services and resources Consult users, carers and providers Define priorities and agree outcomes Establish performance data-set 4.4 There is a distinction between outcome measures and process (or capacity) measures. Where process measures are to be included (e.g. number of full-time equivalent social workers employed working with CAMHS teams) they clearly need to relate to significant outcomes. 4.5 The Sub-group will need to consider a. How to identify evidence based outcome indicators in order to meet the key task of developing the integrated performance management framework to describe improved outcomes rather than increased local activity. Page 3 of 10

4 b. How to get the necessary information. c. Improving tools that will make it possible to measure outcomes in useful ways (such as school catchments areas, neighbourhoods census, postcodes etc. d. Share outline plans with each other to ensure the overarching performance framework is coherent and achievable. 4.6 The Sub-groups will ensure that the targets and corresponding data-set covers those areas best monitored by a collective performance review. It recognises that individual agencies will still have need to collect and report on their own departmental performance information. 5. Step 3 Cascading the responsibilities 5.1 The priorities and targets identified are to be jointly delivered on by services, organisations and agencies involved in the combined vision for children s services. These are the range of services affected by the Children Act and the various development projects cover the Education, Health and Youth Offending and Local Public Services. A schedule of these locally is written into Tameside s Duty to Cooperate Compact. 5.2 The Integrated Performance Framework needs to be aligned with the business plans of all strategic partners thereby ensuring that targets are cascaded down into individual staffs development plans. 6. Step 4 Gathering the information 6.1 Tameside s Information Sharing protocols will include the sharing of performance information between partners in a coordinated way. 6.2 In addition there is a need to: Find solutions to the electronic barriers of sharing data and Revise local management information systems to embed new performance frameworks, Develop ownership of targets and measure progress. Test the cascade feature of the new performance framework to ensure that the strategic planning is viable at operational and individual tiers Use the CYPSP reporting framework, which assesses the impact of local services on better outcomes for children, young people and their families. Page 4 of 10

5 Avoid duplication of information Establish central support for collation of data and standardised reporting. 7. Step 5 Monitoring Performance 7.1 The approach will be to: Build on existing partnership agreements and align the Performance Management Framework to that of the Tameside Strategic Partnership PMF and across partner organisations Ensure that Tameside s corporate objectives and community strategy priorities reflects joint targets and objectives Ensure that the CYPP is the single, strategic overarching plan for all services affecting children and young people and their families. Report annually to the Tameside Strategic Partnership on progress against the Community strategy themes Receive quarterly reporting from existing partnerships/fora and groups that sit beneath that CYPSP on progress against the priority outcomes and the work of the partnership/ fora and groups in contributing to the outcome Focus on tracking progress against priority outcomes Take a cross cutting view that tracks and analyses progress across outcomes at a priority neighbourhood level and for priority groups as appropriate Develop management and information systems to enable and support this analysis, including new baselines where appropriate Conduct regular Needs Assessments of Tameside s children and young peoples population. Establish early on how unmet need will be managed, recorded and built into the commissioning strategy Develop specific performance information around commissioning and outcomes Ensure that monitoring on equality and diversity is integral to the approach. Include the local authority formal scrutiny function to support the review process Ensure effective links are in place with Government Offices with a key role to play in developing the local change for children program. 8. Dealing with under-performance 8.1 Good practice across the public sector indicates that effective performance management entails more than simply having the ability to monitor performance. It is also about supporting persistent underperformance. The shift towards Joint Area Reviews and Local Area Page 5 of 10

6 Agreements will entail the Children and Young Peoples Strategic Partnership actively managing its own under-performance and formulating improvement plans to address this. 8.2 Current situation at 2006 Tameside is at the beginning of negotiating and Local Area Agreements through the Local Strategic Partnership. Development of what will be in the LAA will start April 2006, to be in place for March The C+YP block of the LAA needs to agree with the Government Office as to what Tameside is intending to do to address under-performance.. This will be done through a performance lead for C+YP block. 9. Conclusion 9.1 This document is an overarching framework reflecting Tameside Council s and a wide range of other organisations approach to Integrating Children s Services through an Integrated Performance Management Framework 9.2 This framework covers those areas best covered by a collective performance review. The key task is to use the integrated performance management framework to describe improved outcomes rather than increased local activity. 9.3 It is proposed that the CYPSP ensures collaborative governance accountability for identified outcome measures and indicators.at future commissioning strategies reflect these outcome measures and that these are driven by the CYPP, which is the overarching strategic plan for delivering on the agreed outcomes and indicators. The measures and indcators will also be aligned to other drivers that involve significant partnership working such as the Local Strategic Partnership (LSP), and Local Area Agreements (LAA). 9.4 The Integrated Performance framework needs to be aligned with the business plans of strategic partners. New work needs to take place on identifying evidence based outcome indicators and for agencies to assess and develop existing data capturing processes. 9.5 Together these represent the new improvement cycle which seeks to bring together central government support with local planning, commissioning and delivery of services. Page 6 of 10

7 Appendix 1 Performance management: levels, links and connections DfES/GONW priorities meetings JARS/APA/LAA s LSP / Community Strategy Housing Partnership Economic Dev CYPSP N Renewal Subgroup CDRP Health Partnership LSCB Agency/ organisation Corporate Plan CYPP Neighbourhood Renewal Strategy 5 Outcomes/ 11 Priorities NSF Agency/ organisation Directorate covering children and young people Business Plans/ Local Delivery Plans Key Partnership Links Organisation Links Informs Service Plans Workgroup /Team Plans Joint Commissioning Executive Children s Commissioning Team Individual staff plans Be Healthy Enjoy and Achieve Positive Contribution Economic Wellbeing Integration Team Page 7 of 10

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9 Appendix 2 Overarching shared priorities for children and young people in Tameside agreed by key partners at Children and Young People s Strategic Partnership 2006/007: Better targeting of services to areas of multiple deprivation where all outcomes are comparatively poor. Smoking, drugs and alcohol Mental health Domestic violence KS4 performance particularly boys Staying on rates particularly boys Exclusions particularly boys Teenage pregnancy Under-achievement of particular groups LAC, Young people in PRUs, Travellers, Bangladeshi and Pakistani pupils Support to parents Children with Disabilities Page 9 of 10

10 Appendix 3 Glossary CDRP - Crime and Disorder Reduction Partnership CYPP - Children and Young People s Plan CYPSP - Children and Young People s Strategic Partnership CAMHS - Child and Adolescent Mental Health Service DFES - Department of Further Education and Skills JAR - Joint Area Review LAA - Local Area Agreements LSCB - Local Safeguarding Children Board LSP - Local Strategic Partnership LSPA - Local Public Service Agreement NSF - National Service Framework for Children and Maternity Services NRS - Neighbourhood Renewal Sub-Group PMF - Performance Management Framework PSA - Public Service Agreements PCT - Primary Care Trust TSP - Tameside Strategic Partnership Page 10 of 10