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Key Questions
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Where to go for more information
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What are the elements that are essential to the development
of a comprehensive and effective system of performance management
in social services?
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Go to: Overview
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Why is performance management so important in social
services?
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Go
to section |
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What is the national framework for the performance
assessment of councils with social services responsibilities?
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Go
to section |
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Why do councils need to set an appropriate corporate
framework to support the process of performance management in social
services?
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Go
to section |
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What roles should councillors play in managing performance
in social services?
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Go
to section |
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Are councillors and senior managers providing effective
leadership which demonstrates the importance of performance management
and continuous improvement?
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Go
to section |
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Are priorities for improvement in social services
clear?
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Go
to section |
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Why is it so difficult to manage performance effectively?
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Go
to section |
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Are the management arrangements and accountabilities
to support performance management clear?
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Go to section |
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Do you have an overall framework for performance
management and continuous improvement in place?
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Go
to section |
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Do you know what models and tools are widely used
in social services and what are most appropriate for your needs?
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Go
to section |
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Are quality standards set for all of your social
services?
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Go
to section |
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Are a full range of initiatives in place to ensure
good quality services are being delivered?
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Go
to section |
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Is casework actively monitored?
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Go
to section |
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Have business plans been produced for all services?
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Go to section |
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Is all the management information produced accurate
and on time?
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Go
to section |
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Are the targets you set S.M.A.R.T.?
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Go
to section |
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Is there a cascade approach to reporting performance
in your council's social services?
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Go to section |
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Are you planning to integrate performance management
arrangements with your partners?
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Go
to section |
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Are staff involved in all aspects of performance
management?
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Go to section |
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Do staff receive regular formal supervision?
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Go to section |
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Is there a comprehensive training and development
programme for staff?
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Go
to section |
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Are staff appraisal arrangements in place, and do
you respond to both good and poor performance?
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Go to section
Go to section
and Go to section
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Are there a range of initiatives in place to enable
service users to be engaged in the planning and delivery of services?
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Go
to section |
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Are users and carers empowered to enable them to
monitor the quality of services being delivered?
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Go
to section |
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Are there adequate arrangements in place to manage
complaints?
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Go
to section |
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Are arrangements in place to manage risk effectively
at a strategic and service level, including the production of a
risk register?
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Go
to section |
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Are social services staff adequately protected from
risk and abuse?
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Go
to section |
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Do you strike a balance between protecting vulnerable
service users with the need to promote their independence?
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Go
to section |
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CRITICAL SUCCESS FACTOR
The council has established an appropriate corporate context for
managing performance in social services
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Attributes of a best practice authority
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This Authority meets the attributes of a best
practice authority
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This Authority exhibits some of the
attributes of a best practice authority |
This Authority exhibits none of the
attributes of a best practice authority |
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Score 4 |
Score 2 |
Score 0 |
| There is a transparent corporate framework
for performance management |
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| Corporate performance management arrangements
are aimed at delivering a corporate plan for the council that is based
upon a sound interpretation of community needs |
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| Corporate arrangements
are in place to monitor the performance of social services in areas
that are of corporate importance to the council |
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| The accountabilities and responsibilities
of staff for the effective management of performance are clear |
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| Corporate arrangements are in place
to ensure that staff have the skills to undertake the effective management
of performance |
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| The performance management system
in the council is working because it is making a difference to the
quality of the council's services |
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| Total score for this CSF |
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CRITICAL SUCCESS FACTOR
The council has ensured that there are arrangements in place which
support the development of a culture of performance management in
social services, and the support functions to performance management
are appropriately organised and managed
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Attributes of a best practice authority
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This Authority meets the attributes of a best
practice authority
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This Authority exhibits some of the
attributes of a best practice authority |
This Authority exhibits none of the
attributes of a best practice authority |
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Score 4 |
Score 2 |
Score 0 |
| Leadership in the council and social
services demonstrates the importance of performance management and
continuous improvement |
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| The council and social services are
clear about priorities for improvement |
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| The framework for performance
management provides the mechanism for ensuring that social services
is focused on its priorities for improvement |
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| Councillors support performance management
through their involvement in a range of activities associated with
the management of performance |
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| The culture of performance management
has been established because people are using it on a day-by-day basis
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| The social services performance management
function is appropriately organised and managed |
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| Total score for this CSF |
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CRITICAL SUCCESS FACTOR
The council has a thorough approach to the ensuring that quality
services are being delivered on the ground
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Attributes of a best practice authority
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This Authority meets the attributes of a best
practice authority
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This Authority exhibits some of the
attributes of a best practice authority |
This Authority exhibits none of the
attributes of a best practice authority |
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Score 4 |
Score 2 |
Score 0 |
| Quality standards are set for all services
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| There is a full range of approaches
in place to ensure that quality standards are achieved |
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| Casework is actively supervised
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| Total score for this CSF |
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CRITICAL SUCCESS FACTOR
The council has an effective approach to identifying improvements
in service plans, and the information to monitor achievement
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Attributes of a best practice authority
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This Authority meets the attributes of a best
practice authority
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This Authority exhibits some of the
attributes of a best practice authority |
This Authority exhibits none of the
attributes of a best practice authority |
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Score 4 |
Score 2 |
Score 0 |
| Business plans are in place for all
services which identify the improvements needed, with targets and
milestones for achievement |
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| Service plans are supported by medium-term
finance and workforce plans |
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| Management information
is accurate and timely |
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| Regular audits are undertaken to monitor
the quality of management information |
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| The targets set are S.M.A.R.T. |
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| Total score for this CSF |
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CRITICAL SUCCESS FACTOR
Arrangements are in place to ensure effective monitoring and reporting
of performance
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Attributes of a best practice authority
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This Authority meets the attributes of a best
practice authority
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This Authority exhibits some of the
attributes of a best practice authority |
This Authority exhibits none of the
attributes of a best practice authority |
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Score 4 |
Score 2 |
Score 0 |
| Timetables for performance monitoring
are set and met, and reported at least monthly |
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| There is active involvement by the
Director of Social Services, Senior Managers and Councillors |
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| Activity and expenditure
information is integrated and the Authority has a clear view of the
unit cost of all services and monitors changes on a regular basis
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| Councillors, managers, staff and service
users know how well their social services are performing |
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| The implications of in-year performance
monitoring results are built into future service plans |
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| Performance management is supported
by effective and integrated IT systems |
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| Outcomes from performance management
are reported internally at different levels in the organisation and
externally |
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| Performance monitoring leads to problem
identification and decisions to solve problems |
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| The approach to unit cost comparisons
follows the Best Value Accounting Code of Practice and is based upon
accurate finance/activity data |
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| Total score for this CSF |
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CRITICAL SUCCESS FACTOR
The Council is outward looking in its approach to performance management
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Attributes of a best practice authority
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This Authority meets the attributes of a best
practice authority
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This Authority exhibits some of the
attributes of a best practice authority |
This Authority exhibits none of the
attributes of a best practice authority |
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Score 4 |
Score 2 |
Score 0 |
| Internal scrutiny arrangements are
challenging about performance and actively compare performance with
others |
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| There is a proactive response to external
scrutiny and inspection findings |
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| An integrated approach
to performance management arrangements is being developed with partners
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| Total score for this CSF |
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CRITICAL SUCCESS FACTOR
There are skilled and competent staff at all levels in the social
services organisation and their performance is monitored
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Attributes of a best practice authority
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This Authority meets the attributes of a best
practice authority
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This Authority exhibits some of the
attributes of a best practice authority |
This Authority exhibits none of the
attributes of a best practice authority |
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Score 4 |
Score 2 |
Score 0 |
| Staff are involved in all aspects
of performance management |
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| Job specifications are precise about
performance management accountabilities of managers and finance support
staff |
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| Specifications and competencies
of performance management staff and social services managers complement
each other |
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| Training plans address the training
needs of staff |
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| Effectiveness of staff is monitored
through a performance appraisal system and development needs are linked
back to the training plan |
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| Total score for this CSF |
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CRITICAL SUCCESS FACTOR
Service users and carers are actively engaged and empowered in the
delivery of quality services
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Attributes of a best practice authority
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This Authority meets the attributes of a best
practice authority
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This Authority exhibits some of the
attributes of a best practice authority |
This Authority exhibits none of the
attributes of a best practice authority |
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Score 4 |
Score 2 |
Score 0 |
| Users and carers are effectively engaged
in the planning and delivery of social care generally, and their own
care and support in particular |
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| Suitable arrangements are in place
to support users and carers to participate in the planning, delivery
of and monitoring of services |
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| Complaints and compliments
from users and carers are effectively managed |
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| Total score for this CSF |
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CRITICAL SUCCESS FACTOR
Risk is effectively managed at all levels in social services
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Attributes of a best practice authority
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This Authority meets the attributes of a best
practice authority
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This Authority exhibits some of the
attributes of a best practice authority |
This Authority exhibits none of the
attributes of a best practice authority |
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Score 4 |
Score 2 |
Score 0 |
| Strategic risk is managed effectively
and a risk register has been produced |
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| Service plans include comprehensive
arrangements for risk assessment and responses to identified risk
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| Members of staff are adequately
protected from risk and abuse |
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| Service users have risk assessments
where appropriate, and care plans balance the need to protect vulnerable
individuals with the need to promote their independence and general
wellbeing |
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| Total score for this CSF |
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Maximum score
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Actual score |
% |
| The Council has established an appropriate
corporate context for performance management in social services |
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| The council has ensured that there
are arrangements in place which support the development of a culture
of performance management in social services, and the support functions
for performance management are appropriately organised and managed
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| The council has a thorough approach
to ensuring that quality services are being delivered on the ground
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| The council has an effective approach
to identifying improvements in service plans, and the information
to monitor achievement |
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| Arrangements are in place to ensure
effective monitoring and reporting of performance |
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| The Council is outward looking in
its approach to performance management |
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| There are skilled and competent staff
at all levels in the social services organisation and their performance
is monitored |
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| Service users and carers are actively
engaged and empowered in the delivery of quality services |
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| Risk is effectively managed at all
levels in social services |
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| OVERALL TOTAL |
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