Performance

Overview

Sector-led improvement (SLI) is the approach to improvement put in place by local authorities following the abolition of the previous national performance frameworks. It is based on the fundamental principles that councils are responsible for their own performance and are accountable for it locally (not nationally).

North West ADASS’ ambition for SLI is that it sits at the heart of the shift away from compliance and towards a culture of learning and improving. The approach being adopted across the region will ensure the development of reflective practice, self awareness and different forms of peer support and challenge leading to targeted action where needed.

North West ADASS circulated a memorandum of understanding on the approach to sector led improvement in adult social care to all 23 upper tier authorities in the North West in September 2015.

Balanced Scorecard

At the heart of this SLI cycle is a balanced scorecard which will be a publicly available tool for reviewing all performance information relating to ASC. It is based on six risk domains and utilises published data from all aspects of Adult Social Care.
Each domain provides an overview of key monitors for the North West, from the political structure of the region to statutory performance measures and expenditure. The aim is to achieve a single view of Adult Social Care for the region that is both easy to understand and informative. It will also provide a single data warehouse of information and statistics that will enable a level of consistency across all member organisations.

The six domains are initially based on the TEASC risk toolkit covering…

Leadership & Governance
General commentary on the state of ASC & Corporate functioning, to cover areas such as political status, changes to Council structures that may risk instability or improve services and non-ASC issues that may be diverting council resources i.e. corporate savings programmes.

Performance & Outcomes
Highlight good and bad performance in your Local Authority, and focus on any actions being taken to improve Also highlight performance issues emerging in the year, and any impact on outcomes. Share any innovative business intelligence projects which you consider have impacted positively.

Commissioning & Quality
Update on issues affecting local market, provider risk in the LA, High level contract negotiations. Also discuss activity around quality assessments, working with other partners to deliver innovative services. Also highlight work being done with Service users to co-developed services.

National Priorities & Partnerships
Update on progress of Health and Social Care Integration, i.e. work with CCG/FT/GPs, multi-disciplinary team roll out. Risks to progressing the partnership work. Also update on regional partnership projects. Impact of changes to Care Act Implementation timings

Resource & Workforce
General commentary on the state of ASC & Corporate functioning, to cover areas such as political status, changes to Council structures that may risk instability or improve services and non-ASC issues that may be diverting council resources i.e. Corporate savings programmes.

Culture & Challenge
Update on Engagement activity both regionally and nationally. Local Account updates, around timings and formats where appropriate.
Underpinning each domain is a comparative view of all 23 local authorities giving an enhanced level of information for utilisation by NWADASS and the LA’s. The newly appointed NW excellence analyst will be responsible for maintaining, analysing and identifying area of improvement and best practice from this data.

Sector Led Improvement Cycle

The Balanced Scorecard will act as the primary view of SLI data. The final version will be a dynamic tool pulling together all the various cohorts and updates required.

The TEASC draft risk tool – as published and tested nationally – is a robust model to use as the basis for a NW self-assessment process. This will facilitate the “in-house” view of ASC feeding into the SLI process where appropriate.

Local Account will represent the qualitative counter part of the BCS. An agreed baseline of information and consistent layout still needs to be agreed, but is the eventual aim. This will still allow for variances at local levels but allow for comparable information.

Regional Account will reflect the combined elements of the BCS, TEASC risk tool and Local Accounts. The expectation is that submissions from LA’s into this regional account are derived with minimal resource impact from the local account.

The SLI cycle is still in draft form, each element needs to be agreed and exact terminology timescales determined.