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SOCIAL SERVICES NORTH WEST (NWASSA)
MEETING ON 15 SEPTEMBER 2000 AT WIGAN
REPORT OF THE CO-ORDINATOR
PERFORMANCE ASSESSMENT AND THE QUALITY STRATEGY
1. Matter for Consideration:
Two further inputs from Government to the development of quality standards and performance assessment for social
services.
2. Introduction:
The interval since the last report on this topic has seen the publication of two documents which further define
the Government's pursuit of quality in social services. 'Modern Social Services - a commitment to people' is the
title of the 9th Annual Report of the Chief Inspector of Social Services. 'A Quality Strategy for Social Care'
is the Government's long-heralded statement of its overall approach to the issue. This report seeks to identify
the key headline issues for council members, and to ask how Social Services North West can assist member authorities
to respond to the new challenges.
3. Information:
3.1 A positive note is set in the opening paragraph of the Chief Inspector's report:
"I am pleased to report that the local councils responsible for social services are contributing positively to the government's modernisation agenda. They are working in partnership with local health services to deliver the National Priorities for health and social care. And they are making a substantial contribution to many of the area-based initiatives, forging different ways of working in partnership for the benefit of local people. The service is not short of good ideas, and many of the good ideas of today will become good practice tomorrow. Nevertheless there are improvements which can be made in the service to deliver better outcomes for the people who rely on them."
3.2 Each of the subsequent chapters of the report end with a summary list of 'Action Needed' by councils to
address the various themes identified. These are reproduced in Appendix 1. The report reflects a good degree of
understanding of the difficulties local social services authorities have to face, but is uncompromising in its
expectation of rapidly increasing standards of practice in all authorities.
3.3 The Government's Quality Strategy aims to build social services across the whole country that:
· promote independence, by supporting people to achieve their potential
· strengthen families, by supporting parental responsibility
· improve the life chances of children in need, including children in care
· are a dynamic, positive force in tackling inequality and promoting social inclusion.
It proposes to modernise on three fronts, by tackling inconsistencies in services, by delivering excellence
at local level via a new quality framework, and by improving workforce training. The first of these is essentially
a national issue: the Government will create a new Social Care Institute for Excellence, to make knowledge about
what works a truly effective force in improving quality. The Social Care Institute for Excellence will stimulate
change; it will be a major lever in creating a culture within social services that prioritises quality, evidence-based
knowledge and a commitment to continuous improvement.
3.4 The other two 'fronts for modernisation' are essentially local in impact, and therefore concern all member
authorities directly. The chapter 'Delivering excellence at local level' commits the Government to introducing
a new quality framework to drive this change and assure the quality of social care wherever it is provided. A New
Quality Framework will mean:
· formal arrangements for local councillors to fulfil their responsibilities for the quality of local social services
· clear lines of accountability at local level: the quality of care will be the direct responsibility of the director of social services
· a full commitment to staff development and training through the introduction of lifelong learning
· a clear focus on the establishment of local partnerships -with users and carers, with local health services, with the local community - to develop new ways of delivering services
· regular and rigorous assessment of local council's performance in achieving agreed goals.
3.5 The final section on 'Improving workforce training' spells out that modern
social care requires a workforce that is better trained, is able to work across service boundaries and in partnership
with users, continuously updates its knowledge and skills, and clearly links training and development to career
progression. Primary responsibility for training lies with employers, who should take the lead responsibility for
training and development for staff at all levels. This investment is a crucial component in delivering quality
via an informed, responsive and stable workforce. The Government will be consulting on training (including social
work and management) and broader workforce planning. They would welcome views on:
· changes to social work education including a national curriculum, a greater focus on field experience, and the use of centres of excellence
· mechanisms to increase participation in post-qualification social work training
· the future direction of the Training Support Programme
· how to stimulate training activity in the private and voluntary sectors
Comments are invited on these and the other proposals in the document by 21 November 2000.
3.6 Together these two documents set formidable challenges for those responsible for planning, commissioning and
providing personal social services within each council. Whilst much of the detailed responsibility rests with Directors
and their staff, the report makes it clear that it is councils and councillors which carry ultimate responsibility
for the quality of service delivered locally. The task of Social Services North West in this situation is to identify
how its member authorities can be supported in addressing these tasks.
3.7 The governance of personal social services is itself being rapidly changed by the transition to new forms of
local authority leadership, and the Best Value regime sets a wider context for the pursuit of quality within social
services. Members are asked to consider whether a special event for councillors during the winter would assist
in taking stock of developments within authorities and comparing experiences so that good practice can be developed
and networked.
3.8 On workforce issues, much of the action discussed in the document is for national decision and action. Whilst
the need to address the development of all staff delivering social services is acknowledged in this chapter, there
is an over-concentration on the particular issues of qualifying and management training which threatens to obscure
the needs of the vast majority of staff working face to face with service users who have much more limited access
to training for their vital roles. This chapter chimes with a forthcoming paper drawing out the human resource
implications of recent Joint reviews, which will address many of the same themes. The ADSS North West Branch has
secured a visit to the North West by David Jones, the author of this report on 24 November, and Social Services
North West is asked whether it wishes to become a partner in this event and to offer councillors the opportunity
of participating.
4. Conclusion
These two papers bring greater clarity to the expectations on councils relating to quality in social services,
and when read with the material on performance assessment highlighted at the last meeting, begin to create a comprehensive
picture. It is necessary to identify how Social Services North West can best comment on the Quality Strategy proposals
before the deadline, and how members can be supported in discharging their responsibility for the quality of services
within their authorities.
5. Recommendation:
5.1 That the report be noted
5.2 That a mechanism be determined for conveying a response to the Quality Strategy paper by 21 November 2000
5.3 That a joint event with ADSS NW on Human Resource issues on 24 November be supported, and that a further event
be arranged on the implications of current changes for councillors carrying responsibility for the personal social
services.
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