Agenda item

(CSP: BEC, SLE, P&S, HQL, MEC, BEC1, BEC2, SLE1, SLE2, P&S1, HQL1, MEC1)

Purpose: To report quarter three outturns for the Key Accountable Measures (KAMs) which monitor performance against the 2018/19 Council Performance Framework; to provide assurance that the objectives set out in the Council Strategy 2015-2019 and other areas of significant activity are being managed effectively; to present, by exception, those measures which are predicted to be ‘amber’ (behind schedule) or ‘red’ (not achievable) at year end, and provide information on any remedial action taken and the impact of that action; and to recommend changes to measures/targets, as requested by services.

Resolved that:

·         Progress against the KAMs and key achievements in all services be noted.

·         Those areas reported as ‘amber’ and ‘red’ had been reviewed to ensure that appropriate actions were in place, in particular for the measures relating to:

(1)  the number of bed days due to Delayed Transfers of Care (DToC) already reported to elected Members during the OSMC on a regular basis; and

(2)  the number of ASC clients with Long Term Support receiving a review – improvement actions included Corporate Board’s recommendation that the LGA be invited to conduct a focused peer review to identify any further solutions to manage performance in this area.

·         The house price and planning measures, and their possible impact on the provision of affordable housing committed to in the draft Council Strategy, be noted.

·         The increase in demand and its subsequent impact on performance and financial commitment in Children’s Social Care and Safeguarding Services be noted.

This decision is eligible to be ‘called-in’.  However, if the decision has not been ‘called-in’ by 5.00pm on 4 April 2019, then it will be implemented.

The Executive considered a report (Agenda Item 7) which outlined quarter three outturns for the Key Accountable Measures (KAMs) which monitored performance against the 2018/19 Council Performance Framework; provided assurance that the objectives set out in the Council Strategy 2015-2019 and other areas of significant activity were being managed effectively; presented, by exception, those measures which were predicted to be ‘amber’ or ‘red’ at year end, provided information on any remedial action taken/its impact; and recommended changes to measures/targets requested by services.

Councillor Dominic Boeck in introducing the report drew attention to the fact that actions were being put in place to improve those measures reporting as ‘amber’ or ‘red’. In particular, this included measures relating to:

(1)  The number of bed days due to Delayed Transfers of Care (DToC). This was already reported to Members, including the Overview and Scrutiny Management Commission (OSMC), on a regular basis.

(2)  The number of Adult Social Care (ASC) clients with Long Term Support receiving a review. Improvement actions included an invitation to the Local Government Association to conduct a focussed peer review to identify any further solutions to manage performance in this area.

The report also recommended that the following points be noted:

·         House prices and planning measures, and their potential impact on the provision of affordable housing committed to in the draft Council Strategy.

·         The increase in demand and its subsequent impact on performance and financial commitment in Children’s Social Care and Adult Safeguarding Services.

Councillor Graham Bridgman added to the points made about DToC. He explained that significant improvements had been made in this area of work and this had been achieved with the help of cross-system and cross-organisation co-operation with health partners. However, while performance was considerably better than a year ago, the Council was not resting on its laurels and this work continued to be high on the radar. Benchmarking data was regularly analysed for comparison purposes and to help identify any further areas for improvement.

Turning to Long Term Support packages, Councillor Bridgman advised that plans were in place to review these in line with Care Act requirements. This activity was listed as a high priority as part of the ASC New Ways of Working review. He would be working with officers to continue to make progress in this area.

Finally, Councillor Bridgman made reference to improvements at Birchwood Nursing Home. He had recently visited the home with Councillor Marigold Jaques and they were very impressed by the work of the team at Birchwood. As Portfolio Holder he was satisfied by the considerable amount of work that had been and continued to be undertaken, and by the resource levels put in place. He felt this was in line with the requirements and expectations of the Care Quality Commission (CQC).

Councillor Hilary Cole drew attention to the Council’s performance in the area of bin collection and street cleaning. The percentage of recycled, composted, reused and recovered household waste remained positive at an estimate of 89%. This equated with performance of previous years and it was expected that the annual target would be met.

The level of street cleanliness had been judged as ‘Good’ by Keep Britain Tidy.

Councillor Jeanette Clifford explained that since the report was written, the road condition annual report had been released and this showed that the condition of West Berkshire’s roads was found to be better than they had ever been previously.

Councillor James Fredrickson referred to the Measure of Volume for residents in receipt of Job Seeker’s Allowance and Universal Credit. He highlighted the point made by officers that under Universal Credit a broader span of claimants were required to look for work than under Jobseeker’s Allowance thereby helping more residents find work.

Councillor Lee Dillon queried where it was most appropriate to ask questions on these quarterly performance reports. He had been advised previously to ask questions at OSMC, but this required attendance of Portfolio Holders so they could answer questions. Councillor Graham Jones responded with the view that questions could be answered in more depth at OSMC meetings. Councillor Dillon therefore hoped that at the very least either the Leader, Deputy Leader or Portfolio Holder for Corporate Services would be in attendance at the OSMC. Councillor Graham Jones suggested that dialogue on this matter continue outside of the meeting. Councillor Boeck added that relevant Portfolio Holder attendance at OSMC would be aided by planning work in advance of OSMC meetings.

Councillor Dillon added comments on DToC, a topic which had been worked on by the OSMC. He commended the improvements that had been made in what was a multi-faceted area of work. Councillor Dillon noted that this was aided by the good relationship in place between the Council and the Royal Berkshire Hospital and felt that this was something to replicate with other hospitals.

Councillor Dillon next turned to the Key Accountable Performance Scorecard. He noted that of the seven priorities for improvement, three were reporting as ‘red’ and another three as partially ‘red’. He queried therefore the level of investment given to these areas by the Council and the level of risk of not achieving these priorities.

Councillor Bridgman responded by pointing out that the ‘red’ performance in safeguarding vulnerable adults was only as a result of the CQC rating awarded to Birchwood Nursing Home. This would not change until the home was re-inspected. Councillor Bridgman therefore advised that it was necessary to understand the detail behind the RAG ratings.

Councillor Graham Jones encouraged further dialogue on this point at OSMC meetings, with appropriate Members invited to participate in the debate.

RESOLVED that:

·         Progress against the KAMs and key achievements in all services be noted.

·         Those areas reported as ‘amber’ and ‘red’ had been reviewed to ensure that appropriate actions were in place, in particular for the measures relating to:

(1)  the number of bed days due to Delayed Transfers of Care (DToC) already reported to elected Members during the OSMC on a regular basis; and

(2)  the number of ASC clients with Long Term Support receiving a review – improvement actions included Corporate Board’s recommendation that the LGA be invited to conduct a focused peer review to identify any further solutions to manage performance in this area.

·         The house price and planning measures, and their possible impact on the provision of affordable housing committed to in the draft Council Strategy, be noted.

·         The increase in demand and its subsequent impact on performance and financial commitment in Children’s Social Care and Safeguarding Services be noted.

Other options considered: None.