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COMMUNITIES DIRECTORATE
Quality in Adult Social Care Services
A Strategic Framework
2007-2010
2
COMMUNITIES DIRECTORATE
An Overarching Quality Framework
for Adult Social Care Services
The framework for total quality management - the pursuit of continual improvement
2007-2010
Teams
Process Service User
Supplier
Systems
Tools Commitment
Culture Communication
Index ______________________________________________________________
Page
1. Introduction 3 2. Where are we now? 6 3. Where are we going? 8 4. Developing Services 9 5. Setting Standards 10 6. Equipping People 12 7. Knowing how well we are doing 15 8. Reviewing Standards 18 9. How will the Quality Framework be implemented? 19
10. The Annual Quality Report 30 11. Glossary Please ask us if you need this on audio-tape, in large print, in Braille or
in another language.
Strategic Commissioning and Performance
Telephone -01522 554050
E Mail: [email protected]
4
Introduction Lincolnshire County Council’s vision for its citizens, is one of an environment which is healthy, prosperous and safe, a commitment that has been endorsed publicly by the Leader of Lincolnshire county Council, Cllr. Martin Hill and the Executive Team. “Lincolnshire County Council will play a leading role through our staff, stakeholders and communities in changing our county for the better”. To achieve the required changes the County Council has agreed 5 objectives to fulfil this vision. Each of the objectives have a number of sub-objectives which give clarity of the direction of travel the organisation needs to take in order to achieve its desired outcome of achieving customer satisfaction.
*bold particularly relevant to adult social care *please note these objectives are under-review and therefore subject to change
LIFESTYLE EXCELLENCE ACCESS DIVERSITY SECURITY
We will: • Increase
employment, education or training opportunities for all
• Increase participation in lifelong learning including “A” level and vocational awards
• Improve social services provided to adults including increased opportunities for supported people to live independently)work with partners to improve the quality of the environment
We will: • Improve
services to children through the Every Child Matters agenda
• Deliver efficiencies to reinvest in front line services
• Improve our ways of working with partners and other stakeholders
We will: • Improve road
maintenance and public transport
• Improve access to council and other public services
• Improve access to sport, culture and heritage facilities
We will: • Encourage a
culture of diversity in council activity
• Improve access to council services for disadvantaged groups
• Market Lincolnshire in all its diversity as a great place to live, work and visit
We will: • Reduce the
fear of crime and disorder
• Reduce drugs and alcohol abuse among young people
• Be a model employer and an example to others
• Work with partners to improve the local economy
5
Within Adult Social Care we have set standards for all our services and have
undertaken a range of quality assurance initiatives including surveys, file audits,
quality inspections and evaluations of services. Our commitment to quality is not
new. This document is our Strategic Quality Framework that will guide our work in
Adult Social Care Services and describes how we will ensure we develop and
maintain quality services.
Our commitment to involving users and carers in these processes is demonstrated in
our Direct Payments Scheme, our Individual Budgets pilot, our Service User
Engagement Strategy and Carers’ Strategic Framework, together with their inclusion
in service inspections\procurement activities focus groups and staff recruitment.
During the last few years with the move towards increased partnership working and
joint services provided with the NHS, we have addressed quality issues together and
this will increasingly be the way forward in the future.
The Department of Health document ‘National Standards, Local Action’- Health and
Social Care Standards and Planning Framework 2005-2008, sets out the framework
that NHS organisations and Social Services Authorities are to use in planning for the
standards that all organisations should achieve in delivering care. Improvements in
the quality of care against these standards will be supported by assessments of
social care services by the Commission for Social Care Inspection (CSCI) and health
services by the Health Care Commission until the amalgamation of the two bodies by
2009. These inspections and self assessments will increasingly be outcome focused
- what are the outcomes for service users and have these been achieved.
There is a requirement for Local Authorities and NHS organisations to work even
more closely together across the whole range of health and social care services and
to give individuals more power to improve their care, whilst helping with the
development of the whole system through identifying where services could improve.
6
As we change to the outcomes based standards approach both health and social
care organisations need to take account of the quality and safety of all their services.
We need to ensure that we are reaching all parts of the population whilst working to
reduce inequalities in health and inequity in access in all services.
The management of risk is also becoming increasingly important and is a key
responsibility for all organisations. The successful management of risk is essential in
a quality system and will ultimately bring benefits to the people for whom we provide
services. As with quality, risk management is of interest to everyone and the
responsibility of all staff.
It is against this background that this Quality Framework has been produced. This document sets out a strategic framework for ensuring that services are developed and provided so that these outcomes are achieved in a way which is acceptable to service users and their carers. In this document Quality is defined as the application of consistent, clear and measurable standards of services provided to meet the needs of users and carers - quality is simply meeting the customer requirements.
Quality is everyone’s responsibility. The delivery of high quality services across
Adult Social Care is dependent on the contribution made by every member of staff,
working both within the County Council and in partner agencies. The following
statements from service users and carers demonstrate the way in which we
approach our work in Adults Social Care:
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Statements from Service Users and Carers
Thank you very much for the great care and kindness I received from each
and every member of your staff.
I commend the caring and friendly approach of everyone in Linelands (Local
authority rehabilitation residential home).
Thanks to you I feel well on the way to the recovery of my mobility.
Many thanks for all the care given to my husband during his stay. The break
does us both good. Keep up the good work.
Everyone was so friendly and cheerful and happy to be involved in restoring
their charges to renewed strength and confidence, not only during their stay
but after their return to their own homes.
In my experience your staff know that putting people at their ease was most
important and they certainly did so.
On behalf of the family thank you for the help, advice and support you gave us
all over the last two years; to the end we have been very happy with the care
and support the whole family has received.
In Sleaford we have built two Extra Care bungalows in collaboration with
North Kesteven District Council. Maria, a wheelchair user was, “over the
moon” with the facility and the difference this has made to her quality of life.
Complaints Whilst the positive comments are very reassuring, we also recognise that we
occasionally get things wrong. thankfully, we receive more letters of satisfaction
than we do complaints. Nonetheless, we accept criticism when valid and are keen to
ensure that we learn from our mistakes and use the complaints to identify areas for
improvement:
8
• We operate a statutory complaints procedure.
• We generally resolve complaints at an early stage as part of mainstream
service management.
• Where the complaint points to failings in other agencies, we work with them to
resolve the situation.
• Once the complaints are resolved, we identify the lessons learned and share
them with colleagues across the organisation. We acknowledge that the
system can be improved further and have commissioned a new training
programme specifically to enable members of staff to resolve issues at the
earliest possible stage.
9
Where are we now?
_________________________________________________________
Since 2002 Adult Social Care Services, (formerly Social Services), in Local
Authorities have been assessed and classified according to their performance.
Lincolnshire is currently assessed as a one star authority serving some people well,
with uncertain prospects for improvement. This star rating will be revised in 2007
with the introduction of the Commission for Social Care Inspection, Outcomes
Framework.
We have some particular strengths that need to be continually built on and some
areas where performance does not meet expectations and needs developing. An
Adult Social Care Improvement Programme is in place to assist with this
improvement. Examples of our strengths and weaknesses are listed below:
Strengths
High levels of user and carer satisfaction as demonstrated by high number of
compliments, low number of complaints and the results of user surveys.
Sound and longstanding joint working arrangements with other agencies.
Wide range of community care services to enable people to remain living in
their own homes in the community for as long as possible.
Comprehensive information available to the public on services.
Good training and development opportunities for staff through the Workforce
Development Strategy.
The Independent and Voluntary Care Sector Training project and Skills for
Care project activities
10
The Quality Assurance programme which includes views from Providers on
improvements.
The Council has taken a robust lead with partners on the management of
delayed transfers of care from hospital, which are decreasing.
Good progress with the implementation of the single assessment process,
and the electronic social care assessment.
Best practice guidance has been issued for culturally competent care and the use of the interpreting service.
The Council’s efforts to ensure people get the services they need is evident in
increased numbers of reviews, timely delivery of community equipment and reduced waiting times for care packages.
Service strategies look at research and benchmarking exercises.
Development Areas
We will continue to work on improving the quality of management information and the data held on SWIFT (our client information system);
We will look at further initiatives for developing work with minority ethnic
communities and hard to reach groups.
We will continue to monitor performance on the number of people receiving a statement of their needs and how they will be met; a statement of need provides the service user with a written statement of how services will provide the outcomes required by the Service User following assessment.
We will continue to make Assessment response timescales for older people
as a priority area, a timely response to a crisis is key to helping a person retain their independence.
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We will continue to monitor and work on improving the Performance on the number of carers’ assessments in order to ensure the accessibility of carers’ assessment and services.
We will continue to monitor and work on improving Performance timescales
for provision of equipment as timely provision helps vulnerable people to maintain their independence;
We will ensure that all audit work and performance monitoring supplies the
information needed to carry out Equality Impact Monitoring effectively.
12
Where are we going?
Against the background of our current levels of performance and the need for
continuous service development and improvement, we will regularly:
Develop new services in line with our commissioning strategy following results
of a robust needs analysis to ensure that services are accessible to all people
whilst responding to changing needs.
Set standards and outcomes focused service specifications to meet new
requirements and expectations of Service Users.
Enable Social Care staff to continue their professional development through
our Workforce Development and Training Strategy.
Develop the Provider Self Assessment Tool which ensures quality outcomes
for service users and carers.
We will continue the Quality Development scheme with Private Providers.
We will continue the development of the Independent and Voluntary Care
Sector training strategy.
Ensure that Social Care staff work to the professional standards set by the
County Council and relevant professional organisations.
We also need to ensure that users and carers and our partners in the NHS,
independent agencies and the third sector are involved in these processes.
13
Developing Services We will develop services by:
Working with partners which include representatives from the NHS, the
Independent Sector, the Third Sector, users and carers, to address national
and local priorities together with the targets that are set out in national
documents such as Our Health, Our Care, Our Say and the National Service
Frameworks for Older People and Mental Health. We will work to the
strategies outlined in the ‘Valuing People’ White Paper for people with
learning disabilities:
We will respond to gaps in services highlighted as unmet needs from
suggestions by staff, and by users and carers, that are identified during focus
groups, surveys of services or from other comments and representations.
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Setting Standards
We will:
Work with our partners in the NHS , the Independent Sector, the Third sector
and with users and carers to set standards for service reviews.
Develop Outcome Based Service Specifications for all services provided or
purchased by Adult Social Care Services to ensure that there is an equitable
approach to the provision of services. We are currently working with service
users and potential users on the outcomes that they would wish to see in the
service specifications.
Set and publicise standards for assessment of individual need for Adult Social
Care Services.
Produce information, in accessible formats, informing people about services
which are available, and the criteria and way to access services.
Learn from our mistakes and review standards and procedures in the light of
complaints or comments about services.
Involve service users and carers in setting and reviewing standards.
Provide prompt and appropriate feedback to carers following surveys and
consultations.
Use Government guidance and models of good practice from other agencies
to develop standards.
Consider possible risks that may adversely affect maintenance of standards
and possible ways of alleviating them.
15
Ensure that the needs of carers are assessed when they provide regular and
substantial care to a user.
We will work within the Information Governance requirements.
16
Equipping People - Who Work with Us We will:
Keep under review our Workforce Development Strategy to ensure that staff
have the skills and qualifications necessary for their work, and that there are
initiatives to recruit and retain staff to reflect the population of Lincolnshire in
our workforce.
Ensure that all staff participate in an appropriate induction programme when
first appointed to their post.
Maintain our commitment to staff development through National Vocational
Qualification (NVQ), Certificate in Management Studies (CMS), Learning
Disability Awards Framework (LDAF) and Professional and Post Qualification
Training.
Provide regular supervision and annual appraisal for all Adult Social Care
Services staff, and, as part of the appraisal, develop personal development
plans for all staff (Continuing Professional Development).
Develop an annual training plan in consultation with staff groups, which takes
account of new requirements, outcomes of appraisals and workforce planning.
Develop and review policies and procedures to assist staff in meeting service
objectives and involve and consult staff in the development and review of
processes.
Involve staff in the setting and review of annual Team Aims and Objectives
which feed into the Service Plans which in turn relate to Assistant Director’s
Plan and ultimately the Corporate Business Plan.
Involve staff in developing service specifications.
17
Provide seminars and briefings on new initiatives, as they occur.
Provide feedback to staff on the outcome of quality assurance and
performance monitoring initiatives.
Produce ‘Insight’ to keep staff informed of developments across the County
Council as well as in Adult Social Care Services whilst sharing information.
Recognise achievement by inviting staff to nominate colleagues for
Community Care ‘Quality, Good Practice and Innovation Awards’.
Provide training and support to users and carers in interviewing staff, the
development of services, participating in planning and development of
services and ongoing evaluation of this service provision including
procurement activities.
Offer training to independent sector staff.
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Knowing how well we are doing
We will adopt the following methods for measuring and evaluating the quality of our services and those provided through the Contracting Processes:
Ensure that all Service Strategies and Service Plans contain outcome
measures which can be monitored and evaluated.
Obtain feedback from staff, NHS personnel and other stakeholders including
users, carers and other agencies, on the services we provide through focus
groups, comments, forms, contract management meetings and quality
assurance activities and meetings with managers (in line with our Service
User Engagement Strategy).
Undertake user and carer satisfaction surveys and discussions with users and
carers that will inform the review and development of services.
Undertake random monthly audits of case files whilst assessment and care
management monitoring systems will operate across all Adult Social Care
teams.
Managers will undertake monthly inspections of residential services provided
by Lincolnshire County Council in accordance with the Commission for Social
Care Inspection regulations.
We will ensure follow-up of recommendations from the Commission for Social
Care Inspection Reports on all regulated Adult Social Care provision.
19
We will use the Local Area Market Analyser (LAMA) together with the
Information Sharing meetings with CSCI on standards of Independent Care
homes that we contract together with findings from Contract Management
meetings and Quality Assurance activities, to identify standards of care that
require improvement and work with partners to improve these standards
resulting in better outcomes for vulnerable people.
Managers will develop inspections of day services and home support services
provided to Lincolnshire County Council which reflect the requirements of the
Commission for Social Care Inspection regulations for such inspections of
care homes.
Supervision and appraisal audits will be undertaken by relevant managers to
ensure that these activities are taking place and are aligned to the Council’s
LEADS objectives.
We will comply with the Government’s New Outcomes Framework for Adult
Social Care 2006, Performance Assessment Framework and Statutory
Returns.
We will work to all national targets and local ones such as the Local Public
Services Agreement targets.
We will collect monthly performance indicator measures that are compliant
with standards set in service specifications and Government targets.
We will report monthly to staff, Councillors and CSCI on progress on the
Performance Assessment Framework Key Threshold indicators.
We will undertake performance monitoring meetings chaired by the Assistant
Director Adult Services (Operations), including HR and evaluation of
performance of service provision against the objectives set in the Assistant
Director’s Service Plan which is aligned to the County Council business plan.
20
We will take feedback from complaints seriously, solving problems as quickly
as possible, undertaking thorough investigations, and learning from our
mistakes. Complaints will be reported quarterly to the Assistant Directors
Operations and Commissioning following analysis by the Complaints Officer.
Service users and residents’ meetings will be held regularly in all homes and
day centres provided by Lincolnshire County Council.
Relatives’ and friends’ meetings will be held regularly in our care homes and
we will encourage meetings in independent homes.
We will seek the views of other key stakeholders on the quality and
responsiveness of our services.
Service users and staff will participate in the evaluation of procurement
activities for services, e.g. through interviews with service providers and the
evaluation of service provision.
Service users and, where appropriate, carers will participate in staff selection.
We will monitor budgets on a regular basis to ensure value for money from
the resources available.
21
Reviewing Standards To ensure that services meet current requirements and are responsive to local need we will:
Develop the outcome based Service Specifications for all in-house and
externally provided services when contracts are due for renewal/retendering,
and ensure that there are clear quality measures.
Review operational policies and procedures every 3 years.
Revise and clarify standards in the light of feedback of the evaluation of
services, surveys, file monitoring, audits and service inspections.
Incorporate models of excellence from elsewhere into Lincolnshire County
Council standards.
Review outcomes of services with key stakeholders, users and carers.
Review standard operating procedures.
22
How will the Quality Framework
be implemented? ‘Quality is everyone’s responsibility’
The implementation of the Quality Framework requires a partnership approach
between Lincolnshire County Council staff, users, carers and key stakeholders.
The County Council performance management framework;
Sets the standard for Adult Social Care Services working within the Council’s
Performance Management Framework. This will support Adult Social Care
Services in achieving these requirements whilst ensuring better outcomes for
vulnerable people in Lincolnshire.
The Framework sets a standard for the information requirements for the
Outcomes Framework for Adult Social Care.
It also provides clear standards for management information, including
performance indicators, and the provision of information on trends and
comparative data for managers and staff.
The Department of Health and the Commission for Social Care provides
guidance on the construction of satisfaction surveys and the analysis of
responses.
The rolling programme for review of Operational Procedures will ensure that
procedures are examined for fitness for purpose on a timely basis.
The County Council will produce the Annual Customer Services’ Report
including an analysis of complaints and compliments.
23
Resources Directorate Finance Staff will:
Continue to provide monthly budget monitoring reports to the Adult Social
Care Management Team.
Co-ordinate the completion of financial monitoring information for Government
returns.
Advise on value for money and cost effectiveness of services.
Assist in comparing costs of services with those of other Local Authorities.
Ensure efficient and effective financial controls are in place.
Senior Managers
The Director for Communities and the two Assistant Directors, Adult Social Care,
Operations and Commissioning, together with Heads of Service, will:
Receive a monthly Performance Report and Quarterly Quality Reports, to
assist in identifying areas of poor performance. Action plans to bring
performance in line with corporate and national performance targets will be
produced and monitored.
Receive and review monthly budget monitoring reports.
Agree annual priorities for quality assurance and an action plan for
implementation.
Agree annual Adult Social Care targets having reviewed performance during
the year in order to continuously improve the outcomes for vulnerable people
in Lincolnshire.
24
Agree joint strategies, policies and procedures.
Approve the Annual Training/Workforce Development Plan
Ensure that the training and development needs of staff are identified and
met.
Ensure the implementation of Service Strategies.
Ensure that all recommendations regarding improvements in services and
standards are actioned by the appropriate teams.
Ensure that there is an effective Communications Strategy in place for
keeping staff, users and carers informed whilst involving staff, users and
carers in developing and reviewing standards.
Involve staff, users and carers in the evaluation of procurement activities for
services and the review of services.
Check that proper monitoring processes are in place to ensure high quality
care.
Consider gaps in service provision and ways of dealing with them.
Take into account the different needs and inequalities in the community, and
address these where possible.
25
Adult Social Care Services Strategic Commissioning Team The Adult Social Care Strategic Commissioning Team will have overall
responsibility on behalf of the Adult Social Care Management Team, for assisting
the Directorate to implement the Quality Framework. The Team will:
Produce monthly quality reports including performance indicators for the
Directorate Management Team.
Produce monthly IT (SWIFT) reports showing performance in key areas.
Provide support to staff in compliance with SWIFT recording requirements.
Co-ordinate regular reviews of Assessment and Care Management
Procedures, and oversee the three yearly programme for review of all the
Adult Social Care Services operation and procedures.
Set up systems for auditing how well staff are meeting core requirements of
the Assessment and Care Management and File Monitoring Procedures
across the Directorate, in collaboration with relevant NHS staff in jointly
managed services.
Participate in User and Carer Surveys, and other reviews of services,
providing objective advice and guidance.
Develop and review corporate guidance as set by the Corporate Strategic
Performance Group on producing Service Plans and co-ordinate the annual
reviews of these.
Produce an Annual Adult Social Care Performance Report.
Advise on developing quality initiatives.
Be responsible for the implementation of the Carers’ Strategic Framework.
26
Ensure that equality and diversity issues receive immediate action whilst
reinforcing Equality Action Planning across the Adult Social Care service.
Lead on improving access to information and services for all people in the
community particularly those from Black Minority Ethnic communities and
other hard to reach groups.
Undertake Equality Impact Assessments on all relevant policies and
procedures.
Continuously improve services to Adult Social Care through, ‘Our Health, Our
Care, Our Say’ agenda.
Improve ways of working with partners and other stakeholders.
Lead, control, manage and monitor the delivery of Procurement and Contract
Management support with the communities Directorate ensuring that the
service is delivered in line with the Corporate Contracting and Commissioning
framework.
Provide specialist/technical input and expertise into service strategies, tenders
and contracts to maintain a programme of work on behalf of Adult Social
Care.
Be responsible for the development of Quality Assurance/Contract Monitoring
Processes for all Social Care Services countywide - to monitor, challenge,
investigate and intervene as necessary in order to maintain the quality of
provision.
Work in partnership with other statutory agencies to put in place joint contract
arrangements.
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Workforce Training and Development Teams
The Teams are responsible for:
The implementation of the Workforce Development Framework.
Co-ordinating production of the Annual Training/Workforce Development Plan
and implementation of the Plan.
Setting and maintaining standards for Practice Teaching.
Development and review of NVQ, Management Development, and
Professional Training Strategies.
Developing a collaborative approach to meeting training needs of staff in
jointly managed services, and across Health and Social Services and the
independent sector.
Developing the Independent and Voluntary Sector training project.
Managers
Managers will:
Ensure that all staff receive regular supervision and an annual appraisal
Agree training and development needs of staff in collaboration with the person
and agree a personal development plan.
Co-ordinate annual development and six monthly review of Team Aims and
Objectives and how these are delivering the objectives set out in LEADS.
Provide information for the quarterly Performance Indicator Reports, and
ensure follow up, when necessary, in response to SWIFT monitoring reports.
28
Disseminate Directorate information to staff and keep staff informed of
developments in Adult Social Care Services.
Participate in the development and review of policies and procedures,
including file audits and supervision policies.
Ensure that staff are familiar with relevant policies and procedures.
Participate in the review and evaluation of services including Contract
Management meetings and Quality Assurance activities.
Respond quickly and decisively to any reports of adverse risks or complaints.
Staff Individual members of staff play a key role in the delivery of services for service
users and carers and the quality of Lincolnshire’s services will often be judged by the
performance of individual members of staff. Staff will:
Work in accordance with Directorate policies and procedures and, in the case
of joint services, with the policies and procedures of NHS partners.
Work with the Third Sector and the Independent Sector to provide high quality
services for users and carers.
Participate in training courses, work-place training, and seminars which will
enhance their knowledge and skills.
Actively participate in supervision and annual appraisals.
Identify their own training needs in respect of the current job role and potential
for career development.
Identify and minimise risks by dealing with them in a positive and constructive
way.
29
Take account of quality and safety when arranging all services for users and
carers.
Ensure that all information and documents such as Care Plans and Review
Forms are in an appropriate format for users and carers.
Ensure that they listen to the outcomes that users and carers identify during
assessments and then provide them with choices in order to supply the most
appropriate services to meet those outcomes.
Ensure clear outcomes are set with users and carers when drawing up Care
Plans and undertaking Reviews.
Participate in focus groups and working groups for developing polices and
procedures.
Contribute to the development of the Team/Service Aims and Objectives.
Participate in the review of the Team’s Service Specification/Service Plans.
Enter data and information on user files and onto SWIFT, the client
information system, to ensure accurate user records are available which
facilitate the provision of accurate management information. This information
will assist in effective use of resources.
Provide information to users and carers about Adult Social Care Services that
are available and other services such as Direct Payments, Individual Budgets,
Advocacy, Carer’s Support and information and advice services.
Ensure users and carers have fair and prompt access to care.
Provide maximum choice to users and carers ensuring that these people are
at the centre of an assessment that identifies the outcomes that are important
to them resulting in a consumer focused and positive experience.
30
Advise users and carers of their right to complain and comment.
Forward their own comments about services to managers and any comments,
complaints and compliments, received from users and carers.
For users and carers with both health and social care needs, ensure that in
future the use of the single assessment process and electronic social care
records will enable effective and efficient information sharing between health
and social care.
Enable users and carers to participate fully in assessment and in planning
their care by making appropriate use of the Lincolnshire Interpreting Service.
Councillors
Councillors have a key role in representing the interests and concerns of their
constituents and bringing these to the attention of staff.
Portfolio holder for Adult Social Care will undertake visits on a regular basis to
meet with service users, carers and potential service users.
Be involved in the development and approval of policy for Adult Social Care
Services through the Council’s decision-making structures. These include
Adult Services Policy Development Group and the Executive Members’
Group.
Undertake the role of Older People’s Champion including the visiting member
role for the Lincolnshire County Council retained homes.
Undertake the role of Dignity Champion championing high quality services
that respect people’s dignity.
Champion the needs of vulnerable people in Lincolnshire including those
people with Physical Disability, Learning Disability and Mental Health needs.
31
Users and Carers
Service users and carers will be encouraged and enabled to fully participate in
helping Adult Social Care Services to develop responsive services, which can be
assessed on a joint equitable basis. Users and carers will:
Be consulted on the quality of services through surveys and discussion.
Be consulted on the review and development of Service Specifications.
Be involved in interviewing staff.
Be asked to participate in the review of services.
Participate in the user panel set up to assist Adult Social Care Services to
develop information in formats which are readily accessible to users and
carers.
Be involved as trainers of staff on a range of issues affecting users.
Receive training for and participate in the selection of staff.
Be consulted on the quality of services which they receive.
Participate in development of their Statement of Need and review of the
Statement of Need.
Advise on the content of quality surveys.
Participate in the evaluation of procurement activities i.e. tenders.
Receive feedback on their contribution, and actions taken.
32
Third Sector, Statutory and the Independent Sector Agencies
Adult Social Care Services are often provided in conjunction with or at the request of
key stakeholders. We will:
Work on joint quality assurance and performance measurement systems for
services which are jointly managed with the NHS .
Work with key stakeholders providing services under block contracts to
undertake joint monitoring and evaluations of services.
Give relevant performance information and service evaluation reports to other
agencies.
Consult on plans for developing services.
Request feedback on the quality of services provided.
Involve key stakeholders in reviews of services and in undertaking user or
carer feedback initiatives on our behalf.
Obtain Commission for Social Care Inspection reports and liaise with other
Local Authorities before funding people in residential based services outside
the County Council.
Provide training opportunities for staff of other agencies.
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The Annual Performance Report
Adult Social Care Services will produce an Annual Performance Report which will
include a review of the initiatives taken to implement the strategic framework, report
on the achievement of targets, and summarise the outcome of quality assurance
surveys and evaluations. The Report will be a public document and will also outline
priorities in the ensuing year.
Comment and Queries If you have any comments or queries on this document, please contact:
Assistant Director Strategic Commissioning
Orchard House
Orchard Street
Lincoln
LN1 1BA
Telephone 01522 554050
34
Glossary
Assessment The process of defining the community care needs of individuals and determining
eligibility for assistance. It is a participative process, which should involve the person
concerned, their carers and other relevant agencies/professionals.
Assessment should be outcome focused, that is, identifying the outcomes that are
most important to the person.
Audit Commission The Audit Commission appoints auditors to all Local Authorities and NHS bodies in
England and Wales and helps to bring about improvements in economy, efficiency
and effectiveness through value for money studies and the audit process.
Care Management The process of assessing an individual’s needs and then arranging and monitoring a
package of care to meet those needs.
Care Manager Person responsible for the assessment, commissioning, co-ordination and reviewing
of services for an individual who has complex needs.
Commission for Social Care Inspection (CSCI) The government body responsible for performance, standards and inspections in
social service departments.
Adult Social Care Services The Division responsible for Social Care Services for adults in Lincolnshire County
Council.
35
New Outcomes Framework for Adult Social Care in 2006/2007 This document sets the standards and requirements for Social Care Services that
Lincolnshire County Council will be measured against on an annual basis resulting in
the publication of a star rating in the Autumn.
Directorate Management Team The Senior Managers of Lincolnshire’s Adult Social Care Services.
Independent Sector Organisations that are not part of central or local government, such as voluntary
organisations and private companies.
LEADS Lifestyle, Excellence, Access, Diversity, Security - The objectives that Lincolnshire
County Council has identified as paramount to the delivery of high quality services
for the people of Lincolnshire.
Partnership Boards Multiagency planning groups set up for the different service user groups that consist
of representatives from Adult Social Care, NHS, the Voluntary sector, the
Independent Sector, Users and Carers. The Boards are responsible for overseeing
work and the development of services for the client group.
Performance Assessment Framework (PAF) A Framework by which the Department of Health monitors Local Authorities’
performance.
Performance Indicators Information collected and reported in order to monitor and compare performance.
These are a requirement set down by the Department of Health and reported on an
annual basis on the 31 May.
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Heads of Service The Manager in Adult Social Care Services Division responsible for a specific field of
work and accountable to the Assistant Director, Adult Social Care, Communities
Directorate.
Referrals, Assessment and Packages of Care (RAP) An annual return required by the Department of Health identifying numbers of
referrals received by Local Authorities, assessments undertaken, and packages of
care arranged.
Service Specifications Documents which specify the criteria for a service, the standards expected and the
monitoring arrangements.
Star Rating System Since 2002 Social Service Departments have been ranked according to their
performance against national targets. There are four levels with three stars being at
the top and zero stars at the bottom. The star ratings are reviewed each year in the
Autumn. The Outcomes Framework 2006-07 will eventually have 4 star ratings with
4 at the top and zero at the bottom.
SWIFT A computer system holding comprehensive information on service users and carers.
Service Business Plan This plan should summarise the role of the Service, its main aims and objectives, its
targets, standards and goals in contributing to LEADS and the resources it employs.
