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Towards excellence in adult social care: a sector led approach

Towards excellence in adult social care: a sector led approach. www.local.gov.uk. Wider picture. Taking the led: self-regulation and improvement in local government Councils are responsible for their own performance and accountable to local communities

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Towards excellence in adult social care: a sector led approach

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  1. Towards excellence in adult social care: a sector led approach www.local.gov.uk

  2. Wider picture • Taking the led: self-regulation and improvement in local government • Councils are responsible for their own performance and accountable to local communities • Collective responsibility for sector’s performance • Tools to support this: • Local accountability (with CfPS) • Peer challenge (one free every 3 years) • Peer member support (particularly at change of control) • Knowledge Hub • Data and transparency • Leadership support programmes • Learning and support networks (officers and members)

  3. What’s changed • Annual Performance Assessment for adult social services abolished • Care Quality Commission is developing a risk based approach (although this is under review) • Zero based review of data requirements • Slimmed down national indicator set

  4. Towards Excellence Board • Chaired by Richard Jones (ADASS), supported by LGG • Includes ADASS, SOLACE, LGG, CQC, SCIE, Think Local Act Personal Programme • Modest funding from DH to support councils previously rated as adequate and to augment the wider sector led approach

  5. Working with “adequate” councils • Councils set improvement priorities • Co-designed support • Regional support • Assigned challenge director • Mutually agreed sign off timetable • Peer review • Board confirmation

  6. Promoting excellence in councils’ adult social care – a model for accountability National accountability Local accountability ≈30% Formal intervention – inspection triggered by (i) recommendation of Prog. Board, (ii) DH, or (iii) HealthWatch England. CQC undertakes inspection of council. Dependent on state of council, may lead to recommendation for further action: Best practice in councils, can lead sector support offers Engagement with sector-based support activity. Progress monitored by Prog. Board CQC issues statutory improvement notice. Notice may require engagement in sector-led activity, formal improvement plan (monitored by CQC/Prog Board). Distribution of all councils Council identifies own needs, engaging as it sees fit. Prog. Director makes offer of sector support – council engages voluntarily Formal intervention by Secretary of State Council manages own improvement through self-assessment and peer review, engaging voluntarily in sector support offers. Prog. Board monitors overall performance to flag risks and target support where necessary. Councils share data through ASCOF. 0% Excellent Good – steady with some specific issues Declining or coasting performance Specific issues of concern – good capacity to improve Serious issues of concern – doubt capacity to improve Serious failure – no capacity to improve ‘tipping point’

  7. Key elements of the model • Local accounts (first go by December 2011) • Data analysis • Coordination of national support offers (including LGG, Skills for Care, National Skills Academy, SCIE, Research in Practice for adults)

  8. Key elements of the model • Regional collaboration • Sharing intelligence to support a national overview of support needs • Brokering support • Escalation of concern arrangements

  9. Peer review and challenge • Well established methodology • Key lines of enquiry – customised by local circumstances • Typical team: director-led, lead member, specialist AD, data/performance expert, partner peer • Honest feedback from peer perspective to validate local story (against national picture)

  10. For further information andrew.cozens@local.gov.uk helen.sumner@local.gov.uk emma.jenkins@local.gov.uk www.local.gov.uk

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