Content

10.1

The Committee considered a report of the
Strategic Director of Adult Care and Wellbeing
which provided an updated Care Governance Strategy,
Performance Management Framework and Cycle of Assurance to
Committee for approval.
 
The report also provided
an update on the regulation of Local Authorities and Integrated
Care Systems by the Care Quality Commission (CQC) and on the
Council’s preparations for this.

 

 

10.2

RESOLVED UNANIMOUSLY: That the
Adult Health and Social Care Policy Committee:

 

 

 

1.   
Approve the updated Care Governance Strategy 2023 - 2025

2.   
Approve the updated Performance Management Framework

3.   
Approve the updated Cycle of Assurance

4.   
Note the Council’s preparations for CQC regulation and key
risks.

 

 

10.3

Reasons for
Decision

 

 

10.3.1

The
updated Care Governance Strategy, Performance Management Framework
and Cycle of Assurance, will ensure significant further
improvements are made in the following areas:

• People who use our services and family members and carers
have a voice, are central to the planning and development of adult
social care services.

 

• Improving wellbeing and population outcomes, quality of life
and experiences for individuals, their carers, and families remains
central to our priorities and focus.

 

• Our supports and services are high performing, compliant
with legislation, of excellent quality and are positively received
by individuals and families.

 

• Our workforce is valued, engaged, and feels empowered to
continuously develop practice and delivery of social care
services.

 

• Our resources are used effectively and efficiently across
Adult Social Care.

 

• We are prepared for pending CQC assessment which is being
introduced in 2023

 

 

 

10.4

Alternatives
Considered and Rejected

 

 

10.4.1
 
10.4.2
 
 
 
 
10.4.3

Alternative options have been considered and
the options are:
 
Option 1 - Option ‘to do nothing’
and not update the care governance or performance management
framework. However, this would mean that the frameworks do not
evolve to meet the changing needs of the service or the people who
use it.
 
Option 2 – Delay approval to enable
further learning, benchmarking, and engagement. Benchmarking,
learning, engagement, and review will take place on an ongoing
basis to ensure it delivers what matters to people of Sheffield and
is responsive to changing circumstances. Further changes will be
captured in the next iteration of these frameworks.