Social Services Research Group
Performance….what is there new to say? Certainly on a personal level I have been extremely grateful to the SSRG for their ideas and insight over recent years, especially once the Performance Assessment Framework was introduced by the Department of Health in October 1999. SSRG analysis and advice in mid 2000 on how indicators were best measured on what factors influenced indicators and how indicators interacted was enormously helpful and has stood the test of time. SSRG colleagues continue to work alongside the ADSS in DoH discussions on the development on indicators, and long may the partnership continue!
Scanning the horizon, the emphasis placed by the SSRG on understanding dissemination of practical research has undoubtedly gained in importance. Though not very close to the action, I imagine the links with SCIE are being explored to great mutual advantage. To be frank, we seem to e operation in an every more competitive local government environment, and gathering information on what works and doesn't elsewhere is critical.
Many of the improvements we need to make are not rocket science and our very closeness to our day to day methods of work can become a disadvantage. A management mantra in social services here in the East Riding of Yorkshire has become
Do the obvious as we seek to empower managers to act in sensible, proactive ways with the minimum of more senior management ticks. Only if people are free to test out ideas can we share and learn, admittedly at times from what goes wrong as well as what goes right!
Some of the developments we need to see on the performance management front are far reaching. Too much of our internal work, and of SSI involvement, has been indicator by indicator. Over time we need to see a far more rounded system of performance assessment and monitoring. It is the workings of the whole health/social care system which drive up or down performance on delayed discharges. Work together across Councils and with health colleagues in minimising falls, picking up respiratory problems early and so on is what needs focus, reducing admissions and getting preventive measures in early. Similarly, in these days of crosscutting working, the social services contribution to wider Council and interagency agendas of regeneration and social inclusion is an important one but receives little direct credit. The obvious risk - which to our credit we seem to be avoiding - is that we turn inwards and become les outward looking an proactive in an obsession with indicators which do not cover our more comprehensive contributions to quality of life.
Of particular importance is our need to maintain the morale of our largely committed and effective workforce who feel under ever closer scrutiny and at risk of unfair judgement. It is useful at times to remember that assessment and monitoring information does not by themselves drive up performance - the issue is how such information is used, and it is certainly encumbent on senior managers to encourage a culture of self-critical questioning which is a prerequisite for the continuous improvement to which we all aspire.
Well, I knew Id never reach the end of the this piece without reference to Star #Ratings, which I have talked about and written about (and on occasion been ranted at!) so much over recent months. I can't resist! Star ratings in one form or another, and blunt instruments or not, are hear to stay, and across the social care world we must use our knowledge, ideas and experience to shape the evolution of the system. Our position in the ADSS is that w support the development of systems which promote openness and accountability to users and the public, but that such systems must be demonstrably fair, credible and transparent. Certainly the star rating system and its components do now yet meet these criteria - many PAF indicators lack validity and reliability ( which SSRG colleagues tend to understand far better than me!). Nevertheless in the then is where we must remain and I remain grateful to the SSRG for their interest and involvement in what will doubtless remain a tough and complex agenda.
Tony Hunter
Director of Social Services, Housing and Public Protection, East Riding of
Yorkshire Council,
Chair, ADSS Standards & Performance Committee and Junior Vice President,
ADSS
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