Rep Social Services 21jun96

PETITION FOR INVESTIGATION INTO COMPLAINTS ABOUT EAGLE HOUSE PRIVATE CHILDRENS HOME 30 CHESTER ROAD NORTHWOOD MIDDX
ITEM 1
Contact Officer: Julia Ross/ Gerry Brady Telephone: 01895 250393/01895 259787 SUMMARY This report advises Members of the receipt of a petition in relation to complaints about Eagle House which is a private Childrens Home in Northwood. The petition, signed by 109 people was in the following terms:We, the undersigned, wish to bring to the notice of Hillingdon Council the extreme concern caused to the residents of Chester Road and neighbouring streets due to the undisciplined and anti-social behaviour of the various teenagers who have stayed at Eagle House Childrens Home since its opening some 6 years ago. As the petition contains in excess of 50 signatures the organisers have been advised that in accordance with the Councils adopted procedure for dealing with petitions, one representative will have the right to address the meeting of the Committee. RECOMMENDATIONS 1. That Committee: 2. Note the content of the petition. 3. Note a full investigation of the complaints is taking place. INFORMATION 1.1 Legislative Responsibilities of the Inspection Service The Children Act 1989 requires local authorities to:Register and inspect private care homes for children. Two inspections a year are required. One inspection must be unannounced. Two visits are also required. There is also a requirement to investigate complaints about private childrens homes.
PART I - MEMBERS & PUBLIC (INCLUDING THE PRESS) Social Services Committee - 21 June 1996 Page 1
1.2
Since the registration of Eagle House on 11.8.92 there have been a total of thirty five complaints, fifteen of which were received between 11.8.92 and 29.3.96. The fifteen complaints which were received between 11.8.92 and 29.3.96 were all investigated and the results varied from no action taken to a number of people being moved from Eagle House. In all cases the result of the investigation was communicated to complainants and no request for further action was received. Since Eagle House was registered it has been inspected 7 times. There have been a range of issues raised during these inspections, from care practice issues to staffing issues. The last inspection was on 17.4.96 and that report is not yet available. The last report made a number of criticisms about Eagle House; as a result of that inspection, Eagle House was required to reduce their numbers from nine to seven by 1 January 1997. During the period 26.3.96 to 8.5.96, twenty complaints were received about the behaviour of young people at Eagle House. These complaints are of a similar nature as those already described. In view of the number of people involved, the Homes Inspectors met with the complainants as a group to clarify the complaints on 8 May 1996. On the same day, an open surgery was held by 2 of the Ward Councillors to discuss problems in the local area relating to the behaviour of some young people. A number of further complaints came out of those meetings. These complaints are currently being investigated by the Homes Inspectors. The result of their investigations were not completed at the time of writing this report. Discussions have already taken place with the owners and managers and Eagle House agreed that they will not admit any more young people than the seven already resident until further notice.
1.3
1.4
1.5
Director Of Finance Comments None. BACKGROUND DOCUMENT Petition re: Eagle House 30 Chester Road Northwood
1996/97 REVENUE BUDGET STRATEGY: 5% SAVINGS
ITEM 2
Contact Officer: Julia Ross/Rodney DCosta Telephone: 01895 250393/398
SUMMARY This report sets out progress to date on achieving 5% savings from the base budget, required of Departments following the Council meeting on 7th March 1996. In addition the report highlights early indications of budget pressures for 1996/97. RECOMMENDATIONS 1. That Committee approves the report; and 2. Instructs Officers to take corrective action as appropriate to ensure that the budget pressures identified are contained within the overall cash limit of the Committee. INFORMATION 2.1 Social Services Committee on 4th April (Item 54) instructed Officers to report (to this cycle) with proposals for dealing with the Councils 1997/98 revenue budget strategy. 2.2 The Councils budget strategy was framed against the background of continuing external financial constraints and required savings of at least 3m for 1997/98, representing 5% of Departments controllable budgets, with reductions of at least 2m to be achieved in the current year, 1996/97. 2.3 For Social Services, therefore, a total of 1m savings is required by 1997/98, with 0.670m needing to be found in 1996/97. The proposed savings are detailed in Appendix 1 and discussed below. The proposals represent the culmination of work completed to date. Other areas have been identified and further work is needed, which will be reported to the next cycle. 2.4 In framing the proposals, Officers in Social Services consulted with Members and colleagues in other Departments and worked to the following parameters: Minimal impact on other service areas within the Council; Minimal impact on staff redundancies; No direct service reduction; Council priorities including Anti-Poverty and Social Justice strategy.
2.5 As a result of this approach a number of proposals were considered but rejected because of their impact on one or more of the above factors. For example: Non-implementation of refurbishment of Homes for Elderly Residents could have saved 250k. Introducing a 1 transport charges for users of Day Services and a 1.50 charge for attendance at such facilities would have produced some 253k annually. Increasing meals on wheels charges to 2 would also have generated some 51k.
2.6 The strategy adopted to achieve the required savings places an emphasis on the extension of fees and charges and of self-generated income (as opposed to, say service cuts) which are consistent with the aforementioned parameters. Committee will wish to note the concomitant risk that attaches to such an approach. Notes on Savings Proposals (cross-referenced to Appendix 1) 1. Home Care 150k - savings to be achieved through improved management measures which have recently been implemented, including controls on sickness absences and cover arrangements (80k) plus savings accruing from the recent national agreement on mileage expenses (70k). 2. Legal Services 50k - savings to be achieved on the budget for sessional (Counsel) time. N.B. 50k can be saved exceptionally in 1996/97, thereafter the amount sustainable reduces to 30k. 3. Equipment Loan Service 122k - savings to be achieved through cost- efficiency measures i.e. higher re-cycling of equipment issues (45k); plus increased contributions from external agencies with regard to the ELS contract (77k). The latter amount is to be confirmed for 1997/98 after negotiations with external agencies who are party to the ELS contract. 4. Income Generation 5k - accreditation fees for Domiciliary Care Agencies. 5. Inspection Service 14k (full year effect) - savings on running costs relating to rents and conference expenses. 6. Carers Assessments 100k - this relates to slippage in 1996/97 only on additional corporate resources given in recognition of Social Services additional legislative responsibilities for assessing and supporting (familial) carers. 7. Budget Review, 110k in 1996/97 and 60k thereafter - a review of specific areas within Social Services has produced savings in the following service areas: Disabilities (40k); Monitoring & Development (10k); Child Protection (10k); Under 5s Resource Centres (50k slippage on Woodend in 1996/97 only).
8. Income from New Charging Policy 100k - additional income expected from 1997/98 onwards. 9. Savings on Gas contract 40k - volume discounts resulting from a re-negotiated and specialist-managed contract. 2.7 Committee are advised that a full outturn and monitoring report will be agendaed for the next cycle. Nothwithstanding this there are some early indications of budget pressures. The position on these will need to be confirmed and pro active measures taken where appropriate before the next cycle, when a full report will be available: 1. Information Services Team 35k - this relates to the development and hardware cost associated with the Client System. Funding for this via Supplementary Credit Approvals has ceased. 2. Capital Ceilings 1m gross - the Government announced at the last budget higher ceilings for capital/savings which are taken into account when financially assessing residential charges for service users. The effect of the revised ceilings is that Local Authorities bear a greater proportion of the total cost. In recognition of this additional burden LBH will be given a specific Government grant of 280k. 3. Asylum Bill 280k - as reported elsewhere on this agenda the potential impact for Social Services, after allowing for a specific government grant, has been provisionally costed at 280k. This issue was the subject of a report to Policy Committee (30/5/1996), where it was agreed that additional costs arising from the Asylum Bill which could not be contained within the Service Committees cash limited budgets be met from Council balances. 4. Children & Families, Out Borough Placements - pending confirmation on the 1996/97 position, Committee will be aware that the last figure reported to SSC was a projected overspend of 700k for 1995/96. Subject to the final outturn this figure could potentially be as high as 1m, reflecting the volatile nature of this budget. Notwithstanding the additional 300k allocated to Social Services in 1996/97 (in recognition of this feature), some of the 1995/96 pressures can be expected to impact in the current year. Committees attention is drawn to a report on Fostering, with implications for the OBP budget, elsewhere on this agenda. BACKGROUND DOCUMENT 1996/97 Estimates File; 5% Savings File
APPENDIX 1 - Social Services Department: 5% Budget Exercise - Progress To Date Base Budget (for the relevant item) 000 Actions taken in 1996/97 1. Home Care: Sickness/Cover Mgt; Car Allowances 4,241
Reduction s in 1996/97 000 150
Reductions in 1997/98 000 150
Staffing Implications (if any)/Other Comments
Code (see Key)
Less frequent use of oncall staff Includes 0.5 FTE sessional staff for Counsel 77k for 1997/98 to be confirmed after negotiation with external agencies
2. Legal Services
248
50
30
3. Equipment Loan Service
434
122
45
A/B
4. Income Generation: (a) Accreditation Fees for Domiciliary Care Agencies 5. Inspection Service: (a) Rents (b) Conference Expense
11 3
5 1
11 3
0.5 yr effect. Assumes I.S. moves to Civic Centre One-off slippage
6. Carers Assessments 7. Budget Review of Specific Areas incl. PDT, MDT, Child Protection, U5sRCs 8. Income from New Charging Policy 9. Savings on Gas contract TOTALS
313 -
100 110
0 60
B/C A
100
202 5,452
40 580
40 444
Key to Code: A. Measures can be implemented with no/few service implications. B. Measures can be implemented but will have an impact on service delivery. C. Delivery will be accompanied by major service disruption/political controversy. D. Measures can only be implemented if the Councils employment policies were to allow it.
SOCIAL SERVICES CAPITAL PROGRAMME: 1996/97 PERIOD 3 MONITORING
ITEM 3
Contact Officer: Rodney DCosta/ David Hardman Telephone: 01895 250398/0181 569 3898 SUMMARY This report sets out a physical and financial update on the 1996/97 Capital Programme at period 3 for June 1996. RECOMMENDATIONS That the Committee:1. Notes the report. 2. Agrees the programme of maintenance costed at 200k 3. Subject to satisfactory outturn figures, agrees the application of known unspent balances from 1995/96 to the essential projects listed. 4. Subject to satisfactory outturn figures, agrees the proposed usage of 150k, allocated by Council on 7/3/96, as additional capital resources to Social Services. 5. Instructs officers to report on the outturn for the year 1995/96 to the next cycle, noting that the finalised carried forward figure will impact on the 1996/97 programme. INFORMATION 3.1 The two year strategy showed the capital programme at 2,933m and 1,445m for 1995/96 and 96/97 respectively. This was reported to the Committee on 13th February 1996. 3.2 The additional capital allocations for 1996/97 are:(i) (ii) 200k for capital maintenance. 150k for non specific developments, in addition to the allocation of 1m for the replacement of Colham Green.
3.3. The 1995/96 outturn will be reported in the next cycle. This will have an impact on the 1996/97 programme, by affecting the carried forward amount.
3.4 The second phase of the original two year programme, with projected outturn, is set out in Appendix A. 3.5 The proposals for the maintenance programme are set out in Appendix B. 3.6 The programme is based on priorities established using the criteria for expenditure under this programme, consultation with service users and staff, and professional advice from Property Consultancy. 3.7 Planning for the programme is well advanced and has been fully costed. Implementation can proceed immediately after agreement, and the allocation will be spent during this financial year. 3.8 The known unspent balances (247k), from the 1995/96 programme, are set out in Appendix C. The following list recommends priority work to be funded from these balances, subject to satisfactory outturn figures. 3.9 Residential Home for four people with multiple disabilities, Yiewsley Communal Garden funding of an additional 35k is required to finish the project to full registration standards. 3.10 Willowtree Lane Childrens Resource Centre - funding of 108k is needed from this Committee towards the project. 3.11 Asian Elders Respite Care Unit at Franklin House - funding of 27k is required to open this much needed facility in the south of the borough. 3.12 The reinstatement of services at Barnhill linked with the new development of the Corporate Training Resource, and the need for improved security arrangements, has resulted in unplanned extra expenditure of 21k. 3.13. The remaining 56k is required to fund the necessary works that have been required at Hatton Grove to bring the Home to full registration standards. 3.14 It is proposed that 119,650 of the 150,000 for non specific developments is used to part fund the proposed hostel development for unaccompanied asylum seeking young people. 3.15 This development will be in partnership with the Refugee Council who are applying for European funding of 80k to contribute to the capital cost. 3.16The scheme will commence during this year. The Programme also requires:3.17 A contingency fund for meeting high priority Health and Safety areas of need that may arise during the year, which will need to be found from within existing resources.
Director Of Finance Comments In the event of the 80k bid by the Refugee Council being unsuccessful, Committee may need to re-consider its priorities to ensure that the Capital Programme is contained within the overall resources allocated to Social Services. BACKGROUND DOCUMENTS Capital Programme working files Social Services Property Strategy
100
APPENDIX A - SOCIAL SERVICES CAPITAL PROGRAMME 1996/97 CATEGORY/SCHEME BUDGET PROJECTED OUTTURN NOTES 1996/97 1996/97 000's 000's 10 50 30 5 10 50 30 5 Mead House opened for use on 29th April 1996 Part of a rolling programme of essential work Finish the necessary refurbishment work most of the work has been done by Housing Part of 2 year rolling programme Burroughs' will reopen in April 1997 Part of a 2 year rolling programme refurbishment will be completed this year
Fire precaution works Mead House Structural works in establishments The Beeches
The Burroughs' refurbishment
1,000
1,000
Mountbatten House refurbishment
350
350
SUB TOTAL New Projects Maintenance Non specific developments
1,445 200 150
1,445 200 150 See appendix B Hostel for unaccompanied asylum seeking young people.
SUB TOTAL PROGRAMME TOTAL
350 1,795
350 1,795
APPENDIX B - SOCIAL SERVICES CAPITAL MAINTENANCE PROGRAMME 1996/97 CATEGORY/SCHEME BUDGET PURPOSE OF WORK 1996/97 000's 5 15 10 Meet food hygiene regulations and fit safety flooring Meet food hygiene regulations and fit safety flooring Build additional disabled persons toilet and fit solo bath, to enable full day care service to be provided Meet food hygiene regulations and fit safety flooring Upgrade machines, fit safety flooring Need to fit solo bath for residents with increasing physical disability Essential Health and Safety Essential Health and Safety Leaks badly Essential Health and Safety Bathrooms old, in poor condition, not usable by residents with severe disabilities, fit solo baths Toilets old, in poor condition, cannot be used by residents with severe disabilities Inspection requirement Upgrade machines, fit safety flooring Prevent residents wandering on to road
Acol Crescent Day Service kitchen refurbishment Asian Day Centre kitchen refurbishment Asian Day centre create personal care area
Bedwell Gdns. kitchen refurbishment Bedwell Gdns. upgrade laundry Bourne Lodge refurbish one bathroom Bourne Lodge fit water blenders to taps Charles Curran House fit water blenders to taps Grassy Meadow refelt flat roof Grassy Meadow fit ventilation and safety flooring in main kitchen Herne House refurbish 4 bathrooms Herne House refurbish 6 toilets Herne House replace bedroom doors on ground floor 3 Merrimans upgrade laundry Mountbatten House fencing to boundary Uxbridge Resource Centre replace all external doors and windows
9 6 5 5 5 9 10 20 18
8 12 5
30
Children's resource, glazing does not meet current safety standards, need to reduce traffic noise, and improve security Add to the 10k already available, roof leaks badly, and needs replacing not just repairing
Honeycroft replace roof
28
200
APPENDIX C - SOCIAL SERVICES CAPITAL PROGRAMME, UNSPENT BALANCES CATEGORY/SCHEME ORIGINAL BUDGET SPEND AT END OF PROJECT UNSPENT BALANCE 000'S 000'S 000'S 200 28 55 9 8 5 80 10 79 25 35 0 3 0 4 2 121 3 20 9 5 5 76 8
Asian Day Centre Whitby Dene windows Acol Crescent Colham Green Middx. Lodge heating Ryefield Wood End Maintenance Programme
TOTAL
395
148
247
SOCIAL SERVICES COMMITTEE SERVICE PLAN

Contact Officer: Julia Ross Telephone: 01895 250393 SUMMARY
ITEM 4
This report on the Service Plan for Social Services for 1996/7 sets the foundation for the Social Services contribution to the strategic management of the authority. It provides a framework and background for elected members, setting Social Services in the national and local context and giving a forward projection for the work which will be done over the next year. It reflects the Councils priorities set out in the Leaders statement and outlines the policy agenda to be tackled by Social Services Committee for 1996/7. RECOMMENDATION That Committee endorse these service plans as a basis for the Departments priorities, work programme and action plans for 1996/7.
front page
SOCIAL SERVICES SERVICE PLAN 1996-98
CONTENTS PAGE 1. BACKGROUND 1.1 1.2 1.3 Introduction National Context Local Context
2.
REVIEW OF PROGRESS ON THE 1995/6 SERVICE PLAN Mid Term Review and Achievements
3.
CONTRIBUTION TO CORPORATE OBJECTIVES
4.
SERVICE PERSPECTIVES 4.1 4.2 4.3 Over-view Services to Children and Families Services to Adults
5.
COMMITTEE POLICY OBJECTIVES AND PROGRAMME FOR 1996/97 Summary of Agenda Items for Committee Meetings from June 1996 to March 1997
1. 1.1
BACKGROUND Introduction At the Annual General Meeting on 23.5.96. a statement from the Leader, Cllr Rogers, was adopted by the full Council. This statement reviewed the progress of the administration mid-term and outlined the priorities for the next 2 years. This report reflects on the statement and sets the policy agenda to be tackled by the Social Services Committee for 1996/97. The Service Plan contained within this report sets the foundation for Social Services contribution to the strategic management of the Authority, provides a framework and background for elected Members and identifies agreed service developments.
1.2
National Context In last years Service Plan, reference was made to increasing Government regulation and guidance and new legislation. We anticipate significant policy and resource implications in the implementation of the Asylum Bill, Adoption Bill, Family Law Reform Bill, Housing Bill, Direct Payments Bill as well as the changes in Housing Benefit regulations, proposals for the future funding of long term care and the on-going work of Tackling Drugs Together. Nationally, Social Services are experiencing continuing changes in their role as purchasers, providers and regulators. This is mainly being driven through experience in contracting, enabling and CCT in personnel, legal and financial services. There is a discernible shift towards increased emphasis on accountability, transparency and value for money. Joint inspections of Social Service Departments from National Audit and the Social Services Inspectorate commence this year and will have Councillor involvement. Although Hillingdon is not in the first tranche, we will be affected by the audit of unit costs and need to evidence all our work. This will mean that improving our management information systems and technology must become an immediate priority. The pressure from increased expectations and demands for community care will continue to rise. Distribution of resources and the SSA are under review from the Audit Commission. Finally, Social Services are beginning to take greater responsibility for contributing to the socio-economic regeneration effort in communities and to highlight poverty as an issue of major concern. This will be reflected in positive action and recognised in significant changes to the Association of Director of Social Services constitution. It is becoming that this year will see the Government acknowledging the need for a general regulatory Council through consultation planned later this year.
1.3
Local context 1996/97 Revenue Budget by Service Area Childrens Services Adults Services * Support Services 8,674,850 31,648,220 4,799,840 45,122,910
(* includes approximately 8M commulative Community Care money added to the base budget). 1996/97 Capital Allocation* by Service Area (* based on 1995/98 Capital Programme) 196,000 1,838,000 78,000 50,000 500,000 2,662,000
Childrens Services Elderly Care Physically Disabled Mental Health Other - New Projects, Maintenance
There has been a sustained growth in the revenue budget over the past 2 years with an additional 1.5 million for 1996/7 to assist with underfunding in the home care budget, new responsibilities under community care and carers legislation and the now urgent need to bring residential homes for older people up to registration and inspection standards. Along with other services, the Department is required to find budget savings of 5% of the controllable budget over the next 2 years. This amounts to 1M, with 670,000 to be found. To date it has been possible to identify savings largely through increasing fees and charges and through income generation. Details of this are reported separately. Additional pressures will be experienced largely in relation to the new Direct grants announced by Government which are not fully funded to levels of expenditure. These include:Raised Ceilings on capital savings and admission to residential care. Asylum seekers financial and accommodation support Refugee children.
Demographic Trends According to the London Research Centre (1995) the overall population in the Borough is expected to rise by 0.2% over the next 10 years. However, there are a number of factors which have particular significance for Social Services. - The number of children under 5 years is projected to decrease by 596 (3.6%) - The number of young people aged 16-29 years is projected to decrease by 6,620 (12%). - The number of people aged over 65 years or more is projected to decline by 8%, although those over 85 years are projected to increase by 27%. - The highest increase in older people over 85 years will be amongst older women in the north of the Borough. - The number of pregnancies to single young women will rise. - The ethnic minority population is projected to increase by 63% to 47,679 representing a 20% of the Boroughs population . The main growth in the ethnic minority population will be in older people over 65 years. Socio-Economic Trends The factors of particular significance for Social Services are the correlation between unemployment and poverty, particularly in families where there are children. Although unemployment has been falling since 1993, long term unemployment is increasing and prospects for unskilled men continue to decline. There are also pockets of higher deprivation in particular areas of the Borough. The highest levels of deprivation are found in parts of Uxbridge, West Drayton, Hayes and Harefield. Health Trends The correlation between poverty, health and social need has long been established. Of particular concern in Hillingdon are the locality variations. An example of this is childhood immunisation: the percentage of GP practices achieving the target of 90% update is 50% in Hayes but 90% in Ruislip and Uxbridge.
Residents Opinion Survey: Survey Of Hillingdon Residents (1996)
In January / February 1996, BMRB International conducted a survey of 1,027 Hillingdon residents views on a range on matters relating to Hillingdon Council and the services it provides. Opinion Of Social Services Respondents views on the provision of Social Services are shown in the table below (with results from the previous year for comparison). Among Hillingdon residents, the proportion who considered provision of Social Services either excellent or good increased from 23% (1995) to 26%. For actual users of Social Services in HIllingdon, the corresponding figure increased from 45% in 1995 to 56% in the current year. These figures compare favourably with London wide results, where the proportion indicating either excellent or good service was 24% (residents) and 47% (users). The proportion of Social Service users in Hillingdon that considered service provision either poor or very poor fell from 15% in 1995 to 11% in the current year.
Response Given
Hillingdon Residents 1996 1995 23% 34% 10% 32%
Users Of Social Services Hillingdon 1996 56% 29% 11% 4% 1995 45% 36% 15% 4% Londonwide 1995 47% 32% 16% 0.5%
Excellent/Good Average Poor/Very Poor Dont Know
26% 31% 9% 34%
Concern About Provision For Elderly People The proportion of Hillingdon residents who thought that not enough was done for the elderly increased from 19% in 1995 to 22% in 1996, which is marginally higher than the corresponding London wide figure (20%, 1995). Telephone and Letter Response Times As part of the Citizens Charter, Local Authorities are required to monitor and report their performance for telephone and letter response targets. Telephone Monitoring Results
A total of 520 test calls were made across Groups to assess performance against Hillingdons target of answering telephone calls within three rings at extensions. Of these, 117 were calls to Social Services. Compared to 1994/95, the proportion of calls answered within the three ring target fell from 77% to 69%. The number of engaged calls fell from 9% to 5%, but the proportion of calls not responded to increased from 2% to 7%. When engaged or no-response calls are excluded, the proportion of calls answered within target was 79%, the corresponding figure for 1994/95 was 89%. When extensions were answered, the proportion of staff giving their name (46%), team or Group (85%), and a polite response (98%), all increased compared to the previous year (28%, 80%, and 96% respectively). The proportion of calls which were answered by name rose from 28% to 46% and there was a slight increase in the name of the team being given (to 85%) and in the response being polite (98%). Letter Monitoring Results Hillingdons target for response times is : all letters from the public will be answered within seven days (unless the matter is complicated in which case we will send an acknowledgement in seven days and give an answer within 28 days).
To assess performance against the target, Hillingdon monitored letter response times during a sample week in February 1996. Compared to 1994/95, the proportion of letters answered within the seven day target increased from 88% to 96%. The percentage of letters giving full replies also increased from 88% to 90%. Heathrow Airport For the first time, it has become necessary for Social Services to recognise the substantial contribution which is made to offering services to the Airport. These services have largely been through the Emergency Duty Team but also during the day. The demand has grown year on year across the board. Although historically much of the work was related to unaccompanied refugee children, we now see more requests for help from frail elderly people returning from abroad, mental health and community care assessments as well as abandoned children. The significance of this work is now being quantified and analysed in order that, as a major port of entry, we can ensure the Councils efforts are taken into account.
2.
REVIEW OF PROGRESS ON THE 1995/96 SERVICE PLAN
Introduction: This brings forward the achievements within Social Services over the last year under 2 main areas: 1. 2. 2.1 Major policy and corporate achievements. Service achievements.
MAJOR POLICY AND CORPORATE OBJECTIVES Major new policy initiatives over the last year both national and local include:
2.1.1 Community Care Implementation of National policy has included the Carers Recognition and Services Act April 1995, the Community Care Charter 1995. Work with Health colleagues to agree criteria and procedures for continuing care for people who require long term nursing care. Local initiatives have included a Critical Incident Policy for Adult Provider Services, a new policy and procedures for Adult Abuse, a Review of Service provision for people with challenging behaviour and a strategy for Older Peoples Services that is currently out for public consultation. Implementation of new Government policy on raising the ceiling for capital allowances and development of new comprehensive Charging policy. 2.1.2 Children and Families Implementation of National Young Carers Legislation, Criminal Justice Act affecting supervision orders and young offenders and the Warner Report with major policy implications for staff in childrens residential work. Local implementation of care management for children with disabilities 2.1.3 Tackling Drugs Together This White Paper which has the force of legislation requires multi-agency action through the setting up of a Drugs Action Team in 1995 and supportive Drugs Reference Group. Social Services contribution is both through the Director who chairs the DAT and the work of the Community Drugs Team in the DRG. The Secretary of State has positively endorsed the Hillingdon Action Plan and progress to-date.
2.1.4 Racial Equality Policy and Anti-Racial Harassment Procedures
The Corporate Policy is reflected in the Social Services policy and procedures which were developed over the past year in full consultation with the Black Staff Forum. The policy and procedures are being circulated as an Operational Instruction with accompanying training. Urgent work is now beginning on improving monitoring and developing an improved approach focused more towards service users and the community. 2.1.5. Single Parents Consultation forums on the Single Parent Strategy are being organised throughout the Borough with staff and single parents. 2.1.6 Serving our Community Work ongoing but examples of progress to-date include:Contribution to One Stop Shop information and service profiles, identifying standards which are reflected in the Citizens and Community Care Charter, have been revised and reissued where necessary. Comprehensive leaflets have been produced for the first time for services for Community Care and Children & Families. Service notice boards in the Civic Centre have been revamped to reflect service users perspectives and Council priorities and a review is being planned for all office outlets. Positive images of service users promoted through a Social Services Christmas Card designed by a user, visit by a group of service users to top class hair salon, etc. Review of all standard letters to the public taking place, Finance section completed, to make them more user friendly. Committee meetings now to be held largely in the afternoons and within the Community where possible, with crche facilities available, to ensure greater access by the public. 2.1.7 Domestic Violence The Social Services Working Group launched the Domestic Violence Policy in November last year and is conducting a survey on the incidence of Domestic Violence in social work cases.
All managers are producing a 3 point action plan to raise the profile of Domestic Violence awareness and action to tackle the problem amongst their staff groups.
2.1.8 Social Justice Action for 1995/6 included:- More, responsive ways of offering and delivering services including offering to call back callers, use of SAEs. - Public consultations on services increased and now take place in more accessible locations across the Borough. - All new policy developments and Committee reports include an Anti-Poverty perspective where appropriate. - A Local Directory was commissioned on grant giving charities for individuals. 2.1.9 Economic Regeneration This Group no longer meets but co-ordinated SRB funding last year. The External Funding Corporate Group is trying to adopt a cohesive corporate approach to external funding starting with the SRB for June 1996. Social Services contributed to small project development. 2.1.10 Partnerships Internal and External with Health creating a multi-disciplinary approach to services for children with disabilities. with Voluntary Sector in planning for Community Care, Drugs Action Team and development of specialist hostel for unaccompanied refugee children. agreed planning systems for Community Care with Health, Housing and Voluntary Sector with Education - joint procedures and strategies for Children with Special Needs; school exclusions; crime diversion; young carers. Inter-agency Action in Childrens Services Working Group Joint initiatives with Housing including the Housing with Care Scheme for People with Multiple disabilities and Part 2 Project and work on specialist hostel for young unaccompanied refugee children. Host project with Hillingdon Hospital Trust (Hillingdon support team) for people with Mental Health problems. Joint Finance Project - Hospital Discharge Project
SSD/Health and Age Concern collaborative approaches with Housing Associations
2.1.11 Community Safety Social Services are actively involved in both the corporate community safety team and in localised Section Teams. Direct work is being undertaken supporting victims of racial harassment and domestic violence and new initiatives have been developed in work with young people in trouble with the Police. A model of estate based work in partnership with both other Council Departments and both voluntary and statutory agencies has been piloted on the Bell Farm Estate and this model will be transferable to other locations. In particular the lessons learned in respect of joint projects work with delinquent young people such as Stepping Forward have been valuable in developing our responsibility to enhance community safety. A Joint Forum to identify and facilitate work with young offenders is being developed through the Joint Agencies Group. 2.1.12 Investors in People Social Services are committed to the on-going development of all staff and their role in improving service quality and meeting Policy objectives. This is being pursued through regular supervision and the Performance Agreement and Development Plans (PADAs) which have been successfully completed in most teams. A trial run for accreditation is taking place in June 1996 in the anticipation of being able to complete on target by December 1996. This is a high undertaking which covers all of the 1800 employees in over 80 service units. In addition NVQ programmes are being developed specifically for Social Service Officers (qualified Social Workers) and the use of NVQ being promoted especially for front-line and manual staff through prioritised training programmes 2.1.13 Equal Opportunities Overview: Race Equality/Equal Opportunities training for all staff in Finance Team. Racial Harassment Policy and Procedures ready to be launched. Sexual Harassment Procedures ready to be launched shortly with new contact points Social Services lead role in the Disability Discrimination Act. implementation. Decision in Racial Equality Planning Group to develop positive action approach across all equalities areas.
Childrens Services - All Children and Family Managers are producing a 3 point Action Plan to address anti-discrimination in their workplace.
Each management group now has an Equalities slot on their Agenda. Further targeting of black and ethnic minority children into day services is taking place. - A report on racial harassment, under the Looked After Policy, has been produced. - Each management group is on schedule to produce an action plan to address racism in service provision. Adult Services Plans well underway to develop a respite care service for ethnic minority older people. - Review of implementation of system of ERKM underway. - Home Care Service producing action plan in response to relevantly low take up and staff profile. - MISG funding secured to expand Asian Befriending Scheme. 2.2. SERVICE ACHIEVEMENTS
2.2.1 Implementation of Community Care: The NHS and Community Care Act 1990 and Guidance requires Social Services to promote services to enable people to remain in their own homes, ensure the provision of practical support for carers, the development of a flourishing independent sector alongside good quality public services, clarify and improve the accountabilities of community care agencies and secure better value for money by introducing a new funding structure. What we have achieved in 1995/96: * Reviewed Assessment and Care Management Procedures aimed at streamlining the process for staff and service users and providing a more comprehensive benefit check to ensure people are claiming their full entitlement. Agreed Continuing Care responsibilities with Health for people in hospital and residential care. Agreed a Disputes Procedure with Health promoting positive joint decision-making and preventing unilateral decisions. Improved Discharge Planning for people leaving hospital. Hospitals will, in coordination with Social Services, work to improve their performance during 1996/97. Improved planning systems to ensure better collaboration with Health. This will be extended to include Housing Services for 1996/97.
Monitored and reviewed the way in which community care funding (Special Transitional Grant) is deployed. Publicly consulted on and published the 1995/1996 Community Care Plan. Publicly consulted on and published the first Hillingdon Community Care Charter which sets targets for service delivery. Signed up to a Fair Deal for Carers in support of the Carers Recognition Bill and agreed a joint Action Plan for Carers with the Health Authority and Hillingdon Carers. Established Service Level Agreements for in-house services as a step towards quality assurance and better value for money. Produced leaflets on Care in the Community which explain how to access services.
* *
* *
Service Reviews: We have completed a review of services for people with Challenging Behaviour and Learning Disabilities. This has particularly highlighted the need to look at the reprovision of Colham Green and Acol Crescent Day Services. Strategy Developments: A strategy for Older Peoples Services has been developed and approved. It will receive wide consultation during May with feedback to the June cycle Social Services Committee. It aims to maximise on the resources available and encourage multi-agency provision of service. A Strategy for Mental Health Services, which is being developed across key agencies, has initially resulted in the setting up of a Community Mental Health Team in the south of the borough. Services Assessment and Provision can now be expanded across 3 mental health teams. A draft Strategy for Learning Disability Services which has been drawn up with the Health Authority is currently being finalised. Independent Home Care Agencies must now be accredited to ensure value for money and quality assurance. Four Area Home Care Organiser posts have been established to provide on-site management. An out of hours Home Care Scheme has been introduced as a step towards a more flexible services and to support Home Care Staff.
Worked closely with Housing Services and the Health Authority in developing a Housing with Care scheme for young people with multiple disabilities. Two schemes using existing Sheltered Housing stock, a 12 bedded one in Northwood and a 12 bedded one in Yiewsley, will pilot Sheltered Housing with Extra Care. This
is a joint venture between Housing and Social Services which aims to expand the range of services provided by for older people. * Clear quality standards for measuring services have been established across all adult services. A project which focuses on facilitating employment opportunities for young people with disabilities has opened at Barnhill. We have successfully introduced Asian Meals into the existing Meals Service. The Family Care Scheme for Adults has expanded to cater for 22 more service users and extended the range of residential services in Hillingdon by providing a more personal form of care in small family homes. Coaxden has opened as a day centre for people with learning disabilities who have been resettled back into Hillingdon from Leavesden Hospital. Mead House has opened as a Mental Health Resource Centre in the south of the borough. The capital shortfall for the reprovision of Acol Crescent special care unit for people with learning disabilities has been resolved with the Health Agency. The reprovision of Colham Green Day Centre for people with learning disabilities is agreed and planning underway. Refurbishment of The Burroughs was agreed and works are in progress. Joint Finance has been approved for a Transport Co-ordinator post within the Voluntary Sector.
* *
* *
2.2.2 Implementation of the Children Act 1989 The Children Act 1989 introduced new principles to guide child care and child protection practice. In particular, it sought to establish a close working relationship between the parents of a child and the local authority if there was a need for involvement. It sought to keep children within their family whenever possible, required that the racial. cultural, religious, linguistic and any special needs of children would be met, and sought to ensure that children would not become the subject of legal orders unless it could be demonstrated to the Court that it would benefit the child to have such a legal order made. What we have achieved: * Launched the new Area Child Protection Committee practice and protection guidelines which demonstrate a commitment to working with families on problem
solving with as much attention to removing a child from the register as identifying abuse in the first place. * Introduced a standard form for the assessment of children with special needs which takes a care management approach and looks at the need of the whole family. Achieved allocation of 99% of child protection and unallocated cases to social workers in the north. Implemented the Warner Report and ensured that Hillingdons management and recruitment in child care services cannot be subject to the same criticisms made of Islington. Produced and distributed leaflets which explain services for children, young people and their families and access to them. A Day Care Review is currently underway. The Children Act 1989 requires a three yearly review of day care provision. This review will consider the potential development of family centred services within existing under fives resources centres. The registration and inspection of private day care provision has provided a considerable increase in the number of places available for day care and this has assisted the anti-poverty strategy in allowing single parents to return to work. The Milan Group started in 1995 through the Day Care and Children with Disabilities Team and offers respite care every other Saturday with activities and outings. We have also increased the occupancy of DAT Resource Centres and planned to extend after school provision for children with disabilities. 1995 has seen the opening of the Willow Tree Centre in Hayes. This joint venture with Housing Services has provided a community facility within a large estate of people, many of whom have been re-settled from Westminster and some of whom are refugees or asylum seeking families. Leaving Care: With assistance from Housing Services we have been able to provide secure council tenancies for young people who have been looked after and who have the skills to live independently. For those requiring continued guidance, we have been able to provide supervised accommodation for young asylum seekers with the help of Single Homeless in Hillingdon and the Nottinghill Housing Association. Together with other Council Departments and the Probation Service, we have established a Diversion from Crime project in West Drayton . 21 Copperfield Avenue Hillingdon is a new resource which will extend the respite facilities for children with physical disabilities.
After School Clubs for 8-12 and 12-14 yr olds have been set up for children who enjoy social activities with their friends. Increased the number of foster carers to 10% with 198 foster placements during 1995/96 with particular emphasis on the needs of the race, culture, religion and linguistic needs of the child. Following the closure of Middlesex Lodge, all staff with a preference to stay in the employ of the Council were successfully re-deployed. Planned to convert accommodation in Uxbridge into a hostel for young unaccompanied refugee children. Implemented the Supervision Policy with a positive programme for young people who have committed offences. Childrens Services Plan: A Steering Group has been set up to progress the development of the Childrens Services Plan. Social Services are required to work with other Council departments and statutory/voluntary organisations in developing the Plan to ensure joint planning and co-ordination for the future provision of services and recognition of the national and local context within which services for children are provided. Training for staff: A considerable work has been undertaken to ensure that staff have the appropriate training to identify and respond to the diverse needs of children from a wide range of cultures. This is particularly challenging for Hillingdon given that the number of asylum seeking unaccompanied young people has continued to rise from a range of 25 different countries of origin.
2.2.3 Inspection and Complaints The planned review of Complaints process and procedures has not yet been completed. However, the Inspection Service has revisited its working practices with the following results. 1. A great improvement in inspection achievement rates. For the first time it will achieve 100% targets for inspection of Childrens and 90% for Adult Service Inspections Services.
2.
Increased involvement of the community in the inspection process, for example, friends, residents and relatives of residents and local professionals, doctors, district nurses, etc.
2.2.4 Finance The budget has been reconstructed from a zero base.
Budget management training has taken place for all Cost Centre Managers. A series of Value for Money exercises have been carried out. 3. COUNCILS GOALS AND OBJECTIVES Introduction The Leaders Speech outlines the main priorities and objectives for 1996 for developing the community: 1) 2) 3) 4) Jobs Social Justice Homes Serving Our Community
Social Services will contribute to the achievement of these objectives in 3 main ways. 3.1 Jobs Investment in maintaining the complex and multi-skilled workforce of 1,800 staff. planning to create local services within the Borough in partnership with others as opposed to purchasing services elsewhere. ensuring that any savings have a minimal overall effect on direct front-line services and jobs. creating whenever possible workshop schemes for the employment of people with mental health problems or disabilities. action within services. direct input to corporate teams and working groups partnership with other services and agencies.
3.2
Social Justice Social Services intends to tackle poverty and social exclusion head on and has produced a comprehensive plan of action for 1996/97 which is reported separately to Committee in this cycle. The major initiatives will include:-
Hosting a national home care conference entitled What Price Choice which will review the role of Home Carers in combating poverty. Briefings for front-line staff. Ensuring maximum benefit take-up. The introduction of a revised waiver scheme for Home Care Charging.
* * *
3.3
Homes Working in partnership with Housing Services to ensure the development of special schemes for people with special needs whenever possible. Maximising opportunities for developing specialist accommodation. Supporting the vulnerable within homeless families. Ensuring pro-active strategy for maximising use of land and property.
3.4
Serving Our Community i) Listening to the community, talking openly and regularly is the only way to build services which truly reflect the communities needs. This will be achieved by:Consulting fully on any service changes or developments. Communicating openly, using appropriate languages, on services available, to potential service users. Listening and responding to service users and carers and the front-line staff who work directly with users. Promoting positive images of service users and services offered e.g. A Fine Cut, Christmas Cards, etc. Working with the media pro-actively identifying good news items. Producing regular newsheets for all staff. Holding regular resident and user meetings in all services.
ii)
Creating services that are more user friendly, responsive and integrate well with other Council services will continue to be a major priority. This will be achieved by:Creating a quality control feedback on complaints and praise, monitoring both on a locality basis.
Building on partnerships with Housing, Education and Local Services backed up by joint training where possible. iii) Ensuring all equalities issues are tackled in a more consistent comprehensive way by:Planning
Developing a positive action programme through the Race Equality Group. -
Tackling the Disability Discrimination Act and implementing where possible. Improving ethnic monitoring in all areas through renewed efforts, revised guidelines and training, thus allowing better positive action. Issuing separate sexual harassment guidelines with briefings and training by September.
Closely monitoring the new guidelines on racial harassment to staff and discussing with Hillingdon Monitoring Group ways of extending this to users in the community more effectively. Promoting positive images of minority groups and refraining as a majority equalities issue. Ensuring protection of the vulnerable in the Community. Working with the Police and other services and agencies to ensure that the vulnerable in the community are protected. Develop Appropriate Adult Services with the Police.
iv) -
v)
Working Through Partnerships - Outside Agencies
The whole is greater than the sum of the parts. Over the last year concrete partnerships and active work has taken place and is ongoing with the Voluntary Sector:-
Refugee Council to organise a Policy conference in June and develop independent supported accommodation for unaccompanied refugee children in 1996/7. HAVS on the Community Care Plan, Childrens Service Plan and Tackling Drugs Together. Age Concern on befriending and hospital discharge projects.
Other Agencies/Health and the Police have also been involved in:vi) Collaborative working across the board. Working Through Partnership - Other Council services: Work continues with Education on Under 8s Services Housing on Special Needs Services. Local Services on Youth Services and Ward profiles. 4. SERVICE PERSPECTIVES 4.1 Overview Social Services continues to be structured operationally in the two main service areas which are now closely aligned to the Councils agreed priorities and objectives. Over the last year, the major organisational change agreed by this administration has been incrementally implemented throughout the structure. There remain a number of areas requiring more detailed attention to complete the overall development. These include:Strengthen our development of policies and implementation in an integrated way across all services. Improve our communications system, ensuring the voice and views of those working directly with service users are heard. Strengthen our devolved decision-making, create systematic operational instructions and make delegation work better. Strengthen our management information and monitoring systems. Maximise our partnership and external funding opportunities. Service standards and quality measures and programmes need to be
implemented across all services. Investment in staff through the IIP programme now needs to be reinforced. Sickness management strategy reviews an area for ongoing attention with concerns about the high levels of sickness especially in residential and domiciliary care.
These changes will be achieved through completing the finalisation of the Social Service restructuring which will be reported to Committee separately. 4.2 SERVICE PERSPECTIVE FOR CHILDREN AND FAMILIES CHILD CARE VALUES We believe every child has the right to be safe from harm and exploitation. We will therefore: * * * * Only intrude into family life appropriately. Work in partnership to make plans and solve problems Value and promote diversity in race, class, culture and family structures Work co-operatively with the child; his/her family and other Council Departments and agencies. Offer choice in support and treatment models Treat all who use our services with dignity and respect. Seek to address inequalities due to differences in power.
* * *
SUMMARY OF PLANS FOR APRIL 1996/97 In the next 12 months we will:1. Write a multi agency Childrens Plan.
2. Review all Services to Looked After Children and reduce by 10% the number of inappropriate placements of children and young people out of the Borough. 3. Review consistency and good practice in decision-making at the point of looking after children including a Quality Assurance/Control project in the north of the Borough.
4.
Review Services to Unaccompanied Asylum Seeking Children including development of the Hostel provision. ensure the Children Act is implemented appropriately for Young People over 16 years. Address family support/prevention in the light of the Department of Health Research including piloting a Family Support Policy. Implement the outcomes for Children forms Develop and implement a management information strategy. Review and plan accommodation for staff and service users. Plan for assessing needs and provision of services for Young Carers Review the allocation of staff resources and how case allocation is organised. Review the operation of the Performance and Development Scheme Implement a Communications Strategy. Ensure the corporate agenda is addressed and integrated in policy and practice focusing particularly on Equal Opportunities, Domestic Violence and Anti-Poverty. Address implications of the voucher scheme for under 5s. Complete the review of day services for under 8s. Secure a permanent base for the service for children with disabilities Implement the requirements of the Asylum Bill in respect of the alterations for subsistence and accommodation for families in need of emergency and short care support.
5.
6.
7. 8. 9. 10. 11.
12. 13. 14.
15. 16. 17. 18.
4.3
SERVICES TO ADULTS Further significant service improvements will be made during 1996/97 and several new residential, day, employment and home care services will be established. The improved planning arrangements with Health will be extended to include Housing, Voluntary Organisations and other partners in Community Care. This will provide better clarity on the overall strategic direction and development of Adult Services.
Services for People with Mental Health Problems A strategy for mental health will be reported to Committee following wide consultation in the summer. The 1996/97 objectives for mental health will be * To introduce a community mental health team (CMHT) approach to delivering services with Health colleagues. To plan with Health a third mental health resource centre to be located in the south-west of the Borough. To establish a discrete Home Care Service for people with mental health problems. To implement new mental health legislation. To improve transitional grant allocation for mental health. To commission new accommodation and residential projects in partnership with Housing To contribute to a crisis/out of hours service with Health and other partners in social care provision. To respond to the District Audit Review of Mental Health Services.
* * *
Drugs and Alcohol Services A strategy for service improvement and delivery will be produced by the Drug Advisory Team which will be informed by the findings following the review by the Drug Advisory Service. The priorities for l996/97 will be: * * To work with Health colleagues to establish a Community Alcohol Team To review the quality of services currently purchased within the independent sector.
Services for Older People Following consultation with the public, Trade Unions, staff and other agencies a strategy for Older Peoples Services will be reported to Committee.
The priorities for l996/97 will be to: * Open a respite care facilities for Asian Older People within a residential home. * Undertake a feasibility study for a joint Health and Social Services residential resource for older people with mental health problems in the north of the Borough. * Review the out of hours arrangements for District Nursing and Home Care. * Plan services for older people with learning disabilities. * Extend the flexibility of the home care service. * Review the effectiveness of the sheltered housing project with extra home care. * Implement the new charging policy for home and personal care from 1.7.96. * Pilot a generic workers scheme to bridge the gap between District Nursing and Home Care services. Services for People with Learning Disabilities A strategy jointly agreed with Hillingdon Health Authority for learning disabilities will be report to Committee in the Autumn cycle. The priorities for l996/97 will be: * To plan and progress the resettlement of people from Harberbury and Cell Barnes Hospitals. To provide sheltered/supported accommodation for people with learning disabilities in partnership with Housing. Implement the recommendations of the Challenging Behaviour review undertaken by the NDT. To plan and progress the reprovision of Colham Green Day Service on two new sites in purpose built accommodation. Plan and progress the reprovision of the special needs service, currently located at Acol Crescent. To re-establish the Principles into Practice Forum as the main means of consultation with users and carers of people with learning disabilities. To review current residential services for people with learning disabilities
and work in partnership with Health and Housing to extend the range and volume of provision. * Open a new residential service for 4 young adults with multiple disabilities in partnership with Housing.
Services for People with Physical Disabilities The priorities for 1996/97 will be to: * * * Relet the Equipment Loan Service Contract Respond to the forthcoming legislation and direct pays. Investigate options to improve the service provided for people with physical disabilities currently located at Hyde House. Establish a project team to promote user involvement at Grassy Meadow Day Service.
In-House Services for Adults Service improvements will be implemented for in-house services including: * A review of staff/user ratios and user dependency levels across all day services. Better links with further Education Services Improved transport to day services Further extension of the family care scheme to include day provision Review of respite care provision Improved publicity of in-house services.
* * * * *
Community Care The priorities for l996/97 will be to: * * * Implement and monitor the new carers legislation Reduce waiting lists for occupational therapy assessments Monitor how well we achieve the standards set out in the Community Care Charter
* *
Improve how we assess people in need Develop better systems to understand local unmet need and demand for our services.
* Develop better systems to monitor service take-up particularly ethnic minority service users * Develop a purchasing strategy for social care which clearly defines our contractual relationship and intentions with independent sector providers within legislative requirements and Council policy. Improve the systems to monitor the quality of in-house adult services and those purchased from the independent sector. Implement a system to accredit independent sector Home Care and Day Care providers. Develop closer links with Housing in the planning and delivery of community care services. Produce a joint training plan with partners in Community Care Implement the Adult Abuse Policy.
* * 5.
COMMITTEE POLICY, OBJECTIVES AND PROGRAMME FOR 1996/7 The corporate and service specific objectives have been merged through the service plans to achieve a comprehensive programme of action over the next year. The main areas are as follows and the full Committee programme is attached as Appendix 1.
5.1
Service Planning The rolling programme for Committee is set through these plans. The Service priorities exercise sets the Agenda for the Departments Action Plans which cascade down to team Action Plans. Each team will develop performance and development agreements for each individual which will ensure that all staff are clear about their own individual contribution to the agreed overall plans and objectives. This is achieved through the Investors in People Programme. There are opportunities to review the service plan and priorities and to respond to changing circumstances as appropriate.
5.2
Financial Management and Monitoring
The careful management of budget with cash limits to ensure best value for money is a moor service priority and will be reflected in improved monitoring and financial systems. Policies relating to charging, income generation and partnerships will continue to be given special attention. Training programmes for all cost centre managers continued on budget management throughout April and May 1996. 5.3 Equal Opportunities Serving all of the community fairly and equally whilst directing resources at those most in need is a major challenge and policy objective. This means tackling discrimination on the grounds of race, gender, disability and low income. We will continue to give priority within this programme to racial equality and within this, racial harassment is of major importance. Although this will now have a separate emphasis, it is important that the Social Services Racial Equality policy which is now available, is embedded in all aspects of the Departments work. The 6 key principles in the Citizens Charter, most of which are also reflected within the Community Care Charter, will form the basis of on-going policy development. 5.4 Development of Services for Children and Families the service plan has set ambitious objectives for the year ahead and rightly so. The implementation of the Children Act 1989 has only been partially achieved in Hillingdon and there are a number of policy aspects including the improvements in supportive arrangements for families in the community, services for refugee children, work with education for children with special needs which still need urgent attention. The place of single parents and their children in the delivery and development of services will also need greater focus as will domestic violence and community safety. 5.5 Development of Community Care and Services for Adults There are major areas of development outlined in the service plan which will shape the provision of care in the community. The evolving policies for health and social care will be at the forefront of developing and improving services in the community and will present major challenges in maximising the use of scarce resources. A much neglected areas is that of meeting the need of the vast army of informal carers. The introduction of the Carers Act in April 1996 has been an important milestone and will set the scene for the way ahead. Quality Services and Standards Committee wishes to see best quality standards in the services the Council provides directly and which it purchases on behalf of the community. Setting standards for personal care is complex. Committee will receive further reports on service standards and will use the measurements of Performance Indicators, complaints and findings of
5.6
the Inspection Service to monitor achievements and to ensure that the pursuit of good standards and quality services if the corner stone to future developments.
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THE COUNCILS SOCIAL JUSTICE AGENDA: PROPOSALS FOR ACTION
ITEM 5
Contact Officer: Dawn Warwick/ Suneel Chadha Telephone: 01895 250722 SUMMARY This report presents proposals for action as part of the Councils social justice agenda, as set out in the Statement from the Leader of the Council (May 1996). 1. To tackle poverty and social exclusion. 2. To ensure services meet the needs of Hillingdons diverse community. RECOMMENDATION It is recommended that the Committee endorse the attached action proposed for anti-poverty and equal opportunities in service delivery as part of the service plans. INFORMATION 5.1 The Statement from the Leader of the Council (May 1996) reaffirms the commitments made in 1994 and 1995 to tackling problems of poverty and social exclusion, and provides a focus for the work of the Council over the next two years on a social justice agenda. 5.2 This includes action to help people excluded from participating fully in the life of the community, whether it be through unemployment, disability, age or lack of childcare; physical and social isolation, or any form of harassment or discrimination. 5.3 In future the Council will take all possible measure to deal with poverty, and measure to counter social exclusion so that all local people are part of the community in which they live. As part of this commitment the Group has produced: 1. 2. Action plans to tackle poverty and social exclusion (Appendix A) Equal Opportunities Service Plans to meet the needs of Hillingdons diverse community. (Appendix B).
BACKGROUND DOCUMENTS Statement from the Leader of the Council May 1996. Appendix A - Anti Poverty Action Plans Appendix B - Equal Opportunities Service Programme.
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POLICY AND OPERATIONAL INSTRUCTION WORKING WITH PEOPLE WITH HIV

Contact Officer: Angela Flux Telephone: 01895 250165 SUMMARY
ITEM 6
This policy has been produced after an extensive period of consultation with staff and service users. This report informs Committee that it will be sent out in July after a briefing session for members and managers and workshops for staff. (A copy of the policy document has been circulated with the papers for the meeting for members of the Committee.) RECOMMENDATIONS 1. That the policy be endorsed and implemented with immediate effect. 2. That multi-disciplinary workshops be convened by the HIV Team to ensure consistent and collaborative approaches at all times. 3. That the policy be reviewed through the Local Authority Working Group on HIV in twelve months time. 4. That a briefing session for members and managers be held in July. INFORMATION 6.1 All service areas need to regularly review measures that need to be taken to ensure that people with HIV receive a good service from the Local Authority. Social Services staff have been involved in applying the principles of the Corporate Strategy to the work of the department. This policy document outlines these principles. Training and support for staff has been based on the policy for the last two years and will continue subject to the resources available. Equal Opportunities 6.2 This policy is in line with the Councils Equal Opportunities Policy and makes explicit how people with HIV should receive equal rights as service users and/or as employees. Conclusions 6.3 Any comments on the policy and its implementation should be directed to the HIV Coordinator or LAWG to ensure that it is effectively reviewed in due course. Requests for presentation or training to ensure effective dissemination should be addressed to the HIV Team.
BACKGROUND DOCUMENTS Corporate HIV/AIDS Strategy - 1991
IMPLICATIONS OF THE ASYLUM BILL FOR SOCIAL SERVICES
ITEM 7
Contact Officer: Julie Capaldi Telephone: 01895 250527
SUMMARY As reported to Policy Committee on 30.6.96 changes are being introduced by central Government which will fundamentally affect Asylum Seekers rights to income support and public housing. This report focuses on the implications of the legislation in relation to Social Services. The report to Policy Committee is contained in Appendix A. The situation in relation to the direct grant for unoccupied refugee children will be dealt with separately. RECOMMENDATIONS It is recommended that Committee:: 1. Note the effects of new legislation in relation to Asylum Seekers as identified in the report to Policy Committee and the additional recommendations. 2. Committee note a projected unavoidable additional expenditure of 280,000 in relation to meeting 20% of the Housing and living costs of the categories of young people and their carers outlined in the report. 3. Officers closely monitor all expenditure and report back to Social Service Committee and Finance and Property Committee as to the level of the claim against Government and implications for balances. 4. Officers hold urgent discussions with other Agencies to consider special arrangements which may now need to be put in place in relation to the escalating numbers of refugee children arriving at the Airport and the potential for this increasing. 5. That Committee note the Association of Directors of Social Services recommendation to the Association of Local Government that the existing arrangements for providing a service for people who are homeless pertain. This means that the placing authority take responsibility for people placed in bed and breakfast and the Authority of residence take responsibility for those in leased accommodation.
6. The Committee note that further advice is being urgently sought in relation to payments to foster carers living outside the borough. 7. Request urgent meetings to be held in conjunction with Community groups in order to ensure their views and interests are taken into account. INFORMATION 7.1 From 5th February 1996 new regulations in respect of benefit for Asylum Seekers came into effect restricting the eligibility of Asylum Seekers to claim Income Support and Housing Benefit. Further legislation expected to be implemented in the Autumn restricts the ability of Local Authority Housing Departments to provide accommodation for Asylum Seekers. 7.2 Whilst restricting the eligibility of Asylum Seekers to claim benefits central Government will make a grant available for Local Authorities to reclaim 80% of the costs above a threshold of 93,608, for the London Borough of Hillingdon, which are incurred in providing support to Asylum Seekers. Implications For Unaccompanied Asylum Seeking Young People. 7.3 The restrictions outlined above will apply to young people who have not applied for Asylum at the point of entry to the country or whose application has been refused. 7.4 There are currently 120 young people whose entitlement to benefit may be effected by the legislation. In addition there are 40 foster carers who would be unable to maintain children they are looking after if their benefits are withdrawn and an approximate figure of 60 other families with children who may be subject to withdrawal of benefits. Statutory Powers Of The Local Authority To Assist 7.5 Section 17 of the 1989 Children Act permits forms of support to be made available to children in need including cash payments where there is no suitable alternative. It would therefore be deemed reasonable to enable children to remain with their parents and/or carers and in their current accommodation by using Section 17 payments to subsidise accommodation and living costs. 7.6 The Association of Directors of Social Services have recommended that 90% of current Income Support payments are provided for Asylum Seekers following as assessment which confirms that they fulfil the criteria of being in need under the Children Act. The ADSS are still hopeful that their views will influence the level of grant proposed at 80%. 7.7 For young people and adults over 18 years of age who have been Looked After by the Local Authority, section 24 of the 1989 Children & Young Persons Act may be considered as a basis for providing financial support for living and accommodation costs.
7.8 There is no provision for financial support for young people over 18 who have not been Looked After by the Local Authority but the NHS and Community Care Act may allow for financial support for vulnerable adults in some specific circumstances. Further guidance is being sought on this. 7.9 Further urgent legal advice is being taken and the views of ADSS sought in relation to whether it is appropriate for payments to be made to foster carers in other boroughs. The recommended position is that foster carers who can claim in their own right should do so in the borough where they live. Hillingdon should only consider assisting those who have no children, these are exceptional situations. FINANCIAL IMPLICATIONS 7.10 On the basis of claiming 80% of recoupable expenditure from central Government the potential extra cost to Social Services of making housing and Income Support payments to 120 young people and 40 Foster Carers would be in the region of 200,000 per annum. 7.11 The cost of subsidising living and housing costs to approximately 60 other Asylum Seeking families would be in the region of 60,000. 7.12 The planned semi-independent accommodation, relies financially on the young people claiming Housing Benefit. On the basis of reclaiming 80% of recoverable costs the projected revenue shortfall may be approximately 20,000 per annum. 7.13 The total projected extra costs to Social Services of providing financial assistance where benefits have been withdrawn is 280,000. This is in addition to an existing overspend of 700,000 in the year 1995/96. 7.14 The extra staff time required to undertake assessments and make financial payments if an additional resource requirement and further information will be provided on this issue. CORPORATE AND INTER-AGENCY CO-OPERATION 7.15 The Corporate Working Group have identified areas for joint work; arranged for voluntary sector involvement and produced an information leaflet for staff. A further leaflet for service users is in process. 7. 16 A summary of the corporate approach to providing services to Unaccompanied Asylum Seekers is as follows:* Education will provide free school meals and school clothing and uniform grants to unaccompanied asylum seeking children and young people. For those who are students aged 16-19 at further education colleges, grants of up to 300 per year towards maintenance and travel costs will be offered. These proposals are subject to Education Committee agreement. * Housing and Social Services are working out how the assessment and provision of
accommodation for young people will be approached. * Discussions will take place with relevant Community groups in order to ensure that their views and interests are taken into account.
EQUALITY CONSIDERATIONS 7.17 As the report acknowledged, the withdrawal of Income Support and Housing to Young Unaccompanied Asylum Seekers will intensify the hardship experienced by these young people. 7.18 The authority has made a policy commitment to ensuring that Black and minority ethnic people have access to its services. 7.19 In agreeing this expenditure the Committee will be enabling the department to meet the needs of the these young vulnerable people. It will also be targeting its resources to meet its stated objectives. CONCLUSIONS 7.20 The combined effects of the Asylum Bill Housing legislation will place an added burden upon the Councils personnel and financial resources. Director Of Finance Comments The maximum projected extra costs as outlined in the report amount to 280,000 after taking into account the specific grant from central government, which will be made available to Social Services Departments whose eligible expenditure exceeds a threshold (93,608 in the case of LBH). The projected extra costs are the best estimate at this stage as the final picture will be affected by factors relating to numbers of applicants which are largely outside of the control of the Department. Policy Committee on 30 May 1996 agreed the recommendation that additional costs arising from the Asylum Bill which could not be contained within the Service Committees case limited budgets be met from Council balances and that Officers closely monitor all expenditure and report back to Service and F & P Committees as to the level of claim against government and implications for balances. Notwithstanding the Policy Committee recommendation, Members will wish to be reminded that balances, once applied, are not available for recurring use.
BACKGROUND DOCUMENTS
Additional Document: Appendix A - Refugee and Asylum Seekers Report to Policy Committee 22.2.91. Appendix B - Additional Recommendations tabled at Policy Committee.
REFUGEES AND ASYLUM SEEKERS
ITEM 3
Contact Officer: T Moloney/J Ross Telephone: 01895 250506/250393 SUMMARY As reported to Policy Committee on 22/2/96 changes are being introduced by Government which will fundamentally affect Asylum Seekers rights to income support and public housing. A corporate working party has considered the likely implications and this report seeks members decision to establish policy on matters where the council has to exercise its discretion. RECOMMENDATIONS It is recommended that the Committee: 1. Note the implications for Service committees and the Councils budget arising from the proposed legislation (Asylum and Immigration Bill and Housing Bill). Note the proposals being developed with the voluntary sector to support refugees and asylum seekers Note that Social Services. Education and Housing committee will be considering the implications for their services and that it is likely that following enactment of the Asylum & Immigration Bill and Housing Bill, the Children Act obligations exercised by Social Services may be used to assist vulnerable households with children and the consequent financial implications. Gives any further instructions as to action which officers should take on the matters within this report.
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INFORMATION Legal Changes Update 3.1 At your meeting of 22/2/96 members received a report on Asylum Seekers which described the proposed changes in legislation under the Asylum & Immigration Bill and Housing benefit regulations. Members were advised of the implications for Housing, Education and Social Services, the asylum seekers and the community generally. 3.2 Since that report
a)
The Housing benefit changes have been implemented. This means that for asylum seekers the right to benefit (and other income support) has been withdrawn from applicants who do not apply for asylum at the port of entry or whose application for asylum has been refused and they have appealed. The Asylum & Immigration bill has progressed through Parliament and is currently in the House of Lords. The Government has confirmed its proposals as set out in your last report although some changes have been made (e.g. in relation to the fast track process for some people from safe countries). The bill is likely to be enacted in September 1996. The Housing Bill is being progressed through Parliament and within this legislation asylum seekers will be excluded from assistance under homelessness legislation (this exclusion is also introduced in the Asylum & Immigration bill). The probable implementation date is September 1996.
b)
c)
Clarification of legal implications 3.3 The London Housing Unit has on behalf of member authorities sought Counsel advice on the effect of the bills and particularly as to how they impact upon Councils powers set down in other legislation such as the Children Act 1989, the Housing Act 1985, Local Government Act 1988. In summary, the key points for this report are as follows: 1. From February 1996 the Councils duty to secure accommodation for Asylum Seekers who are homeless and who have a priority need remains even if they do not have an income to pay the accommodation charges. The Council cannot waive the rent charges for an asylum seeker. Each case must be considered on its merits and action to recover debt and write off if irrecoverable. Single non priority people without benefit and who are destitute do not automatically become either homeless or in priority need (within the meaning of the homeless persons legislation )because they are destitute. All homeless applications must be decided on the individual circumstances. Withdrawal of benefits does not result in someone becoming homeless/ threatened with homelessness in terms of housing legislation governing emergencies. If a child of an asylum seeker is in need under the Children Act it may be appropriate to fund the cost of accommodation for that household to protect the interests of the child. Payments can also be made under these powers to cover rent for Housing Revenue account properties. However it would not be lawful for Social Services to request under Section 27 of the Children Act - a Housing authority to assist a child in need by providing accommodation for an asylum seeker. The Council must determine what enquiries it should conduct to comply with the legislation.
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Not even an interim duty for housing will be owed under the asylum & Immigration bill for cases covered under the supporting Regulations (before the Housing Bill is enacted) and under the Housing Bill no interim duty will arise unless the authority believes that the applicant is eligible for assistance. There does not appear to be an explicit obligation to disclose information to external bodies. After the Asylum & Immigration Bill enactment it might be lawful for the Council to lease a property (not held under Part 2 of the Housing Act), e.g. an empty council building to a Housing Association knowing that it would be used to help asylum seekers. After the Housing Bill is enacted the council may have power - subject to Secretary of State approval - to lease Part 2 accommodation to a Housing Association to house asylum seekers - but not cases nominated directly by the Council, i.e. it must not be an allocation. The Council has powers to pay grants to voluntary organisations concerned with homelessness but only in accordance with a consent given by the Secretary of State under Section 25 of the 1988 Act.
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9.
3.4 In summary therefore a) the duty to assist refugee households under homelessness powers will cease if they are ineligible for social assistance but it may be possible to use the Children Act to secure and maintain temporary accommodation. all asylum seekers will be excluded from eligibility for permanent accommodation. the Council may be able to lease some if its property/make grants to voluntary organisations with the Secretary of States consent. it is questionable whether any single person could be helped with temporary housing through vulnerability criteria.
b) c)
d)
Casework Co-ordination 3.5 Officers have endeavoured to determine the current and potential casework affected by the changes in legislation. Contact has been made with the local office of the Benefits Agency but they cannot identify households claiming Income Support who may be affected as to do so would contravene the Data Protection Act and their confidentiality rule. 3.6 Housing Services: At the moment one household, not in receipt of benefit is in temporary housing. However there are more than 60 Asylum Seekers being accommodated and if their application to the Home Office is refused they will lose their Benefit at which point the cost of their accommodation and perhaps living expenses will fall on the Council. Since the last report to Committee one household has been assisted under Housing legislation
even though they are not entitled to claim Income support. The weekly cost to the Council is 413. 3.7 Social Services: There are currently 120 young people placed in either Bed & breakfast, independent, or semi-independent accommodation whose entitlement to benefit may be affected by the legislation. In addition there are 40 foster carers who would be unable to maintain children they are fostering if their benefits are withdrawn. 3.8 On the basis of claiming 80% of recoupable expenditure from the Government the extra cost to the Council of housing and living payments to young people and their carers in the above categories would be in the region of 200,000 per annum. 3.9 The position of young people over 18 years of age is that financial support may be provided under Section 24 of the Children Act for those who have been looked after by the Local Authority. The Community Care and NHS Act may allow for financial support to be provided to vulnerable adults and further guidance is being sought on this. There is no provision under the Children Act which allows for financial support to young people over 18 years who have not been looked after. 3.10 It should also be pointed out that unlike the position for refugee families who are assisted throughout London, refugee children are referred to Hillingdon as the airport is within our boundary and hence the service demand and resources is quite exceptional. 3.11 General Liaison: To ensure proper liaison between departments, officers have been identified in each group as contact officers who will be available for advice on referrals. Further, a register is being complied of all known potential clients by Housing, Social Services and Education. In this way all departments will be better able to assist if required; this will be a starting data base for the claim to central Government (see below). A leaflet has also been produced and issued to all senior staff/one stops/front line staff to inform them of the changes and contact points. Working with Others 3.12 Evidently the Councils statutory powers will be limited by forthcoming legislation, Therefore the corporate team has invited the voluntary sector to assist in meeting the needs of refugees. H.A.V.S. has contacted local organisations and the Refugee Council. a) Officers have also contacted the London Boroughs Grant Unit (LBGU) which has provided funds this year for voluntary organisations which are assisting refugees. A second tranche of 100,000 will be allocated in the near future to organisations which are currently funded by L.B.G.U. Later in the year some funds may be made available to organisations which presently do not receive any funding. Officers have asked H.A.V.S. to contact L.B.G.U. In Hillingdon the Hillingdon Legal Resource Centre is presently part funded by L.B.G.U. as is the Refugee Arrival Project at Heathrow Airport.
H.A.V.S. will be organising a seminar for all the local voluntary organisations to consider what services they may be able to provide and the best way of doing so. In particular it is felt that giving information and advice to refugees and raising the profile of this issue could be part of their remit. Subject to these discussions voluntary organisations may also wish to consider additional resources for refugees perhaps building on their existing role. This may require additional funding which would be the subject of a bid to the LBGU and possibly the Council. HAVS will also link in to national voluntary organisations and local churches and others who may be able to assist. b) Officers have also contacted the Refugee Council which has been able to offer literature for distribution to refugees. Additionally as above the voluntary sector is in touch with the Refugee Council which is able to provide advice and assistance to them as well as to refugees directly. The Refugee Council is funding shelter, food and clothing for refugees where destitute. Housing Associations. There are a number of Housing Associations operating within the borough who together provide over 4,000 homes. Each association has been asked to advise the Council on policies which they are considering/have adopted in relation to the forthcoming legislation and what assistance if any they can offer the council. Private landlords. A letter has been sent to all known private landlords and estate agents advising them of the forthcoming legislation and seeking their assistance in referring any potential refugees affected to the council. The letter also advises landlords that withdrawal of Housing benefit is not a ground for possession and that the normal protection from eviction pertains. Refugee Arrival Project (RAP) RAP is partly funded by the Home Office and is the first point of contact for many adult Asylum Seekers arriving at Heathrow Airport . RAP will often secure emergency accommodation pending either making contact with family or friends or a referral to a local authority. Until approximately two years ago such referrals were made on a rota basis that had been agreed by the London Borough. However some Boroughs withdraw their co-operation. Since then RAP have made referrals using the principles of the rota. Consequently, although the airport is situated in the Borough, Asylum Seekers continue to be referred around London.
c)
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ALG support for London Boroughs Londonwide perspective
3.13 The Association of London Government is trying to monitor what is happening across the city. It is estimated that 20,000 refugees in London are likely to be affected by the changes by the end of the year. The Boroughs have reported that approximately 300 Asylum Seekers without benefits have sought assistance but the exact nature of the assistance required or given is not clear. 3.14 The ALG is endeavouring to support London Boroughs in the following manner: i) supporting the Refugee Council in the development of proposals for hostel accommodation to be funded by charitable and other donations and grants provided by the London Boroughs Grants Committee subject to planning approval being given by the borough; any proposal to establish a hostel will also include provision of support to vulnerable asylum seekers and their children by the London borough. assisting the London boroughs in the development of any local emergency provision in conjunction with voluntary organisations, churches and others; the ALG will convene a meeting of officers to consider options: providing further advice to the boroughs concerning the maintenance of equality considerations and confidentiality subject to requirements to check immigration status with the Immigration and Nationality Department; assisting the collation of information required by the Government departments in making applications for the reimbursement of expenditure incurred in the provision of services under the Children Act, NHS and Community Care Act and associated legislation and the provision of services to unaccompanied asylum seeking children. the development of an information strategy to assist the London boroughs and the ALG in seeking financial assistance in the current and future financial years and any amendment of the legislative framework required to assist the provision of services to asylum seekers and refugees.
ii)
iii)
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Funding/claim to Government 3.15 Following consultation with Local Authority Associations the Government has agreed to fund up to 80% of the additional cost for local authorities arising from the changes in Housing Benefit and forthcoming legislation. Clarification is still required on precisely how much can be claimed A further meeting was arranged between the local authority associations and the Department of Health & Environment (when this report was being drafted) at which it is hoped that some progress will be made as to the basis of submission and timing of the claim. Meanwhile officers are keeping full records of costs in accordance with advice from the ALG so that a claim may be submitted in accordance with the agreement. Clearly additional costs will now be incurred and not all of these will be reimbursed. The Council therefore needs to take record of these additional costs as part of its overall bid These are being collated by the respective Services and will be brought together for inclusion within the
bid for reimbursement and also to support future discussions with Government on the implications of these charges. 3.16 So far as individual claimants are concerned Social Services department under the Children Act is funding families to a level of 90% and the income support level determined by Government. This cannot be made available to single households. Policy Issues 3.17 Having regard to all of the above there are a number of policy issues for the Council to determine. It is not appropriate under the Terms of Reference of this Committee for decisions to be taken at this meeting on matters within the remit of Social Services and Housing Committee. However for completeness all of the issues are listed below Committee authority is indicated. (1) Use of Children Act to fund accommodation charges - S/S Cttee In order to prevent the children of Asylum Seekers being separated from their families it may be possible for Social Services to fund the accommodation costs of their parents or carers under Section 17 of the 1989 Children Act. The Association of Directors of Social Services and the Association of Local Government are in the process of obtaining confirmation of the legality of this approach. The Social Services Department would then be able to reclaim 80% of allowable costs from Central Government. However, the process of assessment and provision of financial support and funding of both accommodation and living costs is resource intensive and resources would have to be identified for this. (2) Rehousing of Single People - Housing Committee To date no London Borough has agreed to give in principle guidance to officers that single homeless Asylum Seekers without benefit would have a priority need under the homelessness legislation. If such an approach was adopted by the Council the annual cost would be 4300 per person. (3) Rent Arrears on Council Tenancies/Licences - Hsg Cttee If a refugees application for asylum is refused whilst they are occupying temporary or permanent housing and they lose entitlement to benefit, rent arrears will accrue to their account. The Council cannot lay a nil charge but policy guidance is needed on the action to be taken pending the outcome of any appeal. It may be possible for the Social Services Department to cover charges under the Children Act and for these to be subsequently included in the claim to Government.
(4)
Financial Implications - Policy Committee
It is not possible to preceisely quantify the financial implications for the Council for these reasons: 1. It is still to be clarified with Government the precise details of elligible expenditure which authorities will receive 80% grant on. There will be an initial threshold, which for Hillingdon will be 93K, upon which no grant is payable. The number of cases involved with fluctuate for reasons the Councill cannot control or predict, including the outcomes of the Home Office appeals process.
2.
However, based on currently available information it seems clear that the costs to the Council as a whole could be in the order of 500K per annum, after receopt of Government grant. These costs would fall to the Council's GF. In addition there may be costs falling to the HRA if the Council has to write off any rent arrears arising following the changes to the benefit entitlement of individuals, however this is unlikely to be significant. In the current year my additional GF costs that may arise will need to be identified as part of the revenue monitoring process. If these costs are not containable within cash limits they will reduce the Council's level of balance. For 1997/98 this issue will have to be taken into account when determining the Council's revenue budget. Hopefully by that time some of the areas of uncertainty will have been removed. The probability is that in the longer term the cost to the Council will fall more on its Social Services budget than the Housing budget. BACKGROUND DOCUMENTS Letter from Department of Environment - grant report 14/5/96 Briefing - Refugee Council March 1996 Safe Havens - NFHA 26/4/96 LHU advice, Counsels opinion 4/4/96
PAGE 1
ANNUAL REPORT OF THE INSPECTION SERVICE PERIOD REPORTED ON - SEPTEMBER 1995 - MARCH 1996
ITEM 8
Contact Officer: Julia Ross/ Gerry Brady Telephone: 01895 250393/01895 259787
SUMMARY This report covers a period of 7 months to enable the Inspection Service to alter the Inspection reporting period to April to March and in future report in the June committee cycle. For Inspection achievement purposes the period reported on is April 1995 - March 1996 on this occasion. The creation of an Inspection Year will now dovetail with revenue and capital budget planning. The report informs committee of the progress of the Inspection Service and reminds committee that local authority Residential Care Homes and Childrens Homes need urgent attention to improve inadequate buildings, facilities, equipment and staffing levels. The findings are not detailed in this interim report but all inspection reports are public documents. RECOMMENDATIONS 1. That committee continue to take positive action in council residential establishments, in relation to buildings, facilities, equipment and staffing levels to bring them up to Registration and Inspection standards. 2. That Committee agree the introduction of an Inspection Year by adjustment of the reporting cycle from April to March each year and to receive on a report in the June cycle in future. 3. That Committee note the substantial progress which has been made towards and achieving 100% targets in all inspections. INFORMATION 8.1 LEGISLATIVE AND LOCAL REQUIREMENTS
i)
Background
The National Health Service & Community Care Act 1990 states that Inspection Services must submit an Annual Report to the Social Services Committee, and advise on their findings during the year.
The Inspection service is independent of operational management. It carries out its duties under the direction of the Manager of the Inspection Service, and is directly accountable to the Director of Social Services on all matters including organisational, professional and regulatory areas. Staffing comprises of 1 Manager, 4 Whole Time Equivalent (WTE) Homes Inspectors, supported by 2.5 WTE Admin personnel. 1 WTE Homes Inspector post was deleted as part of the financial reductions in 1992/3. For the period reported upon two temporary appointments of Homes Inspectors were made to ensure statutory requirements. 1 x 36 hours. 1 x 18 hours. 1 permanent appointment of Homes Inspector was made (36 hours) The Inspection Service Manager left and an Acting Manager is currently in post. The Managers post will be advertised shortly. ii) Legislative Background
This information has been provided to Committee in previous Annual Reports. Detail is provided in Appendix 1. Overall the Inspection service is responsible for:* registering and inspecting private and voluntary residential care homes caring for 4 or more residents, large homes. inspecting all Local Authority homes registering and inspecting private childrens homes for 4 or more children. inspecting all Local Authority childrens homes. inspecting and visiting Boarding Schools.
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8.2 PROGRESS REPORT i) Inspections of homes for four or more adults and children
In the period April 1995 to March 1996 inc a total of 93 Inspections were carried out, in addition to numerous visits to private and voluntary homes. This represents an overall achievement rate of 95%. The detailed breakdown is as follows:-
LONDON BOROUGH OF HILLNGDON INSPECTION SERVICE RESPONSIBILITIES AND ACHIEVEMENT RATE 1ST APRIL 1995 - 31ST MARCH 1996
SERVICE TYPE UNITS ANNUAL INSPECTIONS REQUIRED PER UNIT Total ( ) 2(2) INSPECTIONS ACHIEVED ACHIEVEMENT RATE
Private Childrens Homes L.A. Childrens Homes Boarding Schools a) Sect 62 b) Sect 87 L.A. Older Persons Homes Private Older Persons Homes L.A. Learning Disability Homes Voluntary Homes for Adults L.A. Mental Health Units Small Homes
100%
2(10)
80%
2 1 8
1 (1) 4 yearly 2 (16)
100% N/A 95%
15
11
2 (22)
19
88%
14
2 (27) 1 unit not open full year 2 (18) some units not open full year 2 (4)
27
100%
12
17
95%
75%
15
Nil
Nil
N/A
Overall achievement rate 95%
ii)
Inspection of small homes for adults with less than 3 residents
Following the Social Services Inspectorate inspection of the Inspection Service in April & May 1995, the policy of inspecting small homes was discontinued. This policy will be reintroduced in 1996/97. iii) Registration Work
In the period reported the following registrations have taken place. 4 x registrations of large homes 5 x registrations of Person in Control of large homes 3 x registrations of Care Managers of large homes. 1 x change to registered numbers of large home. 2 x registrations of small homes 2 new registrations of Family Care Schemes. 4 x changes to registrations of Family Care Schemes. Pending applications for registration are as follow: 1 x registration of a large home. 2 x registrations of Person in Control of a large home. (including one who will be Person in Control of 3 homes) 5 x registrations of Care Managers of large homes. 4 x registrations of small homes 4 x registrations of Care Managers of small homes. 7 x registrations of Family Care Schemes. De-registrations Following investigations into complaints about private and voluntary homes there were 2 proposed de-registrations. 1. In a small home for people with mental health needs the Person in Control/Care Manager was de-registered as a Fit Person. The Person in Control/Care Manager did not appeal. In a home for older people the Care Manager was de-registered as a Fit Person and the Home was de-registered. The Care Manager did not appeal; the Management Committee are no longer appealing against their de-registration.
2.
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Service Developments
The Inspection Service continues to review and develop the most effective inspection methods. This in conjunction with the S.S.I. inspection of the Inspection Service has meant that much development work has been done during the period reported. This includes:* The name of the Unit was changed from Inspection and Complaints Unit and various other names, to Inspection Service. The use of questionnaires was developed to enable us to further involve the community in inspections. The latest questionnaires involve relatives, friends of residents, staff and other professionals. The introduction of an Inspection Year to enable effective planning ahead and to meet 100% achievement rate. The introduction of an alert system to enable the maintaining of awareness of problems in residential care homes and childrens homes. The introduction of the follow-up policy as reported in the last annual report. The review and restatement of the Inspection Service mission statement. The introduction of a leaflet on the work of the Inspection Service. The increase in the use of Lay Inspectors in inspections of Childrens Homes and the recruitment of a young person who has experienced residential care to act as a Lay Inspector. The development of protocols for:* * * Working with the Fire Authority Joint inspections with the Health Authority, of dually registered homes.
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The review of the constitution and title of the Residential Homes Advisory Committee. This group was renamed Hillingdon Inspection Advisory Panel. The development of a recruitment strategy to enable the Hillingdon Inspection Advisory Panel to increase its representation from carers, users, previous users and Ethnic Minority groups. Following the investigation into complaints about a voluntary home for older people which led to the de-registration of the Care Manager and Management Committee, a review was carried out into any lessons to be learnt for the Inspection Service. Subsequent changes in practice include:
* *
an increase in the amount of out of hours inspection work . A review of the Inspection service Mission Statement emphasising the protection of vulnerable people through regulation. Information is now collected from a variety of additional sources eg. relatives and friends of residents and visiting professionals.
8.3 INSPECTION FINDINGS GENERAL i) Differences in standards between the private voluntary and local authority residential care homes.
As highlighted in past annual reports, one of the main concerns of the Inspection service has been the inequality of standards between private & voluntary sector homes and local authority homes in the following areas: Buildings Facilities Equipment Staffing Levels This situation has not changed. Urgent attention is now required to each of these areas. ii) Private and Voluntary Homes:-
All private and voluntary homes meet the requirements of the Registered Homes Act 1984 and provide adequate standards. Some private and voluntary homes do not meet all of the standards as set in the London Guidelines (revised and accepted by London Borough of Hillingdon Social Services Committee in June 1994) for example, the unacceptability of chairlifts and the ratio of single to shared rooms. The Inspection Service has found it necessary to discuss a range of issues with some proprietors/care managers in order to ensure that adequate standards are maintained. These issues included: Management Staffing levels Use of volunteers Care practice issues Fabric of building Review of resident numbers Appropriateness of placements
The Inspection Service is monitoring developments in these areas. We continue to receive positive comments and compliments about the care and commitment of staff in private and voluntary homes. Gaps in staff training have been identified in both private and voluntary homes and local authority homes. In private and voluntary homes the main areas of concern were:Management training. Supervisory training. Food Safety Act training. Moving and Handling training. iii) Local Authority Homes
There have continued to be improvements in the upgrading of some local authority homes. examples include:Improvements to the building environment in Knightscote, Hobart Lane and Hayes Park House. Improvements in the kitchens at Hayes Park House . Planned improvements in the kitchen at Charville Lane. The planned work to upgrade the Burroughs, Whitby Dene, Mountbatten House and Ryefield to registration standards is eagerly anticipated by residents, their families and staff. The bulk of areas of concern as outlined in the Inspection Service Annual Report 1994/95 remain unresolved. The Inspection Service has found it necessary to discuss a range of issues with Officers in Charge and Senior Managers. Issues highlighted during the inspection of two local authority homes for children resulted in management investigations. Although the Inspection Service remains concerned about the outstanding issues around building fabric, equipment, facilities and staffing, generally staff at all levels in local authority homes continue to show great commitment to providing high quality care in often difficult situations. Gaps in staff training identified during inspections include: Food safety Act Training Working with Dementia Training around Equal Opportunities.
REVIEW OF THE TOP-UP SUBSIDY CRITERIA AND PROCEDURE FOR PEOPLE REQUIRING A MAJOR ADAPTATION TO PROPERTY FINANCED WITH A DISABLED FACILITY GRANT
ITEM 9
Contact Officer: Dawn Warwick/ Martin Smith Telephone: 01895 250722/01895 250437 SUMMARY This report seeks approval to change the existing criteria for a Top-Up subsidy to fund major adaptations to homes of people with a disability in receipt of a Disabled Facility Grant (DFG). This is in response to concerns expressed about the low uptake of this grant and the way in which applications are processed. In addition there are proposed changes to the DFG legislation which may alter the mandatory and discretionary grant aid powers of the Local Authority and the financial test of resources applied to some categories of applicants. These changes are expected Autumn 1996 and may effect the demand for Top-Up subsidy; because of this it is proposed that changes to the Hillingdon Top-Up subsidy eligibility criteria should be on a six month trial basis. RECOMMENDATIONS 1. That Committee Agree to the revised eligibility criteria for DFG assistance for a pilot 6 month period. 2. Agree to retain the current financial assessment process used to determine a persons eligibility for Top-Up subsidy. 3. Agree to changes in the format for the presentation of applications for Top-Up assistance to Social Services Committee. 4. Agree to the creation of a register of alternative Charitable and Trust funding for individuals in need. INFORMATION BACKGROUND 9.1 A Top-Up subsidy may be necessary to assist with the funding of the client contribution, the costs in excess of 20,000 (the DFG limit) or both amounts.
9.2 The client contribution is a means test to determine the contribution the person is assessed as being able to afford. In practice because the test does not take into account outgoings such as mortgage debt repayments, it is not a realistic measure of a persons ability to raise or pay back a loan. The costs in excess of 20,000 are also the persons responsibility. 9.3 The existing criteria agreed in Committee (17 March 1994) may have been too restrictive as only one application for Top-Up assistance was received in the year 1995/96. PROPOSED REVISED CRITERIA (Appendix 1) 9.4 To change the current total value of the scheme of adaptation from 20,000 (which is the limit of DFG under current legislation) to 15.000. Reason: The 20,000 limit is preventing some very necessary schemes for severely disabled people qualifying for financial assistance from Social Services. 9.5 To change the current criteria of raising Top-Up money through a private loan, or loan from the Council to raising it through private secured loan, or loan from the Council. Reason: Where applicants have collateral this should be taken into account by private lenders when loan application made. 9.6 To add to the current expectation of financial contribution from the user and/or users family toward the cost of the scheme to read, If this is assessed as reasonable and affordable in line with the Councils Anti-Poverty Strategy. Reason: Some service users are assessed as unable to make any financial contribution. 9.7 To change the existing criteria that the adaptation is for the benefit of a disabled child or adult with a terminal or degenerative condition and forms a critical element of the care plan derived from a Needs Led Assessment (NLA) to read. The adaptation is for the benefit of a child or adult with a permanent and substantial disability or a degenerative condition and forms a critical element of the care plan derived from the NLA.` Reason: The Welfare Authority (The Social Services Occupational Therapist (OT) is required to make the recommendation to the Housing Authority that the adaptation is necessary and appropriate see Appendix 2. 9.8 It is very rare for major schemes to be recommended for terminally ill people because of the time, benefit and cost implications which must be made in order to recommend as necessary and appropriate. Some people may have very severe and disabling conditions which are not degenerative except as part of the normal ageing process. A more precise and inclusive description is, a person with a permanent and substantial disability.
9.9 New Criteria: A charitable Trust contribution is always sought towards the cost of the scheme and that a register is developed to facilitate this. Reason: This was requested by members. 9.10 Financial Assessment. The current assessment procedure for the DFG Top-Up is the same as the new Home Care Charging Policy and will ensure a standardised approach consistent with the principles of the Anti-Poverty Strategy. APPLICATION FORMAT Proposal 9.11 That a three way meeting takes place chaired by the People with Disabilities Team Commissioning Manager and includes the Divisional Environmental Health Officer (Housing Services) and Occupational Therapist. 9.12 All major adaptation schemes in excess of the 20,000 grant limit and all schemes requiring Top-Up subsidy will be considered. 9.13 An assessment form will show relevant financial information, where criteria is met, checklist compliant and contain a brief report on individual applicants needs and how the adaptation will meet them. The report will be presented to Social Services Committee under Part 2 Business. Director Of Finance Comments A standardised approach consistent with the principles of anti-poverty would be to retain the current assessment procedure for the DFG Top-Up, which is the same as for the new Home Care Charging Policy. BACKGROUND DOCUMENTS Social Services Committee Report 17 March 1994. Providing a Top-Up Grant or Loan for People Requiring a Major Adaptation to Property. Appendix 1 - Proposed Policy.
APPENDIX 1 Previous Policy as agreed by Social Services Committee 17.3.94 It is proposed that the offer of financial assistance from Social Services towards the cost of a major adaptation (in private, or public sector housing) should depend on a number of factors and criteria. Assistance will be available where:1. The total value of the scheme of adaptation is in excess of 20,000 (which is the limit of DFG under current legislation). All other options have been tested and discounted:a) b) Top-Up money raised through private loan, or a loan from the Council. The size and cost of scheme is as minimal as is practicable, with a short term scheme being considered where appropriate, with the possibility of a second submission for grant at a later date (although this may be a more expensive option in the long term). Re-housing options have been explored and discounted. Alternative sources of funding from charities have been explored.
2.
c) d) 3.
There is some financial contribution from the carer and/or carers family toward the cost of the scheme. A DFG has been applied for and a financial assessment completed. The adaptation is for the benefit of a disabled child or adult with a terminal or degenerative condition and forms a critical element of the car plan evolved from a Needs Led Assessment (NLA).
4. 5.
FCM/1259/5.6.96
REPORT ON THE LAND SITES AVAILABLE FOR THE REPROVISION OF COLHAM GREEN DAY SERVICES
ITEM 10
Contact Officer: Dawn Warwick/ Guna Mahadevan/ David Hardman Telephone: 01895 250722/277629/0181 569 3898 SUMMARY This report identifies the sites available, subject to appropriate planning permission, for the reprovision of Colham Green Day Services. RECOMMENDATIONS 1. That Members note the sites identified. 2. That Members confirm, land on the Stockley Site adjacent to the current Colham Green Day Centre, at Hobart Road, Yeading, and the former Wood End (Peter Pan) Resource Centre, as being available to pursue for replacement sites. 3. Officers are instructed to report back to a future Committee once the Secretary of States decision has been made in relation to the site at Hobart Road. 4. Officers are instructed to ensure continuity of service provision. INFORMATION Sites Identified 10.1 Land at Hobart Road Hayes - map attached Features - Public open space, land is level site 1 acre available, building to be probably sited at north end of site May have to be referred to the Secretary of State for the Environment as this is a departure from the Unitary Development Plan Access from local road quite good, not too far from Yeading Lane Detailed public consultation will be needed because it is a change from current use 10.2 Former Wood End (Peter Pan) Resource Centre - map attached Features - as current building on site, which will need to be demolished Not anticipated to be a planning problem because not a departure from current use Access from local road for vehicles presents no problem, and currently exists
Very good access to public transport and a range of community facilities Normal public consultation, through planning process, will prevail 10.3 Land at Stockley adjoining present Colham Green site - map attached Features - Open space, land is level 1 acre available Access from local roads is good Day Centre use on site acceptable, no obvious planning problems Director Of Finance Comments Capital funding for the reprovision of Colham Green Day Services will be met via section 106 agreement. BACKGROUND DOCUMENTS Report to Social Services Committee 13th February 1996
MAP1
MAP2
MAP3
REPROVISION OF ACOL CRESCENT SPECIAL CARE SERVICE
ITEM 11
Contact Officer: Dawn Warwick/ Martin Smith David Hardman Telephone: 01895 250722/01895 250437 SUMMARY This report sets out proposals to reprovide the special care unit currently located at Acol Crescent. RECOMMENDATIONS 1. Committee Agrees the proposals to reprovide the Acol Crescent special needs unit in new purpose built premises. 2. Approves reprovision on the site of the former Clifford Rogers Annexe in Bourne Court. 3. Represents a report to a future Committee the detailed plans and costings. 4. Notes that consultation with service users, carers, staff, trades unions and appropriate voluntary organisations on the proposals will take place. CURRENT SERVICE PROVISION 11.1 The building from which the current Acol Crescent services are provided occupies an area of 0.336 acres on the corner of Station Approach and Acol Crescent, South Ruislip. 11.2 Two services are provided from the same building:1. A service for 20 people with learning disability and special care (multiple disability) needs. A service for 8 people with a learning disability and challenging behaviour.
2.
11.3 The current service has two major problems:1. 2. The building is overcrowded and presents major health and safety problems. The two groups of service users are not compatible, and these services should not be provided from within the same resource.
11.4 The building has been adapted into two units, separated by a door, and there is always the potential for a major incident arising. REPROVISION PROPOSALS 11.5 The proposal to reprovide the special care unit has been considered for some years, but funding has not been available until recently. 11.6 Both services will be needed in the future, in the north of the Borough, and along the following lines:1. A challenging behaviour service for the existing 8 users, based on a Resource Centre concept, with strong links with the local community, operating from a safe centre with enough physical space to cater for the needs of this group. A special care service for the existing 20 users, and subject to assessment of need and the wishes of service users, for those who currently travel from the north of the borough to Colham Green. The centre will be built to full disability access standards with a good range of personal care facilities and access for specialist transport.
2.
3.
11.7 The capital funding for re-provision has recently been identified with:1. 2. The Health Agency making available 300k. A further 200k has been identified from reallocating funds within the resettlement programme. The likely cost of building is between 400k-500k.
3.
11.8 Site and building issues:1. The proposed new unit is to be built on the site of the former Clifford Rogers Annexe. This meets the wishes of carers, is in the north of the borough, and there is adequate space. The vehicular right of way to the Mencap Wren Centre will be safeguarded. The new unit will be built to full disability standard, and include a garden area. Once the new unit has been built the proposal will be to extend the use of the existing Acol Crescent building for the current challenging behaviour service. Reprovision is likely to take 18 months to 2 years from agreement to proceed.
2. 3.
4.
11.9 Revenue Funding Issues:-
1. 2.
There will be no additional staffing costs as these will be within existing resources. There will be additional non-staffing revenue costs of approximately 30,000 in order to operate from two buildings. All alternative sources of funding these extra costs are being investigated with the Health Agency and it has been agreed to ring-fence finance as it becomes available in perpetuity from the Hospital Transfer Scheme Budget.
3.
PERSONNEL ISSUES 11.10 If staffing numbers and grades remain constant there will be no additional staffing costs. Committee should consider however that a split site may disrupt cover arrangements, costs in relation to the Gardener/Handy Person and Administrative support. 11.11 Any staff movement from Colham Green may involve excess travel costs or staff who would prefer to take redundancy, which under current arrangements would impact on the Department. 11.12 There is Trade Union representation on the steering group and discussion with staff in the planning process. Director Of Finance Comments Capital funding for the proposal has already been identified and agreed, to be provided via Hillingdon Health Agency. Any additional running costs as result of operating the service from two sites will also be met from HHA resources. BACKGROUND DOCUMENTS Property Strategy - SSC Report April 96. Service Plan May 1995. Site plan attached
MAP
PUBLIC CONSULTATION ON SOCIAL SERVICES STRATEGY FOR SERVICES FOR OLDER PEOPLE
ITEM 12
Contact Officer: Dawn Warwick/ Paul Knight Telephone: 01895 250572/01895 250877 SUMMARY
Social Services Committee, at its meeting on 13 February, agreed to consult with the public on the proposed strategy for services to older people. This report sets out how the consultation was organised conducted and attended and describes the publics response, highlighting the most significant points. RECOMMENDATIONS 1. That the Committee take into account the views expressed by older people in this report when it makes a decision about the strategy for services to older people. 2. That Committee ask for a fuller report in the next cycle. Consultation With The Public 12.1 The consultation was organised in 6 sessions in localities across the borough. Five were with groups of older people who meet or live together at dining centres, social clubs and sheltered housing. One was with the general public, carers and interested parties at an evening session held at the Civic Centre. 12.2 The sessions involved a presentation of each section of the Consultation briefing paper, followed by clarification of the questions posed by the strategy and then in response there were points and answers from the public. All the sessions were conducted, as far as possible, in the same way. All the points, views and answers to the question posed by the strategy were recorded. Where individual people wished to make a comment about services they were receiving or when they wished to refer themselves for a service, these requests were recorded and followed up after the consultation session. 12.3 The consultation briefing paper was sent out to voluntary organisations and to each venue where the consultations were held so that the public attending the sessions could read the paper and prepare themselves for the session. Some written responses have been received and their comments have been included in the responses.
The Responses
12.4 A total of 214 older people attended, in Harefield, Ruislip, Uxbridge, Hayes and West Drayton. 30 people responded in writing. Apart from housebound older people, a broad cross section responded, living in council housing, sheltered housing, owner occupiers and private rented accommodation. Their ages ranged from 75/94. 12.5 The older peoples responses were well informed, thoughtful and in the great majority of cases clear and to the point. Their questions were often penetrating and the debate lively. 12.6 The publics response was:Broadly the social services aims are right, however some additional comments were made suggesting that the following should be added:More frequent regular bathing services in peoples own homes. More communal facilities in sheltered housing provided by the Council and Housing Trusts, for example a communal room and access to washing machines. More ordinary or adapted ground floor accommodation for older people. More frequent attendances at local dining centres (this may be linked to the transport issue). Better access to information about available services, for example the availability of a service to insulate your home.
12.7 In addition there were three other frequent comments - the lack of a service to help with gardening and the removal of garden waste, the lack of housework service (which some people would be willing to pay for) and concern about charges for residential and nursing home care. Several people mentioned the loneliness of older people living alone and suggested various ways of relieving their isolation. For example, regular telephone calls from volunteers or social services staff and where the older person has spare accommodation in their own home, someone to live in with them from the housing waiting list perhaps. 12.8 The proposed plan to address the financial problems and unmet need faced by Social Services, particularly for services to enable people to remain in their own homes was well understood by older people. They are in favour of extra funding for the aims but concerned about the possible impact. Some found it difficult to come to a conclusion. The majority of people who expressed a view supported the proposals to give greater priority to Home Care Services at the expense of local authority residential care places, except in West Drayton where there was a majority who were opposed, but only if some guarantee can be given to the following:1. That there should be no loss in places available overall, if places are to be purchased from the Independent Sector to replace places previously provided directly by Social Services.
2.
That these places should be guaranteed beyond the life of the current administration ie, for the foreseeable future, in line with need. That places purchased should be carefully monitored for quality. That any older people asked to transfer to another home should be treated carefully and given some choice so that they could remain as close to their relatives and friends as possible. That the public still had the right to complain to Councillors, if the services purchased did not meet expectations and that Councillors would exert control over the independent sector via Council Officers. There should be no increased cost in charges to the users of residential care. In general there was some suspicion that this proposal was related to the wider issue of privatisation. Many of the public at these sessions were wary of the involvement of the independent sector because it is perceived as less accountable to and controllable by the voting public via their elected representatives.
3. 4.
5.
6.
12.9 In answer to prioritising the proposed services for investment, the public are very clear what they see as most important. Their order is:1. More services to enable people to remain in their own homes and maintain their independence. More sheltered housing and sheltered housing with extra care support and with community facilities. Somewhat further behind came improving transport and services from the voluntary sector particularly on discharge from hospital. Improving services to older people in the Asian community is accepted however it was not always well understood why the service needs to be separate even when explanations were give, except at the open session at the Civic Centre and Hayes where the proposal was completely supported.
2.
3.
The overwhelming view of older people is that they wish to stay where they are and that services should help them to do so. Those living in sheltered housing see their accommodation as a very good alternative. BACKGROUND DOCUMENTS Nil
CHILDRENS SERVICES PLAN 1997 - 2000
ITEM 13
Contact Officer: Julie Capaldi/Cathy Bambrough Telephone: 01895 250527/0181 839 0039
SUMMARY In March 1996 the Secretary of State for Health made an order under Section 17 (4) of the Children Act 1989 requiring local authorities to develop Childrens Services Plans. The plan must be developed in consultation with the Health Authority, Education Department, Voluntary Sector and Users of Services with Social Services as the lead agency. This report describes the context of Hillingdons Childrens Services Plan, the framework for the planning and consultation process, the principles underpinning the plan and the priority areas of need to be included in the first plan. RECOMMENDATIONS 1. That the Committee notes the progress made towards the development of the Childrens Services Plan. 2. That the Committee endorse the principles underpinning the plan, the areas of need prioritised for inclusion in the first plan and the planning and consultation framework. BACKGROUND 13.1 The Children Act 1989 (Amendment) Childrens Services Planning Order made under Section 17 (4) of the Children Act 1989 in March 1996 requires local authorities to assess the need for provision of services under Part III of the Act; to consult with various bodies in planning how the need will be met and to publish the resulting plan. 13.2 The Social Services Department are required to take a lead in this planning process. The resultant plan should be for a three year period with minor reviews held annually and major reviews held every three years. 13.3 The Department of Health has issued guidance to assist with the planning of Childrens Services. This guidance outlines the service areas to be considered by the plan and emphasises the need for a strategic approach to planning services based on a thorough analysis of need and supply; the views of service users and the local community; consultation with other agencies, and monitoring and feed back. The aim of the Childrens Services Plan is to create a planning framework that enables the delivery of better services to children. 13.4 The Social Services Committee agreed to the development of a Childrens
Services Plan on 13th February 1996. CONTEXT OF THE HILLINGDON CHILDRENS SERVICES PLAN 13.5 Throughout the planing process, due recognition must be given to the requirements and influences of legislation, policy and guidance of those agencies contributing to the plan. These include the following: 13.6 The Children Act 1989 and specifically Section 17 of that Act under which the Childrens Services Planning Order has been made requires the local authority to Safeguard and promote the welfare of children within their area who are in need and so far as is consistent with this duty, to promote the upbringing of such children by their families, by providing a range and level of services appropriate to those childrens needs. 13.7 Further requirements of the Children Act 1989 include the importance of working in partnership with parents and children. The need to meet the childs racial, religious, cultural, linguistic and any special needs the child may have, and to use legal orders only when it can be demonstrated to the Court that it would benefit the child. 13.8 The Criminal Justice Acts 1991 and 1994 and the National Standards for the Supervision of Offenders 1992 set the framework for provision of services to young people in conflict with the law. The legislation and standards attempt to offer a balance between care and welfare on the one hand and punishment on the other. The central aim being that punishment must be in proportion to offences committed, that reasonable steps are taken to reduce the need to bring criminal proceedings, and that reports are made about young people prior to sentencing. 13.9 The 1993 Education Act and the 1994 Code of Practice provide the framework to ensure that Childrens Special Educational Needs are met. The main principles are of including children with special educational needs in mainstream school where appropriate and the importance of recognising special needs as early as possible using a staged approach. 13.10 Overarching the above legal requirements is the United Nations Convention on the Rights of the Child adopted by the Social Services Committee on 13th February, 1996. The United Nations Convention on the Rights of the Child, reaffirms that children are entitled to human rights and that because of their vulnerability need special care, education and protection. 13.11 Underpinning the provision of public services are the key principles of the Citizens Charter, which state that people are entitled to expect standards for the services they use; access to full and accurate information about services and performance; a say in which services are provided and an informed choice where possible; courteous and helpful staff; a simple and effective complaints procedures and real value for money.
13.12 Hillingdon Council Policy and Strategy related to Anti Poverty, Domestic Violence and Single Parents and the Councils Youth Matters Agenda are built upon the principle that Young People are our future. PLANNING FRAMEWORK 13.13 Effective strategic planning of Childrens Services requires that all agencies involved with children work together to identify needs, match needs with services, project future need and plan for effective services. The views of services users and the contribution of the Voluntary Sector must be integral to this process. 13.14 Thus a multiagency approach to planning is required. A Steering Group comprising of senior representatives from the Health Authority, Education Department, Housing Department, Local Services, Hillingdon Association of Voluntary Services, a Consultant Paediatrician, a General Practitioner and an Elected Member, chaired by the Head of Childrens Services in Social Services will operate throughout the development of the plan to ensure interagency collaboration, to oversee the planning process and to ensure the plans final content is endorsed by various Departments, Boards and Committees to whom they are accountable. 13.15 The Steering Group have agreed that a holistic approach to children must be taken which recognises their emotional, educational, environmental, social, spiritual, health, social and cultural needs. 13.16 The following principles have been agreed by all agencies and will be worked towards in planning and providing services for children and their families. Partnership We will work together with the child/young person and his/ her family to make plans and solve problems. Acknowledging that all interested parties have a valuable contribution to make. We will plan together as agencies (including the Voluntary Sector) to meet identified needs. We will involve Service Users and enable services to be provided or commissioned jointly where joint provision is most effective. We will enable and encourage individuals and communities to respond to their own needs where this is appropriate and effective. We will consult and engage with the Voluntary Sector to further these aims. We will enable service users to have a say in which Services are provided and where possible have a choice of service. We will make choice possible through service development and user participation in planning. We will monitor who uses our services and how we
Working Together
Empowerment
Choice
Quality
provide them. We will train our staff to ensure that service users are treated with dignity and respect and receive the best possible service through evidenced based practice. Equality We recognise the powerful influence of value judgements which influence how we think and act, and the destructive nature of discrimination. We will value, support and promote diversity and will not discriminate on the basis of race, culture, gender, sexual orientation or disability in providing services. We will make our services accessible to those who need them by providing information and appropriate policies and practices. We will provide services in the most effective and creative
Accessibility
Value for Money way.
13.17 The purpose of Hillingdons Childrens Services Plan is to review needs and Services around priority groups as defined by the Steering Group; to set targets, strategies and plan to meet those needs within budget limitations over a three year period and to engage in multiagency planning and provision using joint resources where this is most effective. 13.16 The following areas of need have been prioritised by the Steering Group for inclusion in the first plan. 13.17 Children and young people with mental health needs including those with emotional difficulties 13.18 Children and young people at risk of social exclusion including young people who may be subject to criminal proceedings, those excluded from school, and those with challenging behaviour. 13.19 Children and young people affected by or involved in substance misuse 13.20 Children under eight receiving day care services 13.21 Children and young people with disabilities and long term health needs including those preparing for adulthood and children with special educational needs 13.22 Children and young people looked after by the Local Authority including Asylum Seekers and Refugees 13.23 Children and young people in need of protection 13.24 The following areas are also identified as a priority and a need to plan services for these children and young people will be reflected in the plan:
Young people leaving Local Authority care including Asylum Seekers and Young Carers
Refugees,
13.25 The Steering Group have commissioned Multiagency Project Groups to address each area outlined in 3.5. Their task is to identify needs, analyse gaps and overlaps in service provision, prioritise and plan for effective services from a multiagency perspective. 13.26 Views from the Voluntary Sector will contribute to the formulation of the plan. Hillingdon Association of Voluntary Services will be holding a seminar to enable this sector to contribute. 13.27 Views of existing and past service users will contribute to the formulation of the plan through surveying sample groups of users in each project area and through specific meetings with users of some services e.g. young people looked after by the Local Authority. 13.28 Views of staff from all agencies will contribute to the plan through Multiagency Workshops. 13.29 A Draft Plan will be available by November 1996. 13.30 Consultation on the draft plan will take place during early December 1996 and or January 1997. The consultation process will include the opportunity for written responses and public meetings which will be themed in accordance with the project areas. Particular attention will be given to the involvement of minority groups and discussions have already taken place with the Social Service Ethnic Minorities Group. 13.31 Responses to the consultation process will be considered during February, the Plan rewritten as necessary for Publication in March 1997. EQUAL OPPORTUNITIES 13.32 The Principles set for the planning process require that equalities issues are considered integrally to the planning and consultation process. LEGAL IMPLICATIONS 13.33 The Senior Legal Advisor comments The Childrens Services Plan is a statutory requirement to assess need, plan how to meet that need and publish the result. The Lead Officer in the Department has had regular consultation with the Legal Department and will continue to do so as the plan is progressed.
Financial And Personnel Implications Unlike the Community Care Plan for Adults no additional resources for the production of the Childrens Services Plan are provided by Central Government. Officer time is being achieved by part time secondment of a Development and Training Officer.
The cost of consultation and publication are in the region of 8,000. This is not subsidised by Central Government unlike Adult Services and will require the total allocated budget for Childrens Services for publicity. CONCLUSIONS This will be Hillingdons first Childrens Services Plan. Its development provides the opportunity for increased multiagency understanding of users views and needs; for identification of gaps and overlaps in services and ultimately for collaborative planning across all agencies for more creative and effective services to children and young people in Hillingdon. It is important to acknowledge the short timescale imposed on the plans production and to view the first plan as the beginning of a complex longer term process of development. BACKGROUND DOCUMENTS Children Act 1989 Childrens Services Planning: Guidance, Department of Health and Department for Education and Employment
PROPOSALS FOR EXTENDED USE OF UXBRIDGE RESOURCE CENTRE FOR UNDER FIVES
ITEM 14
Contact Officer: Julie Capaldi/Sandra Barrett Telephone: 01895 250272/01895 449583 SUMMARY This report outlines a proposal to meet the changing needs of children under five and balancing those with special needs up to age nineteen. This is in accordance with council policy for a changed focus for the Resource Centres with greater emphasis on a family centred approach targeting those in greatest need and changing local circumstances. RECOMMENDATIONS 1. That the committee endorse the proposals to amend the use of Uxbridge Resource Centre. 2. That the Committee agrees to the full consultation and proposed with staff (current and proposed future users of the Centre). 3. That consideration is given to safe and disabled access for young children and for disabled children and adults, in order to ensure a range of users can access the facilities. 4. That the proposed plan for Uxbridge town centre and the George Street development takes account of the needs of new service users. 5. That savings achieved are used to maximise attendance at the centre in line with the Councils Anti-Poverty Strategy. 6. That the proposals are contained within current budget allocations INFORMATION BACKGROUND History 14.1 Uxbridge Resource Centre for the Under Fives was reopened at the end of 1993, following a period of closure under the previous administration. Considerable refurbishment has taken place since that time, and although the building is situated on the side of the busy Park Road, the interior is of a good standard.
14.2 The management of the Resource Centres transferred to the newly formed Day Care and Children with Disabilities team in January 1995, and the use of the Centres has been carefully monitored since that time. 14.3 The Resource Centres offer part-time day care to families where the children meet the Hillingdon criteria for being in need under the Children Act 1989. The waiting list for the service was centralised a year ago, with families able to use whichever centre was most convenient for them. This process has resulted in a reduction in the waiting list overall and in a consequential under use of Uxbridge Resource Centre. 14.4 The numbers of children using the Resource Centre has continued to fall over the last six months. Although this may be due in part to lower levels of staffing caused by a number of staff on maternity leave, other factors are the lack of council and privately rented family accommodation in the area, and the cost of public transport into Uxbridge and the choice exercised by families. Demographic Factors 14.5 The number of under fives in the Hilllingdon population is predicted to rise very slightly between now and 2001. However, the percentage of those children who have special needs is likely to rise at a greater prorata rate, as medical advancements enable more babies born with disabilities to survive. 14.6 The biggest increase in the under five population is likely to be concentrated in the Hayes and West Drayton areas. The families of young children in these areas will probably not be able to have easy access to Uxbridge, unless transport is provided. Recent Developments 14.7 The playscheme for children with disabilities has been based at the old Peter Pan Day Nursery at the Wood End site on the Uxbridge Road in Hayes for the last eighteen months. Although not ideal, this site has been large enough to provide Summer and Easter activities to 140 children with special needs, and enable parents to have an essential break from caring, or to take part in activities with their other children. 14.8 As a result of requests from parents, four after school sessional clubs have also been started, with each child attending once a fortnight. These also take place at the Peter Pan Day Nursery. There is now a waiting list for this service, and for the playscheme. 14.9 Other activities held at this venue include the Milan group for Asian children with disabilities, and the ACTA support group for parents of downs syndrome parents. 14.10 This venue is not likely to be available after this Summer, due to the planning change of use of the site. Equal Opportunities
14.11 Children with special needs are very often unable to attend mainstream playschemes, clubs and playgroups. The Day Care and Children with Disabilities Team works to promote anti-discriminatory practice by integrating children wherever possible, offering a specialist service when it is necessary for the childrens health and development. 14.12 These recommendations also allow for the use of Uxbridge Resource Centre by adults with disabilities, and will offer facilities to disadvantaged groups, such as children living in the Womens Refuge. In line with the Councils Anti-Poverty Strategy it is recommended that any savings achieved be used to help people use the centre by providing transport where appropriate. Consultation with Service Users. Part of Day Care Review and Childrens Services Plan. Conclusions 14.13 The broadening of the use of Uxbridge Resource Centre to allow for playgroup sessions for children under five in need, together with playscheme and after school sessions for children with special needs, in addition to some community use by other groups, will allow the much needed service for children with disabilities to continue. 14.14 A resource which is currently under-used will be able to be fully utilised in an effective manner, and the community will be consulted on different ways to make the best use of the Centre. cp14.15 Disability access and parking for the Centre will need to be improved, and disabled toilet facilities provided. Apart from these factors the centre is suitable for the proposed broader uses. Transport 14.16 The above factors will enable a budget to be created for improved transport, in order that those children who need to attend for playgroup sessions from outside the Uxbridge area, or who need to attend another Resource Centre at a distance for their home, can do so. Financial Implications The proposed date for the amendments to the use of the Centre is March 1997. This will allow for the members of staff who wish to transfer to another Resource Centre to do so, as the turnover of staff in the Centres is relatively high. Some staff are likely to wish to stay, to run playgroup sessions and to support vulnerable families with outreach work. There is an existing budget for the playscheme for children with disabilities which would be transferred to the new venue. There should also be savings by transferring staff who wish to move to other Resource Centres, as less staff will be needed to run playgroup type sessions.
Director Of Finance Comments The proposal is to be achieved within existing resources. Any minor savings that result will be re-channelled into the provision of social services transport. BACKGROUND DOCUMENTS Nil
FOSTERING PROJECT
ITEM 15
Contact Officer: Julie Capaldi/ Lynda Crellin Telephone: 01895 250327/253377
SUMMARY In the last financial year, Hillingdon spent 3,686,686.00 on private and voluntary placements for children and young people, mainly in residential establishments outside of Hillingdon. The Audit Commission has raised concerns as it is generally recognised that the costs of these placements are high and not good value for money in terms of quality of care. For many young people, a more local foster placement provides a more cost and quality effective source of care. However, because of demands on current caseloads the Family Placement Team are unable to do the necessary recruitment training and support of additional foster carers within the existing establishment. This report therefore discusses the possibility of increasing this establishment on a short term basis in order to recruit more locally based foster carers. RECOMMENDATIONS 1. That Committee endorse the good principles of child care as detailed in the report. 2. That Committee agree the need to increase the establishment of the Family Placement Team by 4 social workers and one part time administrative assistant to be established in October 1996 in order to recruit 32 more foster carers in the year 1996/97 and a further 16 in 1997/98. 3. That Committee agree a virement from the private and voluntary Budget of 5,1576 in 1996, 103,152 in 1997/98 and 51,576 in 1998/99. 4. The financial details are contained in Appendix A. BACKGROUND 15.1 As at 31st March 1996, 297 children and young people were looked after by the London Borough of Hillingdon of whom 168 were in foster care, 31 in Residential Care, owned and run by the London Borough of Hillingdon and 98 in private and voluntary placements. 15.2 Of those in private and voluntary care is it estimated that approximately one third could have been placed in foster care, had an appropriate placement been available (of this total over one half were young asylum seekers.)
15.3 In addition, it is recognised that a shortage of placements means that those in foster homes are not always appropriately placed in terms of race, culture, language and religion. 15.4 The Children Act enshrines the principle of placing children in homes that reflect their own race, culture, language and religion and that are close to their local community. As there is only one private and voluntary establishment within Hillingdon, those young people placed in private and voluntary establishments are therefore placed away from their community and schools. 15.5 Inspection reports and quality control by social workers using some of these establishments have raised some concerns about the quality of care provided. 15.6 There are additional costs in terms of social work time in visiting children and young people placed out of borough. For example one visit could take a social worker the whole day and plus could incur 100 - 200 in mileage costs. Four young people could be visited if in local placements. 15.7 The average cost of one placement in a private and voluntary establishment is 34,600 pa. The cost of a Hillingdon fostering resource is currently 10,000 p.a. at current rates. 15.8 The establishment of the Family Placement Team is currently 8.5 full time equivalent social workers plus one full time worker part funded under Section 11 (Race Relations Act) to work with foster carers and young people from the refugee communities. The low ratio of Family Placement staff, together with the increases in young people looked after by the Local Authority, means that we cannot recruit enough carers to meet demand. We are only able to assess enough to replace those lost by natural wastage. 15.9 Within the Family Placement Team we expect one full time worker to be able support up to 12 carers and to be undertake four assessments of new carers, plus have an involvement in one family finding case. In addition they spend one day a week on duty, do initial visits to people interested in fostering or adoption, deliver training courses to carers and other pieces of one off work, including consultation to social workers on fostering and adoption issues. 15.10 We currently have 46 young people placed with foster carers who were placed in an emergency, under Registration 11 of the Children Act and one half of these are asylum seekers. Although we pay fostering allowances to these families the Family Placement Team cannot undertake a full assessment on many of these which places us in contravention of the fostering regulations. Some of these young people may be discharged from accommodation but many of these placements will continue to need assessment/support under the fostering regulations. 15.11 An additional pressure is the increased number of children requiring permanent family finding. This is a very time consuming piece of work and currently we have 15 children being worked in this way, which is double the workload compared with this time last year.
15.12 It is expected that there are potential recruits to fostering within the local community and we know that there are many potential carers within the various Asylum seeking and Refugee communities. Many people from within these communities have expressed an interest in fostering but on current staffing we are unable to follow-up all potential enquiries within an appropriate time. 15.13 It is expected that one full time social work post will recruit, assess, train and support approximately 8 new foster carers per year, bearing in mind it takes on average 10 contacts to yield one person interested in fostering. 15.14 It is planned that at the end of two years we will have recruited an additional 48 placements. The Project 15.15 Staffing:4 full time social workers and one half time administrative support for two years in the first instance. Two years is a minimum because: i) groundwork required in recruitment plus an average of four to six months needed to assess carers means that the project will not have a noticeable effect for approximately nine months. It would be difficult to recruit social workers to a one year contract.
ii)
15.16 Tasks:i) To initiate and carry out recruitment campaigns for foster carers. Also to build on the recruitment initiatives already begun by the outreach post for asylum seekers. To visit potential carers and carry out full assessments on those wishing to pursue their interest in fostering. As mentioned previously we expect that we could achieve one assessment from approximately ten initial visits made. Carers recruited will be a mix of local carers within Hillingdon and carers from appropriate refugee communities across London. To prepare and deliver training programmes for new carers. To offer link work support to carers following their appropriate approval by the fostering panel.
ii)
iii)
iv) v)
CONCLUSIONS 15.17 This department is currently spending a large proportion of its budget on private and voluntary care which does not meet the need in terms of quality or cost effectiveness. A small
Family Placement Team cannot increase the number of foster carers within its current establishment. An increase in establishment by 4 social work posts will enable the team work more effectively to increase our fostering resources which would both produce budget saving and provide better quality of care. This together with other initiatives within the Department related to keeping young people out of local authority accommodation should effect a long term saving on the Private and Voluntary budget. It is however important to recognise the achieving and saving on the Private and Voluntary budget is dependent on the looked after population of young people remaining static and this cannot be guaranteed. PERSONNEL AND TRADE UNION IMPLICATIONS 15.8 Staff would be recruited and selected according to Borough procedures. I have consulted with Unison who welcome the possibility of the creation of some social work posts but would prefer this to be on a more permanent basis. This presumably would depend on our success in reducing expenditure on private and voluntary placements. EQUAL OPPORTUNITIES IMPLICATIONS 15.8 As part of a drive to recruit more foster carers the recruitment would be targeted to better match the need of placements in terms of race, culture, language, religion and to provide a better service for children with a disability. Director Of Finance Comments The proposal to increase the establishment of the Family Placement Team in order to increase the number of Foster Carers and so achieve longer term savings and qualitative improvements in placements are to be funded from existing resources i.e., a virement, totalling 206,304 will be over three years. Committee will wish to note that the previous projection on the P&V OBP budget was an overspend of 700k for 1995/96. Subject to the final outturn, this figure could potentially be as high as 1m. In recognition that this area was demand-led, Council allocated an additional 300k to Social Services in 1996/97. Given that this is a volatile budget, the magnitude of the potential overspend for 1995/96 and that there will be an on-going effect of some of these placements into 1996/97 and beyond, Committee are requested to consider the effect of the proposed virement in relation to a situation that is already overspending. If, at the end of three years, it is anticipated that the increase in staffing establishment will be made permanent, Officers in Childrens Services will further need to identify how this will be funded from within existing resources given the volatility of this budget area. BACKGROUND DOCUMENTS Nil

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PETITION FOR INVESTIGATION INTO COMPLAINTS ABOUT EAGLE HOUSE PRIVATE CHILDRENS HOME 30 CHESTER ROAD NORTHWOOD MIDDX

1996/97 REVENUE BUDGET STRATEGY: 5% SAVINGS

Contact Officer: Julia Ross/Rodney DCosta Telephone: 01895 250393/398

Reduction s in 1996/97 000 150

Reductions in 1997/98 000 150

Staffing Implications (if any)/Other Comments

Code (see Key)

3. Equipment Loan Service

0.5 yr effect. Assumes I.S. moves to Civic Centre One-off slippage

SOCIAL SERVICES CAPITAL PROGRAMME: 1996/97 PERIOD 3 MONITORING

The Burroughs' refurbishment

Mountbatten House refurbishment

SUB TOTAL New Projects Maintenance Non specific developments

1,445 200 150

SUB TOTAL PROGRAMME TOTAL

Honeycroft replace roof

SOCIAL SERVICES COMMITTEE SERVICE PLAN

SOCIAL SERVICES SERVICE PLAN 1996-98

CONTRIBUTION TO CORPORATE OBJECTIVES

Residents Opinion Survey: Survey Of Hillingdon Residents (1996)

Hillingdon Residents 1996 1995 23% 34% 10% 32%

Excellent/Good Average Poor/Very Poor Dont Know

26% 31% 9% 34%

REVIEW OF PROGRESS ON THE 1995/96 SERVICE PLAN

2.1.4 Racial Equality Policy and Anti-Racial Harassment Procedures

SSD/Health and Age Concern collaborative approaches with Housing Associations

Developing a positive action programme through the Race Equality Group. -

Working Through Partnerships - Outside Agencies

12. 13. 14.

15. 16. 17. 18.

Financial Management and Monitoring

THE COUNCILS SOCIAL JUSTICE AGENDA: PROPOSALS FOR ACTION

POLICY AND OPERATIONAL INSTRUCTION WORKING WITH PEOPLE WITH HIV

BACKGROUND DOCUMENTS Corporate HIV/AIDS Strategy - 1991

IMPLICATIONS OF THE ASYLUM BILL FOR SOCIAL SERVICES

Contact Officer: Julie Capaldi Telephone: 01895 250527

REFUGEES AND ASYLUM SEEKERS

ALG support for London Boroughs Londonwide perspective

Financial Implications - Policy Committee

1 (1) 4 yearly 2 (16)

100% N/A 95%

Overall achievement rate 95%

Inspection of small homes for adults with less than 3 residents

REPROVISION OF ACOL CRESCENT SPECIAL CARE SERVICE

11.9 Revenue Funding Issues:-

CHILDRENS SERVICES PLAN 1997 - 2000

Value for Money way.

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