1. Performance management, planning and review, systems & processes

A performance planning system and process was designed and successfully implemented within the Directorate with performance plans produced at service and operational management levels

An annual review (self-assessment) of progress against performance plans was undertaken for Children's Services and Older People/ Physical Disabilities Services.

The SSI Delivery & Improvement Statement (DIS) process was adopted as a key component of performance planning at Senior Management level. Social Services made significant contribution to Primary Care Trusts Local Delivery Plans (LDPs)

• Maintain and improve the performance planning process throughout the Directorate's operations ensuring the use of Business Excellence Self Assessment (EFQM).
• Develop and implement integrated Health and Social Care 'performance plans' at locality level (securing both DIS and LDP requirements).
• Develop and implement integrated 'performance plans' for other partnership arrangements as necessary.
• Develop and maintain management competencies in respect of performance planning and management.
• Improve the alignment and integration of performance planning and financial planning.
• Develop and implement more systematic monitoring of progress against performance plans.

2. Risk Management

Completion of Directorate Risk Management Plan and Business Continuity Plan

Risk Assessment of the Directorate's Strategic Programme 2002/3 implementation.

Risk management process built into Performance Planning process.

• Annual review of Directorate's Risk Management and Business Continuity Plan (County Hall).
• Extension of Business Continuity planning to Social Services locality sites and service units.
• Assess need for independent sector provider business continuity plans.
• Risk Management and Business Continuity Planning in respect of present and emerging partnerships.

3. Performance Improvement & Best Value:

Completion, reporting and implementation of action plans of Social Services Best Value Reviews:

• Accommodation Needs for Frail Elderly
• Learning Disabilities (Day Services)
• Help at Home
• Family Support Services
• Care Leavers
• Community Meals

Best Value Review of Physical Disability Services in partnership with Health.

Partnership and project working with North & East Devon Health Care Community in its 'Pursuing Perfection' Programme.

Implementation of actions from Learning Disabilities SSI Inspection.

Completion of SSI Climbié Audit and development of improvement action plan.

• Completion, reporting, consultation and implementation of Physical Disabilities Best Value Review.
• County Council Best Value Review of Workforce Development.
• Best Value Review of Mental Health Services in conjunction with the Partnership Trust.
• Continued development of 'Pursuing Perfection' partnership improvement and development activity.
• Systematically monitor Best Value Review Implementation Action Plans.
• Facilitate and respond to the 'follow up' SSI Inspection of Children's Services.
• Monitor Implementation of 'Climbié Audit Action Plan'. Develop and pilot 'Rapid Improvement' programmes and approaches initially within Older Peoples Services.
• Further develop the use of the Business Excellence Model in strategic performance review and planning within the Directorate securing effective alignment with SSI Management Review Standards and PAF.
• Continue partnership and project working within the North and East Devon Health Care Community 'Pursuing Perfection' Programme.

4. Quality & Customer Services: Integration of the Customer Services function within Performance Review.

Establishment of Quality and Customer Services.

Manager, Quality and Customer Services Team investment of two full time complaints investigation posts.

Increased the number of service units accredited to ISO 9002 to 11 service units.

• Develop and implement standards and audit based Quality Management Strategies and Systems across all services that enable user and staff involvement in monitoring and improving quality.
• Maintain and incrementally grow the use of IS0 9002.  
• Development of management and staff competencies in respect of continuous improvement, quality and customer care.
• Develop a quality management system for intermediate care services in partnership with Health.
• Review and improve the Directorate's Complaints & Representations procedures & processes to achieve earlier resolution of complaints; improved operational response and speed of processing; to enable closer linkage between complaint's feedback and outcomes and staff supervision and development. To ensure that ethnicity of complainants is captured and reported on and that the complaints system is able to investigate complaints of discrimination and “ethnic bias” against our services.
• Implement an e-enabled complaints system within the Directorate as part of the County Councils e-government strategy.
• Establish systematic 'across Directorate' measurement and reporting of user and carer satisfaction.
• Develop links with Health Clinical Governance approaches and programmes particularly in relation to joint management arrangements and teams.  

5. Management & Performance information

Provision of improved management information to the Directorate's Senior Management Team, Operational Management Teams and Management Conferences.

Delivery of management information to support: Statutory, Performance Assessment Framework (PAF), Best Value, Corporate Performance Assessment (CPA), Local Public Service Agreement (LPSA) Best Value and other strategic and operational reviews.

Delivery of management information to support development and implementation of audit trail framework for key indicators.

Initial commencement of development of 'local' performance indicators and reporting performance at  locality level.

Improved 'visual' presentation of management, demographic and socio-economic information including initial use of a Graphic Information System

Investment in management information staffing capacity with the establishment of a Management Information Manager and Team including integration of the Human Resource Information function.

• Produce a performance and management information development plan that incorporates the equalities and human rights agenda.
• Establish the Directorate's Management Information Team and service.
• Systematically produce relevant quarterly management information reports to the Directorate's Strategic Management, Divisional and Locality Management Teams.
• Provide management information to support the County Council's developing Corporate Performance Management requirements.  
• Develop additional 'local' performance indicators with specific priority to Learning Disability, Mental Health and Physical Disability Services.
• Respond to future management information and reporting requirements in respect of the Children's Service Trust.
• Develop integrated management information with Primary Care, Partnership and Acute Health Trusts that reflect the stages of partnership development.
• Identify and develop the Directorate's workforce management information and integrate with quarterly management information reports.
• Further improve alignment of activity and financial information reporting.
• Ensure the implementation of CareFirst and other systems to deliver the Directorate's management information requirements.