Children’s and Adults’ Services Directorate Plan
2016 - 2020
1. Introduction
In March 2014 Bedford Borough Council appointed their first Director of Children’s and Adults’ services. The ambition behind this move was to bring the two former separate Directorates of into one with a view to maximising the benefits of single leadership and management of the services.
2. Our Vision
The overall vision for the Directorate is to deliver services which ensure that Bedford is:
A Borough where people of all ages, particularly the most vulnerable are able to lead happy, independent lives and fulfil their potential.
Bedford Borough Council is committed to maintaining safe and effective services for children, young people, families and carers, the elderly, the frail and those with disability and special needs. The Directorate is central to the delivery of this ambition.
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3. Context
The new Directorate is operating in challenging times. In all areas we will be facing an increase in demand for services from demographic changes, rising need and greater aspirations. This is at a time of financial constraint when we need to deliver services with reduced resources.
The Directorate provides services for some of the most vulnerable children and adults in the Borough. Some of the headline pressures facing these areas are as follows:
• The 65+ population is due to increase by 30% by 2021 and the 80+ group by 38% thereby increasing the demand for adult care services. A proportion of this group will develop dementia and require specialist support and help.
• The number of children born in Bedford Borough is rising with many attributable to mothers born outside the UK. This will require us to plan effectively for future school places and early year’s provision of all types.
• Achievement in schools has been rising but there is still much to do to ensure all children and young people fulfil their potential.
• 20% of our children are raised in income deprived households.
• There has been an increase of 51% in the number of contacts made with children’s social care in the last 3 years.
• The numbers of looked after children has risen by 52% since 2012.
• As some families continue to face challenges or live ‘chaotic lives’ we will need to ensure we have effective safeguarding procedures for children and adults.
• There is a demand for housing and there has been a rise in the numbers of individuals presenting as homeless.
The Borough faces, in common with all local authorities, the financial challenges arising from austerity. The Council has already delivered
£81M of savings and efficiencies and in the next three years is required to find further savings of £25M. The Directorate will need to ensure that we are as efficient as possible and continue to seek new and innovative ways of delivering services. These challenges should not stop us from aspiring to deliver modern, efficient and effective services that deliver good outcomes for our community. In all areas we aspire to deliver services that have been designed with and for our clients and that our services are designed around the needs of the individual.
We cannot deliver the most effective services on our own. We need to work in partnership with public sector services, the private sector and voluntary and community groups. In particular we need to work with partners to ensure effective safeguarding for all ages. This will require a strong partnership with the Police, schools, early years’ providers and health. The relationship with the Bedfordshire Clinical Commissioning Group will be critical to the delivery of high quality services for some of the most vulnerable people of all ages in our communities.
We are also in a period of major legislative change. The Care Act (2014), Children and Families Act (2014) and the Health and Social Care Act (2012) are all significant pieces of legislation affecting the work of the Directorate. We also need to continue to respond to the reform of adoption services, the Munro report and the Winterbourne review. We need to respond to the Government’s White Paper Educational Excellence Everwhere (March 2016) and any related legislation. By 2017 we need to have agreed an Integration Plan with the NHS leading to an integrated Health and Social Care system by 2020.
We will continue to judge our success against a range of performance indicators and the outcome of the inspection regimes our services are subject to including Ofsted and the Care Quality Commission. Appendix 1 shows the performance indicators by which the Directorate is measured.
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4. Delivering Our Vision – Governance
The Directorate is accountable to the Mayor, Executive and elected members of the Council and in particular the Executive Portfolio holders for Education; Children’s Social Care; Adults Services and Community Well-being.
The Director is accountable to the Chief Executive and is a member of the senior management group of the Council and is responsible for ensuring that the Council meets the statutory duties of a Director of Adult Social Services (DASS) and a Director of Children’s Services (DCS).
The Directorate works within the constitution and governance arrangements of the Council including the Committee structure and financial procedure rules.
This service plan will help the Directorate deliver the Council’s agreed Corporate Plan (2016-2020) and the three key priorities:
• A Thriving local economy
• Empowering communities
• Supporting People
The Directorate plays a key role in the Bedford Borough Health and Well Being Board including the Joint Officers Commissioning Group and the sub groups for children and adults services. This includes ensuring that the priorities of the Health and Wellbeing Strategy are delivered.
The priorities are:
• Give every child the best start in life.
• Support mental health and wellbeing throughout life.
• Reduce premature mortality by helping people to live longer more healthy lives.
• Create a thriving and sustainable environment in which communities can flourish.
• Help older people to maintain a healthy independent life for as long as possible
The Partnership Framework for Bedford Borough’s Children, Young People and Families 2014-2017 has six themes which the Directorate and its partners are working towards:
• Early help
• Healthy Children and Young people
• Effective Safeguarding
• Positive life chances through learning
• Improving the life chances of children and young people who are living away from home
• Improving outcomes for children and young people with additional and complex needs.
The Better Care Fund Plan has 6 programmes which the Directorate and its partners are committed to delivering:
• Reshaping our reablement and rehabilitation model for older people
• Targeting our work with people with life limiting conditions
• Improving our integrated care pathways across our provision
• Redesigning our prevention model
• Improving the user experience
• Integrating our commissioning arrangements
The Directorate is a member of the respective safeguarding boards for children and adults and contributes to the delivery of the business plan of both boards.
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The Strategic Objectives of the Bedford Borough and Central Bedfordshire Safeguarding Adults’ Board are:
• Prevention and Raising Awareness
• Workforce development and Accountability
• Partnership Working
• Quality Assurance and Protection
• Involving People and Empowerment
• Outcomes and Proportionality
The strategic objectives of the Bedford Borough Safeguarding Children’s Board are:
• To operate an effective LSCB that focuses its work on local safeguarding priorities including ensuring that children at risk of significant harm are safeguarded
• Strengthen and implement multi-agency agreed thresholds for intervention and early help. In order to promote more effective services to safeguard vulnerable children and young people.
• The BBSCB to assure itself that there is effective communication and engagement with children and young people that demonstrates how their wishes and feelings are both asked for and taken into account.
• Ensure the BBSCB has an effective Learning and Improvement Framework in place which demonstrates evidence of outcomes and impact on practice.
The Directorate is also committed to delivering the pledges contained in the Council’s Corporate Parenting Strategy:
• Get to know about looked after children and care leavers and listen to your views.
• Help you to feel safe and supported in everything we do.
• Support you to be healthy.
• Support you and inspire your educational achievements.
• Celebrate your achievements with you.
• Be ambitious for you and let you know what is there for you.
• Help you to have safe and stable placements
• Help with building real honest relationships with Social Workers, carers and families.
• Help you to be like our own children and young people with lots of opportunities.
• Develop a Curriculum for Life for care leavers.
5. Delivering Our Vision – Our Services
Whilst the Directorate provides services to a diverse group of residents and across all ages there are 6 basic principles that we will follow:
• Services will be designed with the individual service user in mind.
• Wherever possible we will seek to sustain independence and help service users to help themselves
• We aim to provide early help and intervention and prevent escalation to a more serious level
• We aim to provide service of the highest quality which promote good outcomes and are ‘value for money’
• We will work in partnership to achieve integrated and joined up services
• We will prioritise safeguarding of the vulnerable and work with others to ensure individuals are kept safe from abuse, neglect and harm.
The Directorate will continue to provide and commission services to children, young people, carers, and vulnerable adults including those with special needs and disabilities. Our services follow the whole life cycle (‘cradle to grave’) and begin with pre birth safeguarding checks through to end of life care. We are a provider of universal services through our commissioning of early years services, children’s centres and our work with schools. We also provide specialist and targeted services in the areas of special education needs and disabilities (SEND), support for the elderly, vulnerable adults and safeguarding, and assessment of need. We believe that the provision of good advice and support is integral to delivering our services and ensuring individuals can make good choices.
Birth to Early Years
We aim from birth to work in partnership with others to ensure that we have integrated and effective services particularly across public agencies. In the early years of life we aim to provide early intervention and prevention services to families in need through our early help
‘offer’ and working together with other agencies such as Health Visitors, School Nurses, Health services ,the Police , Children’s Centres and the voluntary and community sector. Our schools are at the heart of our communities and we will work with schools of all types to ensure they can play their full role. Schools are also a critical part of our ‘early warning system’ for children, young people, families and carers who might require some intervention.
We know that effective early years support is a strong contributor to children’s success at school but once at school we need to continue our partnership working with all schools to support the highest possible levels of leadership and teaching. The Directorate aims to strengthen the partnership with schools to include a focus on early intervention /prevention as well as the provision of high quality teaching leading to good outcomes for children and young people. In these early stages of life we will work in close partnership with the health services to ensure that
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we promote and support the health and well being of children and young people. This ranges from effective universal support to more targeted work such as providing services to support children and young people with mental health and other issues.
Children in need and looked after.
Throughout our work with children and young people we will place an emphasis on hearing their voice and encouraging their participation and engagement. This is particularly important with our looked after children (LAC). We will maintain a high commitment to being an active corporate parent and work with all our partners to ensure all our LAC fulfil their potential. At the heart of our targeted and specialist services will be a solid system for identifying and dealing with children in need and those at risk. This we will do in partnership with our principle partners beginning with the continuing development of a Multi-Agency Safeguarding Hub (MASH). The MASH will act as the main repository for contacts and referrals with regarding to safeguarding concerns concerning children and young people. Once fully operational we will consider the advantages of integrating the adults safeguarding service into the MASH but in the meantime we will maintain our adults safeguarding service.
When cases are considered by the MASH to be of concern they will be progressed in a timely fashion to the appropriate referral pathway.
We will conduct timely assessments and draw up good plans for children in need of protection and other support. We will use a range of approaches to ensure that the right support is provided at the right time. Where children enter the care system we will treat them well and where possible and appropriate move them in to a permanent care arrangement. Wherever possible and safe we will seek to retain the link between children, young people and their families.
Children and Adults with special education need and disability (SEND)
A particular focus of the Directorate’s work is children and adults with SEND. The new Directorate provides the opportunity to ensure that services for children, young people and adults with SEND are co-located and integrated providing a single point of contact for individuals, parents and carers. This will enable us to develop the concept of whole life planning and improve the pathways from supporting the child, through adolescence and into adulthood with an emphasis wherever possible on promoting independent living.
Transition to Adulthood
As our young people grow into adulthood the focus of our services shifts mainly to the vulnerable. We offer support for those who find themselves in need of a home through our homeless service. We seek wherever possible to assist individuals to live independently and to help them solve their housing needs.
For adults with learning and other disabilities we provide a range of services including needs assessments, access to resources including direct payments and other services. For the elderly we conduct needs and care assessments and similarly where appropriate provide direct payments and care. In delivering these services the Directorate recognises the critical importance to individuals of joined up and integrated services particularly with health. Through the Better Care Fund and our wider relationship with the Bedfordshire CCG and other NHS providers we aim to provide more services in the community which support independence and reablement. In this way we seek to minimise the need to either attend or stay in hospital and for individuals to get services closest to home.
Ensuring quality
In all we do it is important that we are assured that our direct services and those we commission are of the highest quality. We also have to play our part in the regulatory frameworks which exist to protect people and assure high standards of care particularly in institutions. To this end we have services in both Adults and Children’s that are contributing to this work. The Independent Review Service in children’s and the Adult Quality and Review Service are critical to our work in this area. Allied to high standards of service quality we must ensure that services are provided at the right cost. Both internal and external services will be commissioned in the same way and will need to meet both quality and cost standards.
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6. Delivering Our Vision – Our staff
We cannot deliver the services described above without a skilled and committed workforce that is clear about their responsibilities and the expectations on them. This requires us to ensure that our levels of pay and terms and conditions remain competitive and we promote and ensure that the Council is a good place to work.
We need to ensure we can recruit and retain sufficient staff and have an appropriate balance between permanent members of staff and good quality interim and agency staff. Staff should feel supported and empowered to deliver their services to the best of their ability.
The Directorate will set out clear plans for workforce development and career progression so as to utilise and develop the talent within the workforce.
To achieve this we need to ensure that we work cooperatively with colleagues in corporate services to ensure that Managers in the Directorate have sufficient support to recruit and develop an effective workforce. This support includes Human resources, Finance and an IT infrastructure that enables managers to be self sufficient when discharging their functions.
Managers and workers within the Directorate will be properly supervised and receive annual appraisals based on the delivery of key performance and other indicators. They will be supported through high quality training and development support.
We will celebrate the success of our workforce and encourage a ‘learning culture’ which includes learning for our mistakes.
7. Delivering Our Vision – Our Structure
The structure of the Directorate must support the delivery of the above vision for service outcomes and delivery. It must also be effective, efficient and make sense to partners and service users.
The Directorate is headed by a Director of Children’s and Adults’ Services who fulfils the statutory duties of a Director of Adults Services (DASS) and a Director of Children’s Services (DCS).
The Director is supported by four Assistant Directors who lead and manage the principle arms of the Directorate.
AD (Commissioning and Business Support)
This arm deals with all the contractual and other financial arrangements associated with our work. It is also the main interface with the corporate services which support the Directorate and those corporate services to which the Directorate must report and/or contribute.
The AD (C&BS) will take the lead role in budget setting and monitoring ensuring value for money and effective use of resources.
Performance review, monitoring and service planning will also be managed through this arm of the Directorate. This arm will also manage the homelessness and housing needs services, adult and community learning, the gypsy and traveller service and supporting people programme.
AD (Early help and Schools)
This AD is also the Chief Education Officer and this arm is responsible for managing an effective ‘early help offer’ ensuring quality in all provision 0 -19, leading on school improvement and the school partnership, providing statutory services in respect of schools, managing ‘traded’ services with schools and other providers and ensuring delivery of capital programmes for schools. This section will be responsible for the educational performance of Looked After Children (LAC) and contain the statutory post of virtual Head teacher for LAC.
The section also manages a range of SEND services given the clear synergies that these services have with schools / early settings.
This will include the Child Development Centre, the SEND team and the commissioning of other SEND services particularly from special schools.
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AD (Children and Young Peoples’ Safeguarding)
This AD will be the Chief Social Worker (Children) for the Borough and be responsible for setting and maintaining high standards of social work practice in the Borough in respect of children and young people’s services. This arm is responsible for the MASH, single assessment process, care management, adoption, fostering, permanency, leaving care service, youth offending service, engagement and participation and corporate parenting.
AD (Adults, Older People and Disabilities)
This AD will be the Chief Social Worker (Adults) for the Borough and be responsible for setting and maintaining high standards of social work practice in the Borough in respect of adults and for children and young people with disabilities.
This arm is responsible for care assessment and support for children, young people and adults with disabilities, mental health services and commissioning /provision (in conjunction with the AD Q&BS) of homecare and reablement.
This arm is responsible for the assessment and safeguarding of vulnerable adults and older people.
This arm will manage most direct services provided by the Directorate. These services will be commissioned in the same way as other providers and will need to provide high quality and value for money. This arm will manage:
Older Peoples residential homes; Homecare and reablement, extra care at Tavistock/Dame Alice; short breaks service;
Huddleston way and Goldington day centres
The organisation structure of the Directorate can be found at appendix 2.
8. Delivering Our Vision –managing our work programme
On an annual basis the Directorate will identify key priorities and work streams which are critical to the delivery of the Directorate plan and vision. Programme management and project plans will be developed to provide clarity on what needs to be done, by whom and by when.
This will ensure that the Directorate can effectively prioritise and deliver.
Appendix 3 sets out our work programme for 2016/17 and it will update this on an annual basis.
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9. Delivering our vision – managing resources
The Directorate’s resources are set on an annual basis through the Council’s budget process. As a high spending / high demand Directorate it is important that we deliver value for money. The Directorate will compare its service costs and outcomes on a regular basis with Bedford’s statistical neighbours and other evidence to ensure that we are delivering the best service at the lowest cost.
Budget monitoring within the Directorate will be robust and delivered through the Council’s regular cycle of budget monitoring. The overall objective of the Directorate is to maximise value and deliver services within the allocated level of resources talking into account the annual assessment of, and evidence of, need and demand for services.
Appendix 1 – Children’s and Adults Directorate Key Performance Indicators (2014-15)
Key:
QPR The Mayor’s & Chief Executive’s Quarterly Performance Report (Key Indicator Report) ASBSR Adult Services Business Support Report
CSBSR Children’s Services Business Support Report
CP Corporate Plan
BCF Better Care Fund
SIPC School Improvement Performance Clinic CSIBR Children’s Services Improvement Board Report HWBIPF Health & Wellbeing Integrated Performance Report OSC Overview & Scrutiny Committee (Adults & Children’s)
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Adult Social Care & Operational Housing Performance Indicators Indicator
Reference Description Polarity 2013/14 Outturn 2014/15 Target Forum
CF5AC Adult & Community Services - % of invoices paid late Low % 4.1%
637 out of 15,500 5% Or Less QPR ASBSR AOSC BV12A Adult & Community Services – the number of days/shifts lost to the
authority due to sickness absence Low Numbers 9.24 8 QPR
ASBSR AOSC
ASCOF 1A Social Care-related quality of life (User Survey) High Rate 18.9
39,952 score
from 2,109 19.0
QPR CP HWBIPF ASBSR AOSC ASCOF 1B Enhancing control and independence, proportion of people who use services
and have control, over their daily life High % 77.6% 77.0% HWBIPF
ASBSR
ASCOF 1C Ai Proportion of Service Users using social care who receive self-directed
support High % 69.8% 70%
QPRHWBIPF CPASBSR AOSC ASCOF1C Aii Proportion of Carers using social care who receive self-directed support High % n/a n/a
QPRHWBIPF ASBSR AOSC
ASCOF1E Adults with learning disabilities in employment High % 5.3%
29/543 5.5%
QPRHWBIPF ASBSR AOSC
ASCOF1F Adults in contact with secondary mental health services in paid employment (average of month end snapshot in the year)
Positive increase in %
High %
7.3%48/656 7.7%
QPRHWBIPF ASBSR AOSC
ASCOF1G Adults with learning disabilities in settled accommodation High % 63.5%
345/543 67.7%
QPRHWBIPF ASBSR AOSC
Indicator
Reference Description Polarity 2013/14 Outturn 2014/15 Target Forum
ASCOF1H Adults in contact with secondary mental health services in settled accommodation (average of month end snapshot in the year)
Positive increase in %High %
86.1%
556/646 75.0%
QPRHWBIPF ASBSR AOSC ASCOF1Ii Proportion of Service Users reporting that they have as much social contact
as they would like High % 42.6% 43.4% QPR
ASBSR AOSC ASCOF1Iii Proportion of Carers who use services and have reported that they have as
much social contact as they would like High % n/a _ QPR
ASBSR AOSC NI133 Timeliness of social care packages following assessment within 28 days High % 88.8% 88.0% QPR
ASBSR AOSC NI135 Carers receiving needs assessment or review and a specific carers service or
advice and information High % 38.2% 40.0%
QPRCP ASBSR AOSC
D40 Clients receiving a review High % 82.6% 86.0%
QPRCP ASBSR AOSC BCF ASCOF2Aii Permanent admissions (age 65+) to residential and nursing care homes, per
100,000 population aged 65+ Low Rate
679.0 178admissions
656.3
182 admissions
HWBIPF QPRASBSR BCFAOSC
BCF ASCOF 2Bi Achieving independence for older people through rehabilitation/intermediate
care i.e. people who remain at home 91 days after hospital discharge High %
Not Available Social Care Only Outturn
50%
75%
Provisional
HWBIPF QPRCP ASBSR BCFAOSC
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Adult Social Care & Operational Housing Performance Indicators (Continued) Indicator
Reference Description Polarity 2013/14 Outturn 2014/15 Target Forum
BCF ASCOF 2Ci
Delayed Transfers Of Care from hospital per 100,000 pop. Total Delayed Transfers Of Care (Aged 18+). The average quarterly rate – ALL
Denominator is 126,052
Low rate per 100,000
479.0 Q1 (597) 643.5 Q2 (802) 982.9 Q3 (1225) 569.6 Q4 (718)
464.4 Q1 623.6 Q2 952.8 Q3 552.2 Q4 Provisional
HWBIPF QPRCP ASBSR BCFAOSC
ASCOF 2D Overall percentage of new Short-Term service clients achieving
independence (i.e. not resulting in a long-term service) High % N/A N/A QPR
ASBSR AOSC NI132 Timeliness of social care assessments (all adults) within 28 days High % 96.2%
(1,519
Assessments) 95.0% QPR
ASBSR AOSC NI136 People supported to live independently through social services (all adults)
per 100k population. Please note: figures are a snapshot of open clients at
period end) (Population 18+ is 124,626) High Numbers 2,710
(1,852 Service
Users) 2700
QPRCP ASBSR AOSC BCF NHSOF Total Emergency Admissions in to hospital (general & acute) – Non-Elective
Admissions (All Age) per 100,000 population Low Rate
Q1 2126 Q2 2089 Q3 2092 Q4 2120
Q1 2030 Q2 1995 Q3 1997 Q4 2024 Provisional
QPRHWBIPF BCFAOSC
BCF LEIS 1 Active Participation at Leisure Facilities (Average Monthly Rate per 1,000
population) High Numbers 683,238 (est) or
357.7 per 1000 per
month 357.0 per 1000 BCF
QPR
ASCOF 3A Overall satisfaction of people who use services with their care and support
Source: User Survey High %
66.9%
1,538 out of 2,300 Users
66.9%
QPR CP ASBSR AOSC
ASCOF 3Di The proportion of service Users who find it easy to find information about
services High % 79.1% 75.0%
QPRCP ASBSR AOSC
Indicator
Reference Description Polarity 2013/14 Outturn 2014/15 Target Forum
ASCOF 3Dii The proportion of Carers who find it easy to find information about services High % N/A 67.0% QPR ASBSR AOSC ASCOF 3E Placeholder: Improving People’s Experience Of Integrated Care (Using Data
Obtained From The Adult Social Care Survey & Carers Survey) High % N/A _
QPRASBSR AOSC
ASCOF 4A The proportion of people who use services who feel safe
Source: User survey High %
64.7%
1,482 out of 2,292 responses
66.0%
QPR HWBIPF ASBSR AOSC
ASCOF 4B The proportion of service users who say that the services provided have made them feel safe and secure
Source: User survey High %
82.6%
1,852 out of 2,241 responses
82.0% HWBIPF
ASBSR
P1E (E6)
NI156 Number of households living in temporary accommodation Low Numbers/
close to capacity 62 65
QPRCP ASBSR AOSC
P1E (E10) Number of households for whom homelessness was prevented High Numbers 465 400 QPR
ASBSR AOSC
H1 Estimate of the number of people sleeping rough on a typical night Low Numbers 26 18 QPR
ASBSR AOSC H2 Number of nights in emergency accommodation
(Emergency Accommodation relates to Bed & Breakfast) Low Numbers 188 700
QPR CP ASBSR AOSC
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Children’s Services Social Care Performance Indicators Indicator
Reference Description Polarity 2013/14 Outturn 2014/15 Target Forum
CF 5AC Children & Family Services - % of invoices paid late Low % 4.0%
440 out of 11,065 5% or less QPR BV12a Children & Family services - the number of days/shifts lost to the
authority due to sickness absence Low Numbers 9.13 8 QPR
VC1 Average social worker caseload Low 17.4 22.0
QPRCP CSBSR COSCCSIBR
VC2 Average Independent Reviewing Officer (IRO) caseload
Target based on FTE of 5.4 Low 79.4 70 QPR
CSBSR COSC VC3 Percentage of social work post filled by agency workers Low % Not
Available 15% QPR
CSBSR COSC VC7 Common Assessment Framework (CAFs) completed per 10,000
population under 18) High Rate 77.3
(279 CAFs) 80
QPRCSBSR COSCCSIBR
VC37 Number of enquiries received into MASH (Multi-Agency Support Hub) Context Only _ Context Only
QPRCSBSR COSC
VC8 Number of Contacts to children social care Context Only 7,672 Context
Only
QPRCSBSR COSCCSIBR
VC8ii Number of contacts where no further action (NFA) was required _ 6,652 _ CSIBR
VC15 Number of Contact moved to Single Assessment during the year Context Only 970 Context Only
QPRCSBSR COSCCSIBR
VC17 Percentage of Single Assessment completed in less than 45 working
days Context Only 70.4% 75.0%
QPRCP CSBSR COSC
Indicator
Reference Description Polarity 2013/14 Outturn 2014/15 Target Forum
VC19 Number of Children in Need (excluding Looked After and Child Protection children)
Within 10% of Target
(Range)
904 700
QPRCSBSR COSCCSIBR
NI64 Child Protection Plans lasting 2 years or more Low % 0.7%
(1 Child) 6.0% QPR
CSBSR COSC NI67 Child protection cases which were reviewed within required
timescales High % 100% 100%
QPRCSBSR COSC
CD03 Children subject of a Child Protection (CP) plan per 10,000 population aged under 18
Low Rate Within 10% of Target
44.6(164 Children)
42.0(154 Children)
QPRCP CSBSR COSC VC24 Number of children subject to a Child Protection Plan Within 10% of
Target 164 154 CSIBR
VC25
Percentage of Children subject to Child Protection plans in receipt of 6 weekly visits which are up to date.
This is a snapshot indicator
High % 75.3% 100% QPR
CSBSR COSC
PAN1 Number of children referred to Panel High 12
(Q4) _ CSIBR
PAN2 Number of agencies involvement High 6
(Q4) _ CSIBR
PAN3 Number of Panels held in the quarter High 12
(Q4) 24 CSIBR
FISS1 Number of children open to FISS (snapshot) High 129 _ CSIBR
NI62 Stability of placements of looked after children: % with 3 or more
placements in the year High % 10.9%
(29Children) 12% QPR
CSBSR COSC NI63 Stability of placements of looked after children: % in a long term
stable placement (same placement for 2 years or more) High % 45%
(27Children) 60%
QPRHWBIPF CSBSR COSC
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Children’s Services Social Care Performance Indicators (Continued) Indicator
Reference Description Polarity 2013/14 Outturn 2014/15 Target Forum
CD08 Children Looked After (LAC) that are the responsibility of the local authority stated as per 10,000 children’s population aged under 18 (36,756 ONS figure)
Within 10% of Target
(Range)
72.9(268 Children)
69(254 Children)
QPRCP CSBSR COSC
VC29 Number of LAC Low 268
(74.2 per 10k pop) 254 CSIBR
VC29i Number of Children Becoming Looked After Low 101 _ CSIBR
VC29ii Number of Children Ceasing to be Looked After High 78 _ CSIBR
ADOPT1 Number of children with a plan of adoption (but not yet placed)
(snapshot) High 40 _ CSIBR
ADOPT2 Number of children placed for adoption (snapshot) High 26 _ CSIBR
ADOPT3 Number of adoptions (in month) High 10 _ CSIBR
ADOPT4 Number of children adopted from in-house fostering High _ _ CSIBR
ADOPT5 Number of children adopted from independent fostering High _ _ CSIBR
VC30 Adoption – Average length of time in months between entering into
care and adopted Low 19.4 14.0
QPRCSBSR COSCCSIBR
VC32 Adoption - % of Looked After Children ceasing as a result of a Permanency Order (Adoption, Special Guardianship, Residence
Order) High % 28.6%
(22Children) 28%
QPRHWBIPF CP CSBSR COSCCSIBR
ADOPT6 Number of children subject to Adoption allowances _ 42 _ CSIBR
ADOPT7 Children subject to inter-agency fees (snapshot) _ 10 _ CSIBR
FOS1 Number of children in IFAs Low 118 108 CSIBR
FOS2 Number of children in in-house fostering (including Kinship care) High 76 86 CSIBR
FOS3 Number of fostering enquiries High 25
(Q4) _ CSIBR
FOS4 Number of foster care initial visits High 14
(Q4) _ CSIBR
FOS5 Number of stage 1 assessments commenced High 10
(Q4) _ CSIBR
Indicator
Reference Description Polarity 2013/14 Outturn 2014/15 Target Forum
FOS6 Total number of stage 2 commenced High 2
(Q4) _ CSIBR
FOS7 Number of Fostering Panel approvals High 8
(Q4) _ CSIBR
FOS8 Number of de-registrations (Panel of HOS) Low 1
(Q4) _ CSIBR
FOS9 Number of new placement requests _ 26
(Q4) _ CSIBR
FOS10 Number of exemptions _ 2
(Q4) _ CSIBR
RES1 Number of residential placements made (snapshot) Low 30 _ CSIBR
RES3 Occupancy at St Christopher’s (snapshot, excluding emergency bed) High 83.3%
(5 out of 6) _ CSIBR
RES4 Occupancy in-house at Sunflower House High 100%
(March snapshot) _ CSIBR
RES5 Occupancy in-house at Foxgloves (monthly %) High 47.6% _ CSIBR
CON1 Volume of supervised contact (in Quarter) Low 10,660 hours _ CSIBR
MASH1 Number of Enquiries received into MASH _ 486
(March 2014) _ CSIBR
VC40 Average time between a local authority receiving court authority to place a child and the local authority deciding on a match to an
adoptive family (days) Low 163 Days 121 Days QPR
CSBSR COSC
VC41 % of children who wait less than 20 months between entering care
and moving in with their adoptive family High % 80%
(8Children) 70%
QPRCSBSR COSC
VC42 Care Leavers engaged in higher education High Numbers 8.8%
5/57 10% HWBIPF
NI111 First time entrants to the criminal justice system aged 10-17 (%
Reduction) High % 20.3%
Reduction 5% QPR
CSBSR COSC NI116 Proportion of children (aged under 16) living in poverty Low % 19%
(Aug 2011) Context Only
QPRCP CSBSR COSC
25
Children’s Public Health Performance Indicators Indicator
Reference Description Polarity 2013/14
Outturn 2014/15 Target Forum CD20ai1
(OC2)
Percentage of children looked after for 12 months or more with a health assessment between April and September 2014 (aged under
5). (x2 health assessments) year High % 95.3%
41/43
(Apr-Sep) 90%
QPRCP CSBSR COSC CD20ai2
(OC2)
Percentage of children looked after for 12 months or more with a health assessment between October 2014 and March 2015 (aged
under 5). x2 health a year High % 97.7%
42/43
(Oct-Mar) 90% QPR
CSBSR COSC CD20aii Percentage of children looked after for 12 months or more with an
annual health assessment in the year (aged 5 and over) High % 84.8%
117/138 90%
QPRCP CSBSR COSC CD20b Dental - % of LAC (12 months or more) with a dentist visit during the
year High % 88.4%
160/181 90% QPR
CSBSR COSC CD20c Immunisation - % of LAC (12 months or more) with up to date
immunisations High % 92.8%
168/181 90% QPR
CSBSR COSC VC39 % of newly looked after children receiving an initial health
assessment within 20 working days of becoming looked after High % _ 100% QPR
CSBSR COSC PHOF 2.08 Emotional wellbeing (SDQ Score) of LAC aged between 4-16.
(Average score) Low Score 15.3 14.6
QPRHWBIPF CSBSR COSC
Children’s Services Education Performance Indicators Indicator
Reference Description Polarity 2013/14
Outturn 2014/15 Target Forum EYFS GLD Pupils achieving a GOOD Level of Development in the EYFS i.e.
achieving at least the expected level in the early learning goals. High %
48%(2012/2013)
1000/2087
59%
QPRCSBSR SIPCCOSC
3002OF KS1 KS1 Reading - % of pupils achieving L2 and above High %
91.7%
(2012/2013)
1811/1974 92%
QPRCSBSR SIPCCOSC
3003OF KS1 KS1 Writing - % of pupils achieving L2 and above High %
89.4%
(2012/2013) 1766/1974
90%
QPR CSBSR SIPCCOSC
3004OF KS1 KS1 Maths - % of pupils achieving L2 and above High % 94.3%
(2012/2013) 94%
QPRCSBSR SIPCCOSC
KS2 L4 RWM Achievement at Key Stage 2 Level 4 and above in Reading, Writing and Mathematics High % 73.5%
(2012/2013) 75%
QPR CP CSBSR SIPCCOSC
NI93a Progression by 2 levels in Reading between Key Stage 1 and Key
Stage 2 High % 82%
(2012/2013) 88%
QPR CSBSR SIPCCOSC
NI93b Progression by 2 levels in Writing between Key Stage 1 and Key Stage
2 High % 89%
(2012/2013) 90%
QPR CSBSR SIPCCOSC
NI94 Progression by 2 levels in Mathematics between Key Stage 1 and Key
Stage 2 High % 85%
(2012/2013) 85%
QPR CSBSR SIPCCOSC
27
Children’s Services Education Performance Indicators (Continued) Indicator
Reference Description Polarity 2013/14
Outturn 2014/15 Target Forum NI99a Children in care reaching level 4 in Reading at Key Stage 2 High %
100%(2012/2013)
1/1
48% QPR
SIPCCOSC
NI99b Children in care reaching level 4 in Writing at Key Stage 2 High %
100%(2012/2013)
1/1
48% QPR
SIPCCOSC
NI100 Children in care reaching level 4 in Maths at Key Stage 2 High %
100%(2012/2013)
1/1
44% QPR
SIPCCOSC
NI101 No of looked after children obtaining 5 GCSE’s including English &
Maths High % 14.3%
(2012/2013)
A/Y 15% HWBIPF
SIPC NI72 Pupils achieving a Good level of Development in the EYFS High % 48%
(2012/2013)
A/Y 59% HWBIPF
SIPC NI73 Achievement at Key Stage 2 Level 4 and above in Reading, Writing and
Mathematics High Rate per
10,000
73.5%
(2012/2013)
A/Y 75% HWBIPF
SIPC
NI75 Achievement of 5 or more A-C grades at GCSE or equivalent including
English and Mathematics (Threshold) High %
59.7%
(2012/2013) 1129/1891
(state funded-only) 62%
QPRCP SIPCCOSC
KS24E Expected Progress in English between Key Stage 2 and Key Stage 4 High % 70.4%
(2012/2013)
1273/1809 73%
QPRCSBSR SIPCCOSC
KS24M Expected Progress in Mathematics between Key Stage 2 and Key
Stage 4 High %
71.6%
(2012/2013) 1299/1815
72%
QPR CSBSR SIPCCOSC
Indicator
Reference Description Polarity 2013/14
Outturn 2014/15 Target Forum
KS2 FSM Gap Achievement gap between pupils eligible for free school meals (FSM) and their peers achieving the expected level at Key Stage 2 for Level 4
and above (Reading, Writing & Mathematics) Low % 17%
(2012/2013) 17%
QPRCP CSBSR SIPCCOSC
KS2 SEN Gap The Special Educational Needs (SEN)/non-SEN gap – achieving expected level at Key Stage 2 (Reading, Writing & Mathematics) Low % 52%
(2012/2013) 52%
QPRCP SIPCCOSC
NI105
KS4 SEN Gap The Special Educational Needs (SEN)/non-SEN gap – achieving 5 A-C
GCSE inc. E&M Low % 45.7%
(2012/2013) 46%
QPR CP SIPCCOSC
KS2 FSM6 Gap
Achievement gap between pupils eligible for FSM (FSM6) and their peers achieving the expected level at KS 2 for level 4 and (Reading,
Writing & Mathematics) Low % 18.6%
(2012/2013) 17%
QPR CSBSR SIPCCOSC
NI102B
KS4 FSM Gap Achievement gap between pupils eligible for free school meals (FSM)
and their peers achieving the expected level at Key Stage 4 Low % 26.9%
(2012/2013) 27%
QPRCSBSR SIPCCOSC
FSM6 KS4 Gap
Achievement gap between pupils eligible for free school meals
(FSM6) and their peers achieving the expected level at Key Stage 4 Low % 27.2%
(2012/2013) 26.5% QPR
SIPCCOSC
KS5 APS
Candidate KS5 Average Point Score Per Candidate High
672.8 (2012/2013) Including Further Education
(1602 Pupils)
700
QPRCSBSR SIPCCOSC
29
Children’s Services Education Performance Indicators (Continued) Indicator
Reference Description Polarity 2013/14
Outturn 2014/15 Target Forum KS5 APS
Entry KS5 Average Point Score Per Entry High
206.6 (2012/2013) Including Further Education
206
QPRCSBSR SIPCCOSC
NI114 Rate of permanent exclusions from school Low % 0.09%
(2012/2013)
Published 0.09%
QPRCSBSR SIPCCOSC
3034OF
Absence Authorised and unauthorised absences at primary schools Low %
4.8%(2012/2013)
143,349/
2,974,547 8,249 (Enrolments)
6.3%
QPRCSBSR SIPCCOSC
3035OF
Absence Authorised and unauthorised absences at secondary schools Low %
5.5%(2012/2013)
253,478/
4,596,276 12,951 (Enrolments)
6.3%
QPRCSBSR SIPCCOSC
NI87 Secondary school persistent absence rate Low %
5.3%(2012/2013)
681/12,951)
5.6% QPR
SIPCCOSC
NI117 16 to 18 years old who are not in education, employment or training
(NEET) Low %
6.2%(2013/2014)
334
7.5%
QPRCP CSBSR SIPCCOSC
30
Assistant Director
Children and Young People’s Safeguarding (Chief Social Worker - Children’s)
Head of Service Looked After Children
Team man- ager Placements
Manager Foxgloves
FOXGLOVES TEAM PLACE-
MENTS TEAM
Head of Service Social Work
Team Manager
Family Support Team 3
FAMILY SUPPORT
TEAM 3
CONFER- ENCE REVIEW AND
TEAM
Head of Service Safeguarding
& Quality Assurance
Manager Sunflower House
ADOPTION TEAM Team Managers Adoption Team
Manager Family Support Team 2
FAMILY SUPPORT TEAM
2 Team Manager
Family Support Team 1
FAMILY SUPPORT TEAM 1 Team
Manager Assess- ment Team Team
Manager MASH
ASSESS- MENT TEAM MASH
TEAM
Team Manag- Engagement er
& Develop- ment
Team Manager
Permanency Team Manager Leaving & After Care and Asylum
SUNFLOWER HOUSE TEAM ENGAGEMENT
AND DEVELOPMENT
TEAM
PERMANENCY
TEAM LEAVING &
AFTER CARE ASYLUM TEAM AND
LSCBTEAM Service
Manager Support Services
SUPPORT SERVICES
TEAM Team
manager Confer- ence &
Review
Team Managers Fostering
FOSTERING TEAM
2015/2016
Service Manager Youth Offending
YOUTH OFFENDING
TEAM
Appendix 2 – Directorate structure
