Docstoc

Say what you do Do what you say Prove it Improve it

Document Sample
Say what you do Do what you say Prove it Improve it Powered By Docstoc
					       Directorate of Social Care & Health
           Social Services Department




                 A Guide to the




         Quality & Performance
             Management
               Framework




Say          Do
what        what          Prove         Improve
you         you             it             it
 do         say
Contents
Overview of the Quality & Performance Management Framework    3
Introduction                                                     3

The Golden Thread and Performance Management Loop Diagram     4

Purpose and Benefits of Quality & Performance Management
Framework                                                    5

The Golden Thread (Business Planning)                         6
      Community Strategy                                      6
      Corporate Strategy                                      6
      Directorate Improvement Plan                            7
      Service Delivery Plans                                  7
      Team Plans and Personal Development Plans               7

Planning, Partnerships and Commissioning our Services        8

Quality and Performance Management Framework                 9
      The Delivery and Improvement Statement (DIS)            9
      Performance Assessment Framework (PAF)                 10
      Star Rating                                            10
      Comprehensive Performance Assessment (CPA)             10
      Departmental Quality System (DQS)                      10

How Quality and Performance is Monitored                     11
      Information Management                                 11
      Service User and Career Consultation and Feedback      12
      Compliments, Comments and Complaints                   13
      Involving Staff                                        13
      Quality Audits                                         14
      Analysing and Reporting on Performance                 15


Appendices
      Linked Strategies and Plans                            16
      Quality & Performance Reporting Schedule               17




                                                                     2
Overview of the Quality & Performance Management Framework

Introduction

Quality & Performance Vision: to make Staffordshire Social Services a leader in
the application of quality assurance and performance management emphasising
user and carer involvement as a means of evaluating needs and improving
services.

The Quality & Performance Management Framework for the Social Services Department
is made up of a number of important components. Together they create a
comprehensive view of the Department’s performance and are key methods and tools
with which to improve both the quality of services to users as well as the performance of
individuals and the organisation in delivering those services.

This guide is intended as a summary for all managers and staff to illustrate how the
business planning, performance assessment and quality assurance processes interlink.
It includes the methods that are used within the Social Services Department to evidence
performance; taking account of service user and carer feedback as well as learning from
complaints.

The Framework brings together the national performance agenda and local priorities to
represent an all-inclusive model of performance management that will assist staff in both
operational and strategic tasks. It also integrates elements that are specific to Social
Services with those that are in place corporately as part of the wider performance
agenda. This Framework reflects the Corporate Performance Management Strategy
which includes performance management and the reporting arrangements for the
Council. It is essential to ensure that we are able to take account of all of these in a way
that is coordinated and measurable.

Figure 1 provides an overview of the ‘The Golden Thread’ (business planning process)
as well as demonstrating how the Quality & Performance Management Framework
supports and interlinks with this agenda.

If you would like further information about any of the components referred to throughout
this document, please contact:

Quality & Performance Team
Social Care and Health Directorate
St Chad’s Place
Staffordshire
ST16 2LR

Tel No. 01785-27(7404)

Email: kate.billinge@staffordshire.gov.uk
                                                                                           3
The Golden Thread: Quality & Performance Management Loop




                                        Community Strategy
                                        Corporate Strategy


                                            Directorate
                                         Improvement Plan


                                        Service Delivery Plans
                                             Team Plans
                                        Personal Development
                                                Plans


                                          Set Objectives
                                            Corporate &
                                             Directorate
                                         Strategies & Plans
               Revise Objectives
                                        inc. Commissioning
                                            and Planning


        Act on                                                        Collect Evidence
                                                Adjust Tasks
     monitoring                                                   CSCI Inspection/PI Targets
   Share information                                             DQS/APEX/Apple Standards
     with staff &                                                Human Resources/Finance
      managers


                                   Share good
                                   practice




                                           Monitor Progress
                                             Consultation
                                              Complaints
                                             Performance
                                             Assessment




                                                                                         4
Purpose and Benefits of the Quality & Performance Framework

The purpose of the framework is that staff and managers know:

   •   What they are aiming for
   •   What they have to do to meet their objectives
   •   How to measure progress towards their objectives
   •   How they can detect performance problems and take action to remedy them

The benefits of the framework include:

   •   Improved outcomes for service users
   •   Improvements to the quality of what we do
   •   Recognition of good practice
   •   Improvements in how we support, train and develop staff
   •   Increased learning from best practice and benchmarking
   •   Focus on quality services
   •   Better use of resources
   •   Linking the bigger picture to the day job (The Golden Thread)
   •   Improved planning and commissioning of services

This framework has the following components: -

   • A published commitment to quality: Vision Statement
   • The national Performance Assessment Framework (PAF) and the Delivery and
     Improvement Statement (DIS) as a key driver for service improvement
   • Specifically defined standards: The Departmental Quality System (DQS); Apple in
     Adult Assessment and Care Management, APEX (Achieving Professional
     Excellence) for Children & Family Services.
   • Training/Organisational development and support for staff – Investor in People
     recognition interlinking with DQS standard 1: ‘Our Staff’.
   • Planning and Commissioning Strategies
   • Partnership working
   • Financial planning/audit
     Regular monitoring and review of work to ensure procedures are being followed
   • Checking standards and service delivery outcomes against users’ perspectives
   • Using outcomes from Compliments, Comments and Complaints to improve
     practice.
   • Good ICT: Systematic collection and reporting of statistics.
   • Analysis, evaluation and reporting of performance




                                                                                   5
The Golden Thread (Business Planning)

The Golden Thread is a concept used to describe the shared understanding of values
and objectives that are evident within our plans and that are reflected in our practice and
our interactions with service users. The Golden Thread is driven by the Community
Strategy and runs throughout the County Council Corporate Strategy, within the
Directorates, within services, within teams and through to individual staff and back
again.

Priorities are evaluated on an on-going basis providing the opportunity to review our
performance, taking into account feedback from our service users, carers and staff as
well as other monitoring exercises.

The Council recognises that developing comprehensive and systematic equality and
diversity practices is integral to its performance and will improve the quality of services it
provides. Aligning our equality and diversity objectives within the performance
management framework not only encourages a strategic approach but enables
Directorates to regularly review objectives and outcomes. This ensures that equality
and diversity remains at the heart of the business planning process.

Community Strategy
‘promoting inclusion and ensuring the delivery of high quality services’

The Community Strategy was drawn up in consultation with partnership organizations
and individuals throughout the County. It identifies joint priority areas to be addressed
by the County Council and their partners. Achievement of many of the national and
local priorities can only take place if robust partnership arrangements are in place. The
Corporate Strategy represents the County Councils contribution to delivering
improvements identified in the Community Strategy.

Corporate Strategy
“to make Staffordshire a great place to live, work, visit and invest”

The purpose of the Corporate Strategy is to provide a focal point for the Council to work
towards by outlining its priorities and allocating its resources in order to achieve
improvements in services. These priorities reflect the issues raised by the public and
partner agencies. The Strategy sets out what we want to achieve during the next three
years and the values, aims and targets we will be measured against.

The Strategy includes:

    •   The Council’s Vision for Staffordshire
    •   The Council’s Values
    •   The Council’s Key Aims
    •   The Council’s Key Priorities for Improvement


                                                                                             6
The Strategy sets out the key priorities which includes improving performance in Social
Services.

The Corporate Strategy will be delivered and monitored through individual Directorate
Improvement Plans across the Council.

Social Services therefore have a number of plans that link to the Corporate Strategy.
These plans underpin the Quality & Performance Management Framework.

Directorate Improvement Plan

The Directorate Improvement Plan (DIP) for Social Care and Health is a three year plan
and sets out how we will improve services in line with the Corporate priorities. This
makes clear how the Directorate is working collectively to achieve objectives. It is aimed
at Council members and staff across the County Council, organisations with whom we
work in partnership, and other stakeholders.

We will improve performance in Directorate of Social Care & Health by:
   • Improving access to services
   • Improving services and outcomes for vulnerable adults, children and consumers
   • Maximizing our impact on reducing health inequalities and improving health and
      well-being, in partnership with others
   • Working with people and communities
   • Being a well-managed and inclusive Directorate

Service Delivery Plans
“Making national agendas work for you”

There are Service Delivery Plans for all of the business units within the Department that
detail how they will meet key priorities. These plans also set out our financial and
human resource provision. Priorities and actions outlined in the Service Delivery Plan
support the performance management framework by linking the corporate strategy to
specific tasks for each service.

Team Plans and Personal Development Plans
“Helping people to perform”

Team plans and individual personal development plans link the key priorities and
objectives to frontline staff. These are translated into individual actions for teams to
work towards to ensure they are being met. Quality & Performance and managers will
review and monitor the progress of actions on team plans. All staff have Personal
development plans that are monitored on an on-going basis in supervision and reviewed
annually by managers.




                                                                                            7
Planning, Partnerships and Commissioning Our Services
“matching need and shaping services to deliver quality outcomes”

Effective performance management and business planning are strongly linked.
Business planning joins the broad policy objectives for social care, both nationally and
locally, to the delivery of day-to-day Social Care services.

The focus of all plans will be how to arrange good services and provide quality
outcomes for service users and carers. Plans at all levels will be clear about objectives
and should set out targets for delivery. This enables staff at all levels to be clear about
what is expected of them, and how their performance will be evaluated.

Objectives for social care need to be delivered in partnership, for example the National
Service Framework depends on Health and Social Services working together. Where
partnership arrangements are in place, joint plans and commissioning strategies are
produced, and combined performance management arrangements are required.

Strategic and service plans are supported by financial and human resource plans, as
well as a range of cross-cutting strategies for ensuring consistency and improving
performance (e.g. Communications, ICT strategies).

A key part of improving our services is the development and implementation of clear and
transparent commissioning strategies. Theses strategies set out how the Department
will use its budgets to contribute to the Corporate and Service Delivery Plans.

Commissioning is the process by which we specify, arrange and pay for services to
meet eligible need. We monitor services and change them over time in response to the
assessed needs of individuals and groups.

Commissioning strategies inform the business planning process about models and
levels of service to be commissioned within the resources available, and whether these
are to be provided by in-house, voluntary or private sector providers. Contracts
established through the commissioning process contain clear standards, monitoring
arrangements and expectations for achieving quality outcomes for service users and
carers.

We will continue to measure the effectiveness of our planning, partnerships and
commissioning services through DQS, assessment of outcomes, staff feedback and
user and carer views.

See Appendix A for linked strategies and plans.




                                                                                              8
Quality & Performance Management Framework

“Outcomes: The end result of the service provided by Staffordshire Social
Services to an individual which can be used to measure the quality and
effectiveness of the service.”

Improving outcomes for service users and carers is at the heart of the Quality &
Performance Management Framework. To achieve this both performance and the
quality of our services are monitored:

    •   externally as part of the national agenda for example, the Delivery and
        Improvement Statement, Performance Assessment framework and CSCI
    •   internally by the Quality & Performance team and
    •   individually by service units.

The Delivery and Improvement Statement (DIS)
“A key driver for improving services”

The Delivery and Improvement Statement (DIS) for Adults Services and the Annual
Performance Assessment (APA) for Children’s Services is a mixture of statistics and
narrative providing details of recent achievements, priorities for the coming period, as
well as progress updates and forecasts. The information mainly relates to established
service user groups, national objectives for services, relevant performance indicators,
and information about grants and national level policies.

The Department has to report on the progress of the Race Equality Scheme and outline
initiatives that demonstrate how we are promoting the whole aspect of diversity within
service delivery and employment. Since the introduction of the Race Relations
Amendment Act 2000, a number of performance indicators have been introduced as
part of the DIS.

The DIS is issued each April, to establish baselines, improvement plans and targets for
the main service user groups for the year ahead; this is then updated and reviewed in
the autumn.

Monitoring improvement through the DIS and APA is a key component of the
Commission for Social Care Inspection (CSCI) performance process. The information
gained will be used to help track and review performance during the year. It also
supports the Department of Health (DoH) and Department for Education and Skills
(DfES) annual review that precedes performance-rating decisions.

The main outputs from the Delivery and Improvement Statement are:

• Individual council profiles of the previous year’s achievements, plans for
  improvements for the year ahead, and autumn updates for use in tracking
  performance during the year, and forecasts of performance by the year-end


                                                                                           9
• National and regional level analysis of performance with particular objectives or
  targets
• Brief information on the outcomes planned and achieved with the use of grants
• Additional information to establish progress with the implementation of specific
  policies and strategies eg. Departmental Quality System (DQS)
• Analysis tools that will assist CSCI and councils to examine particular areas of
  performance.

Performance Assessment Framework (PAF)
“Blobs and PI’s”

The Performance Assessment Framework (PAF) consists of five areas where evidence
of current performance is assessed. Capacity for improvement is also included.

The five areas in the PAF are:

•   National priorities and strategic objectives
•   Cost and efficiency
•   Effectiveness of service delivery and outcomes
•   Quality of service for users and carers (local indicators and DQS)
•   Fair access

There are currently 50 performance indicators (PI’s) within the PAF providing a tool for
looking at our performance, allowing comparisons between councils over time, and
allowing targets to be set and monitored. This information is used to better understand
our performance, benchmark against other councils, to help decide which areas need to
improve and to commission and plan services.

How does this affect our Star Rating?
“Reach for the stars”

Our star rating is based on a full range of performance evidence including the DIS, PAF
key performance indicators and any external inspections and reviews (e.g. CSCI) that
have taken place over the year. CSCI make a judgment for both current performance
and prospects for improvement for Children’s Services and Adult’s Services. These
separate judgments are converted to a final overall star rating.

How does this affect the Council’s Comprehensive Performance Assessment
(CPA)?

The CPA monitors how well the County Council delivers its services. The Social
Services star rating will appear in the CPA report, alongside assessments of other
County Council services. The Council must receive a good Social Services star rating in
order to receive the highest CPA rating.

Departmental Quality System
“Say YES to the DQS”

                                                                                      10
The DQS is our own quality assurance system and comprises 9 overall standards about
the quality of service users can expect. These mirror the five areas of the PAF.

The 9 standards cover the following areas:

  •   investing in our staff
  •   communication
  •   providing our services
  •   respect
  •   information about our services
  •   compliments, comments & complaints
  •   record keeping
  •   value for money
  •   checking the quality of our services.

All service units consider each of these areas and in consultation with staff and service
users develop a set of standards that reflect these overall Departmental standards. For
Children & Family Services these are APEX standards(Achieving Professional
Excellence), APPLE standards in Adults Assessment & Care Management and Quality
Lifestyle in Adult Provider Services.

When standards are developed and reviewed we incorporate the following:
 • existing policies and procedures
 • internal and external standards (e.g. CSCI National Minimum ‘Safe to Practice’
    Standards)
 • Directorate and Service priorities
 • DIS and PAF performance indicators
 • core activities that make up the work of the Service

Services also set performance measures, targets and identify monitoring mechanisms
for collecting evidence.

The DQS not only highlights areas of good practice to share across Services, but also
identifies where Services need to improve. Actions from monitoring and reviewing the
DQS will be included in service and team plans for the year ahead. Actions are
reviewed on a monthly basis and performance evidence against standards is reported
on a quarterly basis. Service unit standards are reviewed annually and new actions are
identified to address areas for improvement and service priorities. This contributes to
the principles of the Golden Thread and the Quality and Performance Management
Framework.

How Quality and Performance is Monitored

Information Management
“Timely, accurate and relevant”


                                                                                        11
In order for us to deliver quality services the information we generate must be accurate,
timely, relevant and available. Information management is about how we coordinate
and effectively use a range of information to assist the operational and strategic tasks of
the Department.

Information Management is not just about collecting numerical data but also includes
service user and carer feedback, compliments, comments and complaints and staff
views. Benchmarking our performance and learning from good practice examples is key
to improving the services we provide.

To be certain that we provide appropriate services of improving quality and with
increasing efficiency, we need to measure and evaluate what we are providing.

To be sure the measures we use give an accurate picture of what we provide we record
details about services - what we provide, when, to whom, and the quality. We also need
to have some knowledge of the people using our service. This is why we record service
user profiles such as gender, ethnicity, age and disability. These profiles help us to gain
some understanding of the take up of services across these areas, can help the
Department to identify people who are not accessing the service and inform planning
and commissioning.

All aspects of information management is used to measure trends and outcomes,
benchmark our performance against others, calculate costs of different services and in
the planning and commissioning processes.

Information Management Groups for Adults and Children’s Services identify and co-
ordinate information requirements to ensure the collection of timely, accurate and
relevant evidence about our performance.

Service User and Carer Consultation and Feedback
“Listening to and acting upon what service users say”

Feedback from service users and carers is an essential part of performance
management. Stakeholders, including service users and carers, are consulted as part
of setting quality standards and when developing plans and strategies. They are also
asked their views about how well we are performing. This includes asking their views
about general satisfaction with services and identifying areas where they are unhappy
with the service they receive so that improvements can be made.

Views are sought via various methods including:
• postal questionnaires; for example the Personal Social Services Annual User Survey
   (PAF) and APPLE standards (DQS) monitoring survey
• face-to-face interviews; for example at Service Reviews,
• Established user groups, such as the Young People’s Forum and Carer’s Groups
• Compliments, comments and complaints



                                                                                         12
The Department’s ‘Involvement of Service Users and Carers in Developing Social Care
Services Policy’ outlines in detail the type of consultation conducted as well as giving
staff clear guidance on how this should be approached in their daily work. It also
includes a consultation register to collect information about consultation activity in the
department detailing lead officers, topics of consultation, methods used and crucially
what impact the results will have for services.

The policy was reviewed and re-launched in 2004 as a useful pack that includes the
policy document and implementation guidance, as well as an updated version of the
consultation ‘toolkit’. The ‘toolkit’ includes information to assist staff undertaking
consultation.

Compliments, Comments and Complaints
“Making changes from what we learn”

Social Services has a statutory complaints procedure. This procedure sets out the
duties and regulations by which service users may make a complaint about the service/s
they receive.

The complaints procedure and system for resolution and investigation of complaints
ensures that service users have access to redress in respect of any concerns they may
have regarding the quality of services we provide.

The information recorded in respect of the nature and outcomes of complaints is a key
management information tool to inform the shape and quality of the services we provide.
Learning from complaints is an important component in the management and
continuous improvement of our services. The information generated from complaints
can provide us with a guide as to what we need to change or improve in the way we
deliver our services and the strategies, policies and procedures that support these.

Similarly, learning from information we receive in respect of compliments and comments
is a valuable and important way of checking the quality of our services.

Complaints data is reported to Council members via scrutiny committee as part of the
Corporate Performance Management Framework. Regular reporting of compliments,
comments and complaints to service units within the Department is undertaken as part
of the DQS.

The Quality and Performance/Complaints team produces an annual report which
contains data in respect of all activity relating to compliments, comments and
complaints.

Involving Staff
“Taking staff with you and showing them that performance matters”

Staff involvement and consultation is a vitally important part the Quality & Performance
Management Framework as well as featuring strongly in the DQS. Staff are trained,

                                                                                         13
motivated and supported by managers to enable them to provide high quality services.
All staff are required to have a personal development plan (PDP), reviewed annually,
that outlines their training and developmental needs linked to the overall aim and
objectives of their service area. This is an essential element of the Golden Thread
which links individual staff activities with the County Council’s Corporate Strategy
priorities.

The Social Services Department is recognised as an Investor in People (IiP). This is a
national quality standard that sets a level of good practice for improving an organisation
by supporting and developing staff. Supervision and team meetings are examples of the
way staff are supported on an on-going basis. These forums also give staff the
opportunity to feed back to management any of their own ideas for improving
performance or reporting any workplace concerns.

A random selection of staff are invited to respond to an annual survey that helps to
monitor how well we are doing to meet IiP and standard 1 of the DQS: ‘Our Staff’. As a
result there have been a number of initiatives to improve the way we support and
develop staff (e.g. Welcome Checklist, Supervision and Personal Development Review
Guidelines).

The General Social Care Council (GSCC) requires all staff employed in the field of
social care to become registered as part of the Care Standards Act 2000. The aim of
the register is to ensure that these staff are suitable to work in social care. The GSCC
has set out codes of practice for both social care workers and employers that describe
the standards for professional conduct and practice and outlines responsibilities of
employers in the regulation of social care staff.

Quality Audits and Inspection
“Its not just about counting”

Quality audits are an essential part of the way we monitor our services and are
undertaken by both external inspection (CSCI) and own internal processes.

External Inspection

CSCI’s focus will deal primarily with quality outcomes and places the service user &
carer’s views and experience at the centre of all they do. If CSCI are satisfied that a
Department’s performance management and internal quality assurance systems (e.g.
DQS) are strong their approach to inspection will have a ‘lighter touch’.

For registered Services (e.g. Adults Residential/Day Care or Fostering) CSCI carry out
both announced and unannounced annual inspections to check that minimum (safe to
practice) standards are being met and compliance with regulations. This ensures that
we meet the needs of the people who use the service, and safeguard and promotes
their welfare and quality of life. These also form the basis for judgments made regarding
registration and accreditation.


                                                                                           14
Internal Quality Audits

Internal audits are conducted in a variety of ways that include:

•    themed audits linked to objectives and priorities
•    routine audits for service provision and case file checks
•    financial audit and review

The purpose of internal audits are to routinely find out if policies and procedures are
being followed, financial requirements are in place, whether quality standards are being
met, how well we are meeting individual needs (outcomes) and any regulatory
requirements.

Checklists for audits have been developed so that data is collected consistently and
information is analysed and reported to highlight good practice and identify areas for
improvement.

Analysing and Reporting on Performance
“Measuring what’s important and not what’s easily measured”

Reporting accurate and timely performance information is an essential part of the
Framework. Performance reporting takes place both externally and internally. Annual
performance reporting schedules are produced detailing who we report to, frequency
and the nature of the information. (see Appendix B for Performance reporting
schedule).

This information enables Council members (via Scrutiny) and managers (via DMT and
other management groups) to check our performance and quality of services against
objectives and priorities and make informed decisions about what actions need to be
taken to continually improve services.

Analysing and evaluating our performance on an on-going basis is essential for following
the evolution of trends and to identify any significant deviations that have to be acted
upon.

The analysis may also be used to challenge existing assumptions about our practice
and targets. This will require us to review our:
•    Plans
•    Strategies
•    Policies and procedures
•    Objectives and targets

Information about our performance and actions to be taken by managers and staff are
communicated to ensure improvement. They are informed about areas for improvement
as well as success and achievements. This happens in a variety of ways including
training, management/team meetings, in supervision, via the intranet and internal
publications and through the business planning process.
                                                                                         15
Appendix A


Linked Strategies, Plans & Guidelines


   •   Race Equality Scheme
   •   Race Equality Action Plan
   •   Business Planning Guidelines
   •   Community Strategy
   •   Corporate Improvement Plan
   •   Corporate Strategy
   •   Directorate Improvement Plans for each Council service
   •   Service Delivery Plans
   •   Medium term Financial Strategy
   •   Involvement of Service Users & Carers in Developing Social Care
       Services Policy
   •   Children & Young People’s Strategic Plan
   •   Commissioning Strategy for Adults with learning Disabilities
   •   Commissioning Strategy for Adult Mental Health Services
   •   Commissioning Strategy for Adults with Substance Misuse Related
       Needs
   •   Commissioning Strategy for Adults with Physical and Sensory
       Disability
   •   Commissioning Strategy for Children & Families Services
   •   Integrated Placement & Commissioning Strategy for Looked After
       Children
   •   Departmental Plan for Children with Disabilities & their Families
   •   Capital Strategy & Asset Management
   •   Human Resource Strategy
   •   Local Public Service Agreement
   •   Communications Strategy
   •   ICT Strategy
   •   IiP: Welcome Checklist, Supervision and PDR Guidelines




                                                                           16
Quality & Performance Reporting Schedule                                                                                                                              Appendix B


                       DoH / DfES                                   SC&H Scrutiny                                     DMT                                  Teams
                                                              Scrutiny Report (Quarter 3)                   Key PI Performance Report            Quarterly Performance Report
Jan                                                                                                            DQS Update Report                    Quarterly DQS Report

                                                                                                            Key PI Performance Report
Feb

                                                             Directorate Improvement Plan                 Directorate Improvement Plan              Service Delivery Plans
Mar                                                              Service Delivery Plans                       Service Delivery Plans
                                                                                                           Key PI Performance Report
                                                              Scrutiny Report (Quarter 4)                       Corporate Strategy               Quarterly Performance Report
Apr                                                               Corporate Strategy                        Key PI Performance Report               Quarterly DQS Report
                                                                                                               DQS Update Report                          Team Plans
       Delivery Improvement Statement, Best Value       Best Value Performance Indicators Return        Best Value Performance Indicators
         Performance Indicators, Surveys - User                                                            Key PI Performance Report
          Experience Survey & Children in Need;
        Returns - Child Protection Register, Private
May
             Fostering, Key Statistics, Referrals
       Assessments & Packages of Care, Supported
       Residents, Deaf & Hard of Hearing & Mental
                           Health
                         LAC Return                           Corporate Performance Plan                   Corporate Performance Plan
Jun                                                                                                        Annual Consultation Report
                                                                                                           Key PI Performance Report
       Personal Social Services Expenditure Return            Scrutiny Report (Quarter 1)                 Key PI Performance Report              Quarterly Performance Report
                                                                                                              DQS Update Report                     Quarterly DQS Report
 Jul                                                                                                  Compliments, Comments & Complaints
                                                                                                                Annual Report
                                                        Best Value Performance Indicators Audit      Best Value Performance Indicators Audit
Aug                                                                                                        Key PI Performance Report

                                                       Best Value Performance Indicators (Update)           Key PI Performance Report
Sep                                                                                                 Best Value Performance Indicators (Update)

           Performance Assessment Framework                   Scrutiny Report (Quarter 2)              Corporate Performance Plan (Update)       Quarterly Performance Report
              Social Services Staffing Return             Corporate Performance Plan (Update)              Key PI Performance Report                Quarterly DQS Report
Oct                                                                                                   Departmental Quality Standards Update
                                                                                                                      Report
        Delivery Improvement Statement (Update)                                                             Key PI Performance Report
Nov         Outcome Indicators Return for LAC
             Home Help Care Services Return
         Comprehensive Performance Assessment           Comprehensive Performance Assessment         Comprehensive Performance Assessment
Dec                                                                                                       Key PI Performance Report



                                                                                                                                                                             17

				
DOCUMENT INFO
Shared By:
Categories:
Stats:
views:366
posted:3/10/2010
language:English
pages:17
Description: Say what you do Do what you say Prove it Improve it