Corporate slide masterWith guidelines for corporate presentationsRegulation and

Inspection of Social Care in WalesDavid Pritchard

Welsh Government

Key points

• The Welsh Government set out its long term policy for Social Care in the document ‘Sustainable Social Services: A Framework for Action’ in 2011.

• That policy included a commitment to reform the process of regulation and inspection.

• In February 2015, the Minister for Health and Social Services introduced into the National Assembly for Wales a bill dealing with these matters.

• The bill and supporting documents can be accessed at:

• http://senedd.assembly.wales/mgIssueHistoryHome.aspx?IId=12110

• This presentation relates to the aims and provisions of that bill.

Regulating for Success

What is the bill

concerned with?

• Regulation of social care services – residential homes, domiciliary care etc. (CSSIW)

• Inspection of local authorities (CSSIW)• Regulation of the workforce – social

workers etc. (Care Council)• Market stability work • How organisations share information

and work together • Transition to Social Care Wales

Regulating ServicesExample changes:

Corporate accountabilityThe Bill will create a statutory role of Responsible Individual – a member of the Board of the providers who will have certain duties in law such as visiting services, appointing a manager and reporting on performance. Annual Reports for ProvidersAll providers of services in Wales will be required to produce a public report annually, to a prescribed format.

RatingsThe Bill gives the regulator the power to rate service provision.

Service StandardsThrough regulations the Welsh Government will set out the standards expected of service providers, to be inspected by the regulator. Failing to fulfil these standards can result in closure of the service or criminal prosecution.

OUR AIMS:

The Bill moves from a settings approach to regulation, to a service model. It will:• Ensure our regulatory system allows us to understand

the impact that services have on people’s lives. • Provide greater transparency and comparability across

services in Wales. • Rebalance the accountability within the system so that

the appropriate agencies or individuals are held responsible in law.

• Move beyond an approach based on compliance towards one that also reflects the quality of provision.

• Move towards a system of regulation that focuses on services, allowing future flexibility to respond to changes in the sector.

Market stability

Market StabilityThe Bill will require local authorities to produce market stability reports on the future shape of the social care sector, feeding into a national report by the regulator and the new Social Care Wales. The regulator will have the ability to undertake due diligence on important providers to avoid unexpected exits from the market.

OUR AIMS:

Currently, there is no requirement in primary legislation that allows the regulator to establish an effective system of oversight on the social care market in Wales. The approach to market oversight in the Bill seeks to:

• Recognise that social care is a sector that embraces the private, voluntary and public sectors.

• Recognise that the market should not determine priorities in social care and that collectively, we should shape the market, not allow market choices to drive us.

• Provide information to current providers, prospective providers and local authorities to allow all those in the sector to respond to changes in the market.

• Deliver a cost-effective and proportionate approach to intervention in the case of difficult to replace services.

Social Care Wales

Social Care Wales The Care Council for Wales will be re-constituted as Social Care Wales, and given wider functions relating to improvement across the sector. This will create a powerful new agent for change at the heart of the sector in Wales

OUR AIMS:

The approach to Social Care Wales within the bill seeks to:• Build upon the success of the Care Council for Wales,

the current workforce regulator.• Develop opportunities to support a more strategic

approach to improvement across the sector.• Recognise the broad nature of the workforce within the

sector, including those with other professional oversight.

• Take into account the recommendations of the Law Commission (2014) in its recent work on the regulation of health and social care workers.

Regulating the Workforce

Example changes:

Involvement of citizens Both regulators – CSSIW and Social Care Wales – will be duty bound to involve citizens in their work and report on how they have done this annually. Workforce regulation will remain lay-led.

Registration of social care workersThe Bill retains the Minister’s power to require registers of particular social care workers.

OUR AIMS:

The approach to workforce regulation within this Bill builds upon the success of regulation over the past 15 years. It seeks to:• Ensure that it remains lay-led, with the citizen at its

heart.• Take on board, where appropriate, the work of the Law

Commission (2014) in its review of the regulation of health and social care professionals.

• Provide flexibility for the regulatory regime to respond to changes in the care and support sector going forward.

• Recognise the broad nature of the social care workforce, and to build a regulatory regime that can respond to that breadth.

What has changed through scrutiny?

• Length of domiciliary care visits

• Registration of workers in domiciliary care and adult residential care

• Fitness of providers and responsible individuals

Going forward

• The National Assembly for Wales will vote on the Bill as amended on 24th November

• If passed it will receive Royal Assent in the New Year.

• An intense period of technical groups and regulation preparation will take place in 2016/17

• Implementation will take place from April 2017.

CSSIW National Review of Domiciliary Care

2015-16Adolygiad Cenedlaethol AGGCC o

Ofal Cartref 2015-2016

Margaret Rooney

• Listening to what people have to tell us about domiciliary care

• Produce overview of domiciliary care provision in Wales

• Understand the key interdependencies/relationships

• Highlight challenges - commissioners /providers

• Share examples of good practice /solutions

• Gwrando ar yr hyn sydd gan bobl i'w ddweud am ofal cartref

• Paratoi trosolwg o ddarpariaeth gofal cartref yng Nghymru

• Deall y cyd-ddibyniaethau/cydberthnasau allweddol

• Nodi heriau – comisiynwyr/darparwyr

• Rhannu enghreifftiau o arferion da/atebion

Why are we doing the review?Pam rydyn ni'n cynnal yr adolygiad?

Commissioners• Understanding of local

needs• Involved in workforce

planning• Strategy developed with

people/stakeholders• Communicate strategy to

providers• Manage capacity • Assessments translating to

requirements for providers• Monitor performance

Comisiynwyr• Deall anghenion lleol• Cymryd rhan mewn

cynllunio'r gweithlu• Datblygu strategaethau ar y

cyd â phobl/rhanddeiliaid• Cyfathrebu strategaethau i

ddarparwyr• Rheoli capasiti • Asesiadau'n nodi anghenion

ar gyfer darparwyr• Monitro perfformiad

What are we interested in?Beth sydd o ddiddordeb inni?

Providers• Starting care packages• Staff pay and conditions• Quality assurance • Call monitoring• Levels and themes of

complaints• Staff turnover, capacity,

sustainability• Impact of charging cap• What works well and why

Darparwyr • Cychwyn pecynnau gofal• Tâl ac amodau staff• Sicrhau ansawdd • Monitro ymweliadau• Lefelau a themâu cwyno• Trosiant staff, capasiti a

chynaliadwyedd• Effaith y cap codi tâl• Yr hyn sy'n gweithio'n dda

a pham

What are we interested in?Beth sydd o ddiddordeb inni?

People using services• Outcomes - their experience• Good quality, reliable• Continuity of care and care

staff• Calls on time, enough time

or shortened• Communication• Quality of relationships• Welsh language needs

Pobl sy'n defnyddio gwasanaethau• Canlyniadau – eu profiad• Ansawdd da a dibynadwy• Dilyniant gofal a staff gofal• Ymweliadau ar amser,

digon o amser, neu wedi’u cwtogi

• Cyfathrebu• Ansawdd cydberthnasau• Anghenion yr iaith Gymraeg

What are we interested in?Beth sydd o ddiddordeb inni?

Staff• Staff find the work

rewarding• Impact of

pay/conditions on staff

• Challenges and pressures

• Management support

Staff• Staff yn cael y

gwaith yn foddhaus

• Effaith tâl/amodau ar staff

• Heriau a phwysau• Cefnogaeth gan

reolwyr

What are we interested in?Beth sydd o ddiddordeb inni?

• Questionnaires to providers, commissioners, domiciliary care agency staff and people receiving services

• Reviews in 6 local authorities• 100 domiciliary care agencies - refocused annual

inspections

Methodology/ Methodoleg

• Holiaduron ar gyfer darparwyr, comisiynwyr, staff asiantaethau gofal cartref a phobl sy'n derbyn gwasanaethau

• Adolygiadau mewn chwe awdurdod lleol• 100 o asiantaethau gofal cartref – arolygiadau blynyddol sydd â ffocws

newydd

• External reference group working with CSSIW to reflect on progress and findings

• Three regional workshops for providers and commissioners (Nov/Dec) to explore challenges and consider solutions

Methodology/ Methodoleg

• Grŵp cyfeirio allanol sy'n gweithio gydag AGGCC i ystyried cynnydd a chanlyniadau

• Bydd tri gweithdy rhanbarthol ar gyfer darparwyr a chomisiynwyr (Tachwedd/Rhagfyr) i archwilio heriau a thrafod atebion

• Publish a national report• Learning event to share

findings• Use the information to

advise ministers and policy - inform new regulations

• New model of regulation and inspection for domiciliary care in 2017 – we want to work with stakeholders on this

• Cyhoeddi adroddiad cenedlaethol

• Digwyddiad dysgu er mwyn rhannu canfyddiadau

• Defnyddio'r wybodaeth i roi cyngor i weinidogion ac i lywio polisi a rheoliadau newydd

• Model newydd ar gyfer rheoleiddio ac arolygu gofal cartref yn 2017 – rydyn ni am weithio gyda rhanddeiliaid

Where do we go from here?Beth yw'r cam nesaf?

Work Of The National Commissioning Board

Dave Street, Vice President ADSS Cymru

Purpose: • To have oversight of commissioning activity across Wales and to support

effective communication between commissioning organisations and providers at national, regional and local levels

• To have oversight of social care procurement activity across Wales to ensure that the procurement of services consistent and streamlined as possible.

• To build and promote clear best practice delivery models for commissioners to promote

• To support the development and collaborative approaches to commissioning across agencies.

• To support the continued development of new and sustainable infrastructure for wide-ranging regional commissioning

• To facilitate meaningful dialogue with commissioners and providers to build a clear picture of current markets and recommend where these need to be reshaped to achieve the best outcomes for service users and carers

• To manage the Memorandum of Understanding or its successor with partners.

Membership

• ADSS Cymru• Health Boards• Providers • Welsh Government • CSSIW• Regional Commissioning Leads• WLGA• Care Council For Wales

Work Priorities

• Market Analysis • Model Terms and Conditions • Concordat • Commissioning Qualification • Skills and Capacity • National Minimum Wage • WLGA update – Re: Commissioning/ Procurement• Domiciliary Care • Leading Disability

Provider Forum Responsibilities

• Provides strategic leadership • Develop and promote alternative, cost

effective delivery models• Identify areas for efficiency and effectiveness• Support a mature and realistic context for

engagement between members• Influence and advice WG• Support commissioning activity in re shaping

support and well being services

Impact /Effect

• The right people around the table• Provider Forum in place and meeting• Initial market analysis completed• National Minimum Wage discussions• Capacity support from WG

Challenges

• Financial climate• Complexity of need• Inflexibility of the market• Poor / outdated commissioning processes• Requirements of SS&WB Act• Workforce• R&I bill• Lack of communication / trust

Questions ?

• What do you think the National Commissioning Boards priorities should be ?

• How will we know if its made a difference ?

Challenging local authorities on

procurement, rates and contract clauses

19 November 2015

Introduction: the commissioning landscape

• Sector at “crisis” point(i) continued austerity measures(ii) demographics and increase in demand(iii) National Living Wage

• Greater regulatory oversight and interventions(i) business failure

The commissioning landscape: The Legislative Framework

• The new light touch regime• The Social Services and Well-being (Wales) Act

2014• The Care Act 2014:

Temporary duties on LAs on account of business failure

• The Regulation and Inspection of Social Care (Wales) Bill

Commissioning challenges

• The National Living Wage and rates• The new Light Touch Regime that the sector needs to get

to grips with• The steps that tenderers (and commissioners) can take

when the process goes awry

Tactics for dealing with the National Living Wage

• Negotiation and positioning• Private lawo contractual termso restitutionary remedies

• Public lawo Traditional public law principles

Negotiation and contractual remedies

• Pre-emptive dialogue• Term and termination• Contractual terms

o Price review mechanismso Change of lawo Force majeure or frustration

Public law

• The Social Services and Well-Being (Wales) Act 2014 provides an array of duties which commissioners may breach

• Traditional grounds for judicial review; for example:o failure to take into account relevant considerations;o failure to consult;o fettering discretion.

• Rights of the individual

Tactics for dealing with NLW: Concerted Action

• Competition law considerations• Use of trade / sector fee setting tools• Gathering evidence; engaging independent experts• Collective challenges at tender stage; judicial review• Active engagement through umbrella bodies

Acting outside the traditional framework

• Innovative solutionso Understanding the Commissioner’s agenda

• Disengagement with public sectoro Importance of regulatory compliance and qualityo Unsustainable contractso Spot purchasingo Waiting for the market to “correct” itself

The new light touch regime• Aim of the regime is to introduce a new set of rules which

have the potential to be:o more flexible;o less administratively burdensome.

• Applies to a variety of goods and services including:o health, social and related services and supply services of

domestic help and nursing personnel;o administrative social, educational, healthcare and cultural

services.

The new light touch regime: What has changed?

• Removal of Part A/Part B distinction• New notification and reporting obligations• Broader range of award criteria

What are the obligations on commissioners?• To advertise contracts above threshold €750,000 (£625,050)

in OEJU - contract notice or PIN (prior information notice)o conditions for participation;o time limit(s) for contacting the Commissioner in order to bid;o brief description of the main features of award procedure.

• To prepare a written report on every contract awarded in accordance with Regulation 84

Award criteria

• Must be transparent and treat bidders equally• May take into account:

o the need to ensure quality, continuity, accessibility, affordability, availability, comprehensiveness of services;

o the specific needs of different categories of users including disadvantaged and vulnerable groups;

o the involvement and empowerment of users; ando Innovation.

• Potential for far greater flexibility and more innovative tenders

Grounds for challenge

• Failure to follow process as set out in the tender – with greater flexibility comes increased risks

• Breach of UK Regulations; note the new requirements re OJEU and reports

• Mixing up selection and award criteria:

Grounds for challenge

• Evaluation methodology – how the answers are scored and weighted

• Breach of overarching General EU Treaty Principles limited to:o transparency;o equal treatment and non-discrimination;

• Some recent examples

Time is “of the essence”

• A standstill period should apply – Regulation 87• Proceedings must be started at court within 30 days

“beginning with the date when the [bidder] first knew or ought to have known that grounds for starting proceedings had arisen” Regulation 92

• If contract has been awarded then only remedy will be for damages

• Ineffectiveness proceedings can also be considered under Regulation 93

Timing – other issues• Clock may “restart” on provision of further information

leading to multiple claims• Standstill period between notification and award is10

calendar days – a very short window• Costs will escalate as soon as proceedings initiated – note

the Court fee!• Easier for Commissioners to reconsider before contract

award

Challenging commissioning practice• Read and understand the tender terms and conditions and

understand what you can and can’t do• Always raise clarification requests if anything is unclear• If you are not getting the answers you need, consider

“gently” suggesting that the process may be unfair and take advice on time limits

• Consider writing to the Monitoring Officer • Issue of proceedings will halt the award of contract

Judicial Review: Grounds• Acting outside the scope of powers (ultra vires);• Delegating a decision to another body or fettering of discretion;• Taking into account irrelevant matters or not taking into account

relevant considerations;• Not complying with relevant statutory or other guidance;• Making an unreasonable or irrational decision;• Not following the correct procedure, for example not consulting

the relevant individuals;• Breaching equality law duties or the human rights of the

individual

Judicial Review: Practicalities• Timing: within 30 days if procurement related or within 3

months of decision• Obtaining evidence and expert analysis• Permission and other procedural points• Remedies• Costs• Collective actions and cost sharing

Questions

If you have any queries or comments in regards to this document please contact Andrew Lancaster of Anthony Collins Solicitors LLP on 0121 212 721 or andrew.lancaster@anthonycollins.com

Anthony Collins Solicitors LLP134 Edmund StreetBirmingham B3 2ES

MDX 13055 Birmingham 1Tel: 0121 200 3242

www.anthonycollins.com

Disclaimer: Whilst every effort has been made to ensure the accuracy of these materials, advice should be taken before action is implemented or refrained from in specific cases.  No responsibility can be accepted for action taken or refrained from solely by reference to the contents of these materials. © Anthony Collins Solicitors LLP 2015

Datblygu gweithlu gofal yn y cartref proffesiynol

Developing a professional domiciliary care workforce

Roberta Hayes

Medrus Diogel a digonolGweithlu sy'n denu ac yn cadw ymgeiswyr o safon uchel sy'n gallu gweithio gyda

phobl i ddarparu'r gofal a'r cymorth sydd eu hangen arnynt mewn ffordd sy'n adeiladu ar gryfderau pobl ac yn helpu i gyflawni canlyniadau cadarnhaol

Safe Skilled and SufficientA workforce that attracts and retains high calibre applicants able to work

with people to provide the care and support they need in a way that builds on people’s strengths and helps achieve positive outcomes

Cynllunio’r GweithluWorkforce Planning

Safonau Galwedigaethol

Cenedlaethol/CYP National

Occupational Standards/COPP

Fframwaith cymwysterau

Qualification framework

Cyflenwad dysgu drwy waith ac addysg bellach

Work based and FE Learning supply

Ansawdd Cyflwyno Cymwysterau

Cymru/SAUDGO Quality of Delivery

Qualifications Wales/SHELL

Arweiniad ar gyfer

Cyflogwyr a Rheolwyr

Guidance for Employers and

Managers

Ymgysylltu gyda’r sector

Engagement with the sector

Monitro tueddiadau Monitoring trends

Gall pobl Cymru ddibynnu ar wasanaethau cymdeithasol sy’n cael eu

darparu gan weithlu proffesiynol, medrus a chymwys

People of Wales can count on social services being provided by a professional,

skilled and competent workforce

Ein Strategaeth Our Strategy

Data Rhaglen Datblygu Gweithlu Gofal Cymdeithasol

• 336 Darparwyr Gofal Cartref a gomisiynwyd gan Awdurdodau Lleol

• 17,500 o staff• Amser cythryblus gyd 32%

yn gadael mewn blwyddyn• 51% o’r rhai hynny yn mynd

i weithio i Ddarparwr arall• 4,921 staff Awdurdod lleol

Social Care Workforce Development Programme Data

• 336 Domiciliary Care Providers commissioned by Local Authorities

• 17,500 staff • Turbulent time with 32%

leaving in year • 51% of those went to

work for another Provider• 4,921 Local Authority staff

Gweithlu Gofal Cymdeithasol

• Côd Ymarfer Proffesiynol• Dyfarniad Sefydlu• Cymwysterau• Dyfarniadau DPP• Cymwysterau Sector a

Strategaethau Dysgu• Canllawiau ar gyfer

rheolwyr• Adnoddau Dysgu

Social Care Workforce

• Code of Professional Practice

• Induction Award • Qualifications • CPD awards• Sector Qualification and

Learning Strategy• Guides for managers• Learning Resources

Fframwaith Sefydlu

• Fframwaith Sefydlu Gofal Cymdeithasol yng Nghymru

• Gwobr Sefydlu - 6 credyd ar Lefel 2

• GIG Cymru – Sefydlu Gweithwyr Cymorth Gofal Iechyd Clinigol Lefel 6 credyd Lefel 2

• Tystysgrif Gofal yn Lloegr

Induction Framework

• SCIF in Wales • Induction Award 6 credits

at Level 2• NHS Wales Induction

Clinical Healthcare Support Workers level 6 credits at Level 2

• Care Certificate in England

Unedau Cyffredin / safonau• Rôl• Cyfathrebu• Iechyd a Diogelwch• Datblygiad personol• Arfer Canolbwyntio ar y

Person• Diogelu• Egwyddorion a

gwerthoedd gofal

Common Units/standards• Role• Communication• Health and Safety• Personal development• Person Centred Practice• Safeguarding • Principles and values of

care

Rheolwyr Gwasanaethau Gofal

• Adran 7 o’r Côd Ymarfer• Canllawiau ar gyfer Rheolwyr

Gofal Cymdeithasol• Llwybr Gyrfa ar gyfer Rheolwyr• Fframwaith cymwysterau ar

gyfer rheolwyr:- Camu i Reolaeth- Cymhwyster Rheoli- Fframwaith DPP• Cymunedau Ymarfer

Managers of Care Services

• Section 7 Code of Practice• Guidance for Social Care

Managers• Career Pathway for Managers• Qualification Framework for

managers: – Step into Management– Manager Qualification – CPD Framework

• Communities of Practice

Her ac effaith• Paratoi’r gweithlu:

– i ddarparu’r system gofal cymdeithasol newydd

– i ddarparu cymorth yn unol ag egwyddorion, diwylliant a gwerthoedd y Ddeddf

• Cyfrannu at weddnewid y gwasanaeth

Challenge and impact• Workforce equipped:

– to deliver the new social care system

– to deliver support in keeping with the principles, culture and values in the Act

• Contribute to service transformation

Ebrill 2016 - disgwyliadau

• Hyfforddiant Cyflwyno ac Ymwybyddiaeth yn cael ei gyflwyno

• Rheolwyr ac arweinwyr wedi’u cefnogi i arwain newid mewn diwylliant

• Cohort 1af o hyfforddiant ar gyfer rolau yr effeithir arnynt fwyaf

• Rhestr genedlaethol o hyfforddwyr

• Cynlluniau cyflawni hyfforddiant

April 2016 - what we expect

• Introduction and Awareness training rolled out

• Managers and leaders supported to lead culture change

• 1st cohort of training for roles most affected

• National list of trainers• Training delivery plans

Ebrill 2016 - disgwyliadau

• Adnodd hyfforddi ar gyfer gweithlu gofal uniongyrchol

• Adnoddau dysgu: gofalwyr, pobl fyddar a dall, eiriolaeth, cydweithfeydd dan arweiniad defnyddwyr

• Adnoddau dysgu – gweithio gyda charcharorion

• Archwiliad o ddeunyddiau dysgu eraill

April 2016 – what we expect

• Training resource for direct care workforce

• Learning resources: carers, deafblind people, advocacy, user led cooperatives

• Learning resources – working with prisoners

• Audit of other learning materials

Gweithlu Gofal Cymdeithasol

Camau Nesaf – • Gweithredu’r Ddeddf• Ymgyrch recriwtio• Adolygu cymwysterau• Rheoleiddio’r Hyfforddiant• Rheoleiddio’r gweithlu

Social Care Workforce

Next Steps –• Implementing the Act• Recruitment campaign• Qualifications review• Regulation of Training• Regulation of the

workforce