Regional improvement groups
There are eight regional improvement groups. Each group is overseen by a director in the region and focuses on a key priority of the branch. All have action plans and report regularly into the executive branch.
For more information on any of our regional improvement groups email em-adassadmin@nottscc.gov.uk.
LDA, SEND and transition
Improving outcomes for people with learning disabilities, autistic people and those young people who need support into their adult lives.
A new priority for 2024/25 that will be overseen by the care markets and learning disabilities and autism community of practice.
In 2024/25 we will:
- focus on developing a better understanding around the transition and needs of those young people who move from childrens to adults services, including experience, support offer and cost versus quality
- develop joint work with health including workforce, training and development and identifying joint commissioning opportunities
- focus on defining what good looks like – training, assessment and review
- develop a better understanding of the existing and future market supply
Quality assurance
Support to deliver effective governance and prepare for Care Quality Commission (CQC) assessment.
In 2023/24 we have:
- designed and delivered training for over 100 middle managers on assurance
- developed a waiting list management checklist
- facilitated a review of self-assessments including a regional workshop
- shared learning on CQC pilots
In 2024/25 we will:
- further develop our pre and post assurance support offer to councils, including bespoke work and toolkits around audit
- work with our co-production network to develop our “learning from feedback” from those who draw on care and support
- develop our learning from assessments as they are published, drawing out areas for regional focus, e.g. transitions and Equality, Diveristy and Inclusion
- develop our tools in relation to supporting councils to manage risks, e.g. waiting lists
Sector-led improvement
Councils supporting each other to improve adult services.
In 2023/24 we have:
- carried out 2 peer reviews using our new methodology
- completed 9 annual challenge conversations.
- supported 4 councils to prepare for their CQC assessments
- hosted over 70 regional meetings and 13 shared learning events
In 2024/25 we will:
- implement our regional SLI cycle to ensure it offers councils more opportunity for constructive peer feedback and challenge, including offering bi-annual externally led challenge conversations, peer-led self-assessment reviews and targeted peer reviews
- post assessment support offer to councils through “buddies” matching scheme
- continue to develop the regional networking through regional improvement groups and communities of practice
Principal social workers
Developing excellent social care practice.
In 2023/24 we have:
- developed a regional practice framework and audited practice implementation
- completed a regional report on the role of the PSW
- developed new tools for peer audits and reviews
In 2024/25 we will:
- continue preparedness for CQC assessment through defining the PSW role, developing tools and supporting staff
- develop the peer audit tools and peer review guidance
- produce an annual report on social work practice in the East Midlands
- continue to focus on responding to local and national priorities and provide feedback on areas that impact on social care practice
Care markets
Delivering a strong sustainable market.
In 2023/24 we have:
- regional benchmarking reports on care homes and home care
- piloted provider-led reviews and drafted a toolkit
- peer support for use of grants and other national funding initiatives
In 2024/25 we will:
- launch and roll-out the provider led review toolkit
- deep dives into different market segments starting with nursing care and LDA
- share approaches and best practice around fee setting, commissioning practice and quality oversight
- refresh our regional provider failure protocol
Workforce
Promoting the recruitment and retention of a strong diverse and skilled workforce.
In 2023/24 we have:
- overseen the international recruitment programme
- planned an EDI workshop
- promoted the use of workforce development strategy
In 2024/25 we will:
- focus on EDI, including promoting the diverse by design toolkit and the workforce race equality standard
- support the retention of qualified social workers by comparing workforce data, considering regional approach to use of agency and costs, and evaluating the apprenticeship model
- increase our understanding of our councils internal workforce, by collecting and comparing data
Finance and performance
Supporting councils to make best use of their available resources.
In 2023/24 we have:
- developed and delivered a regional quarterly dataset
- completed a deep dive in hospital discharge data
- contributed to national development work including the waiting list survey
In 2024/25 we will:
- continue to develop and interrogate our regional dataset, carrying out deep dives and highlighting areas of interest to branch
- offer mutual support around emerging challenges, such as section 114, fee uplifts, financial year-end and client level data
- continue our maximising income project looking at continuing healthcare, joint funding, charging and section 117
- look for opportunities to create consistency of reporting and maximising digitalisation
Impact waiting well
Understanding and improving the experience of waiting for social care.
In 2023/24 we have:
- carried out a survey with stakeholders
- set up co-owned governance structure
- held locality workshops to co-produce priorities for action
In 2024/25 we will:
- focus on coproducing guidance, frameworks and/or toolkits on:
- effective asset mapping
- develop waiting well packs for citizens
- develop a waiting well guidance for staff