►
Description
In this latest webinar, Mandy Williams, Interim Director of integration, inequalities and improvement and Mary Cridge, Director of Adult Social Care will take you through the latest developments in our approach to oversight of Local Authorities and integrated care systems.
They're also joined by colleagues in the Engagement, Policy & Strategy teams during the Q&A panel.
A
A
Please
bear
with
us
if
there
is
a
technical
glitch.
These
things
happen,
especially
on
very
hot
afternoons,
we'll
do
our
absolute
best
to
stick
to
time.
The
way
the
webinar
is
set
up
means
that
only
the
webinar
team
are
able
to
speak.
So
you'll
see
down
the
side.
There
is
a
chat
function.
Please
use
this
chat
function
on
the
side
of
the
screen
to
ask
any
questions.
It'd
be
really
good
to
know
who
you
are
so
you
know
if
you,
if
you
can
put
your
name
and
where
you,
where
you
work
down
the
side.
A
So
with
with
all
that
said,
let's
just
move
on
please
step
to
the
content,
and
the
next
slide
so
just
a
little
bit
of
a
context
that
this
webinar
is
to
update
you
on
the
actions
that
we're
taking.
As
I
say
in
relation
to
local
authority
assurance
and
integrated
care
system,
oversight,
assessment
and
they've
come
about
as
a
result
of
the
changes
to
the
health
and
care
act
and
they've,
given
the
three
central
aims
of
greater
integration,
accountability
and
a
reduction
in
bureaucracy.
A
Well,
these
additional
powers
mean
that
for
the
first
time,
we'll
have
a
role
in
reviewing
and
assessing
systems,
and
not
just
providers,
so
we'll
be
looking
at
how
systems
are
working
in
their
entirety
and
their
totality
and
looking
at
how
local
authorities
are
meeting
their
social
care
duties
under
part.
One
of
the
care
act
next
slide,
please.
A
That's
enabling
us
to
change
how
we
deliver
regulations
so
that
we
can
become
a
more
effective
regulator.
So
our
regulation
can
be
put
more
effective
and
timely
to
support
that
we've
developed.
What's
called
the
single
assessment
framework
and
I'll
just
talk
to
that
in
a
little
moment,
and
that's
going
to
enable
us
to
really
focus
on
how
systems
are
improving
outcomes
for
people
reduce
and
reducing
inequalities
in
their
care
next
slide.
Please.
A
It
all
starts
with
the
five
key
questions
and
they'll
remain
central
to
our
approach,
so
that's
safe,
effective
caring,
responsive
and
well-led.
However,
they
aren't
applied
to
our
assessments
of
integrated
care
systems
and
local
authorities,
but
they
will
remain
there
in
the
single
assessment
framework.
A
What
those
five
key
questions
mean
to
people
who
work
in
services
and
who
receive
health
and
social
care.
Importantly,
they
set
out
what
good
and
outstanding
person-centered
care
looks
like
and
what
people
should
expect
from
their
providers
and
their
commissioners
and
from
the
system,
leaders
and
they're
very
much
framed
in
the
eye
and
the
we.
So
we
wanted
to
use.
A
That'll
help
us
make
those
judgments
about
qualities
of
care.
We've
reduced
our
current
key
lines
of
inquiry
and
replace
them
with
the
quality
statements.
Currently,
there
are
several
hundred
key
lines
of
inquiry.
They'll
be
replaced
with
far
fewer
quality
statements,
and
there
will
be
prompts
that
sit
underneath
those
and
they're
expressed
as
we
statements
so
they'll,
be
helping
to
make
things
clearer
for
providers
to
understand
what
our
expectation
on
them
is,
whilst
reducing
the
duplication
that
currently
exists
around
our
key
lines
of
inquiry.
A
A
Quality
statements
remain
will
be
consistent
across
all
areas
from
our
providers
to
our
systems
and
beneath
those
will
sit,
the
evidence
that
we
gather
and
we've
looked
at
our
evidence
to
identify
that
actually
they
fall
into
really
six
sort
of
key
themes.
We
wanted
to
be
more
consistent
and
transparent
in
our
approach
around
what
evidence,
we're
gathering
and
how
we
make
those
judgments
to
quality.
A
So
there
are
six
categories
for
our
evidence:
there's
people's
experiences.
We
want
to
hear
what
it's
really
like
to
receive
care,
treatment,
health
or
social
care
from
providers,
we're
wanting
to
hear
feedback
from
staff
and
leaders
to
find
out
what
it's
like
to
work
in
the
organizations
we'll
observe
care,
we'll
receive
feedback
from
partners
talking
and
sharing
information
and
intelligence
with
others.
We'll
look
at
the
processes
that
we'll
use
and,
very
importantly,
we'll
look
at
the
outcomes
of
care
received.
A
Next
slide,
please
so
have
we
developed
our
approach?
We've
done
a
huge
amount
of
collaborative
working.
We've
talked
to
hundreds
of
people
up
and
down
the
country
to
really
understand
what
our
questions
should
be.
What
our
quality
statements
should
be,
how
we
should
frame
it.
So
we've
done
a
lot
of
collaborative
work,
there's
been
a
large
amount
of
co-production
and
engagement
and
all
with
a
consistent
aim
that
we
add
value
and
don't
duplicate
next
slide.
A
B
So
this
it
has
got
a
social
care
focus
and
it
is
all
around
prevention,
information
and
advice
and
the
right
services
being
available,
so
the
the
sorts
of
services
around
prevention.
This
is
like
looking
at
how
a
local
authority
knows
its
population
can
look
ahead
and
see
what
services
are
needed
that
are
focused
on
either
keeping
people
well
and
active.
B
B
So
they
local
authorities
have
a
role
and
a
responsibility
for
the
market,
the
social
care
market,
in
their
neck
of
the
woods
and
in
delivering
all
this
local
authorities
need
to
be
working
with
their
communities
and
other
partners
such
as
nhs
partners
to
make
sure
that
the
services
are
fit
for
what
local
people
need
now
and
for
the
future,
so
really
important
care
act
duties.
So
if
we
could
have
the
next
slide,
please.
B
B
A
So
this
slide
just
sets
out
the
core
purpose
of
the
integrated
care
systems,
so
they're
very
much
to
improve
outcomes.
A
huge
goal
improve
the
outcomes
of
people
who
are
resident
within
the
footprint
of
the
icf
to
tackle
unequal
access,
experience
and
outcomes
to
make
sure
that
there's
a
good
productivity
and
value
for
money
being
delivered
and
to
support
broader
social
and
economic
development.
A
A
As
mary
said,
we
really
know
that
good,
strong,
effective
leadership
is
really
key
to
creating
a
really
good
learning
culture.
We
want
to
be
looking
to
how
leaders
are
are
delivering
their
function
in
a
compassionate
and
inclusive
way.
Of
course,
we'll
be
looking
at
governance
and
assurance
processes,
but
we
also
want
to
be
really
clear
about
how
they're
working
as
leaders
with
their
in
partnership
with
their
local
communities,
how
they're
learning
and
improving
how
they're,
considering
environmental
sustainability
going
forward
and
really
importantly,
looking
at
the
workforce,
equality
and
diversity
amongst
all
of
their
workforce.
A
One
of
the
things
that
we've
heard
is
the
language
that
we
use,
that
we
need
to
be
mindful
of
that
language,
that
we
don't
refer
to
people
as
patients
or
service
users.
When
we're
talking
about
those
people
who
live
within
the
integrated
care
system.
The
whole
aim
of
that
is
about
keeping
people
well.
Helping
them
to
live
healthier
lives,
helping
to
prevent
them
needing
to
access
services
needed
stopping
them
needing
to
become
patients
or
service
users
in
the
first
place.
A
B
Thanks
mandy,
it's
me
again,
so
we've
been
talking
to
you
about
our
single
assessment
framework
on
which
we're
building
everything
we
do
from
our
registration,
our
provider
regulation
and
these.
This
work
that
we're
talking
to
you
about
this
afternoon
and
we've
looked
at
what
those
areas
and
the
specific
focus
on
those
on
those
boat
on
them.
Both
I'm
now
going
to
take
us
through
the
areas
that
are
actually
common
to
both
areas
of
work.
C
B
So
the
first
element
that,
where
we've
got
a
lot
in
common,
is
around
evidence
and
here's
a
list
I
think,
will
be
familiar
to
many
of
you
on
the
call
absolutely
central
to
both
the
systems
and
the
local
authority.
Work
will
be
evidence
of
people's
experience
directly
from
them
their
families,
their
carers.
B
We
shall
want
feedback
from
people
working
in
these
organizations
and
their
leaders.
Of
course
we
will-
and
we
will
be
undertaking
observation
so
looking
at
what
what's
going
on,
observing
observing
things
happening
that
will
give
us
insight
into
into
how
how
people,
what
what's
being
provided,
what
the
impact
of
it
is
and
how
it's
all
fitting
together,
we'll
also
want
to
look
at
processes,
understand
how
things
are
intended
to
work.
B
B
We
could
look
at
what
quality
is
like
in
that
area
in
terms
of
the
providers,
if
there
are
a
lot
of
services
in
that
area
that
are
inadequate
or
requires
improvement,
what
what
is
the
system?
What
are
the
local
authorities,
the
local
authority
doing
to
address
and
support
providers
to
improve
and,
of
course,
we'll
have
the
generally
available
information
public
health
data
on
the
population
on
the
equalities
in
that
patch
and
the
inequalities?
B
What
what
difference
have
we
got
in
terms
of
experience
based
on
people's
protected
characteristics,
and
all
of
that
will
be
hoovering
up
and
using
both
for
local
authority
assessment
and
the
system
work
next
slide?
Please
so
another
thing
the
work
has
got
in
common
is
our
proposed
approach,
so,
unlike
provider
regulation,
which
we've
been
doing
for
some
years
now,
we
don't
have
an
established
baseline
of
understanding
of
quality
and
safety.
B
B
We
should
always
be
asking
we,
wherever
we
are,
what
people
are
proud
of,
what
they're
working
on
in
terms
of
improvement,
so
that
we
can
capture
that
for
the
important
reason
of
we're
not
just
celebrating
it
where
we
find
it,
but
sharing
it.
So
this
whole
way
of
working
we'll
have
a
much
smarter
way
of
sharing
the
outcomes.
B
We
need
to
understand
systems,
so
the
feedback
we've
had
is
that
we
should
look
at
a
system
in
its
widest
sense
and
that
it'll
be
important
for
cqc
to
recognize
the
context
in
which
systems
and
providers
are
operating.
So
that
might
be
everything
from
geography
to
history,
to
the
population
landscape.
B
You
know
long-running
deep-seated
challenges
that
a
system
might
have.
I
mean
every
system
and
place
has
its
challenges,
but
they
are
different
in
different
places
and
we
need
to
really
make
sure
we
understand
a
place
as
part
of
this
work
and
other
feedback
is
that
our
assessment
should
focus
on
addressing
inequalities
and
how
a
system
is
looking
at
delivering
enabling
good
outcomes
at
a
population
level.
So
we
really
need
to
think
and
be
aware
of
both
the
issues
and,
what's
being
done
to
address
them
and
really
understand
that
properly
ratings.
B
So
the
consensus
is
that
it's
too
early
for
ratings.
The
intention
is
that
there
will
be
ratings
both
for
a
system
and
for
a
local
authority
that
that
is
contentious
in
some
places
and
that
is
being
debated,
but
we
feel
some
people
feel,
and
I
think
it's
a
view,
certainly
that
I
have
having
been
inv
seen
the
positive
impact
of
ratings
in
in
the
provider
regulation
is
that
some
you
know
there
is
a
sense
that
ratings
could
be
a
driver
for
improvement.
B
B
Co-Production
so
there's
a
sense
that
we
can
play
a
key
role
in
assessing
how
well
local
authorities
and
ics's
are
doing
in
engaging
their
populations
and
developing
services
in
partnership.
You
know
the
best
people
to
understand
the
service.
Nobody
understands
a
service
like
the
people
who
are
receiving
it.
Of
course
the
people
providing
it
understand
it,
but
in
terms
of
the
insight
into
how
it
feels
to
get
that
service
and
whether
it
could
be
better
or
not,
you
know
it's
just
so
brilliant
to
talk
to
people
and
their
families.
B
B
Now
that's
a
system
that
is
already
well
established
in
local
authority
work
and
may
well
become
established
for
systems,
but
they're
they're
only
just
very
new
systems,
but
we
could
build
on
the
peer
review
arrangements
that
exist.
That
means
bringing
leaders
from
one
part
of
the
country
to
another
to
help
us
understand
what
we're
looking
at
that
sense
of
being
judged
by
peers
is,
is
important,
proportionate
regulation
there's
concerns
about
how,
on
both
the
system
and
the
local
authority
that
this
work
could
the
impact
that
we
could
have.
B
The
strong
feedback
is
that
these
should
be
separate
and
only
considered
when
we're
looking
at
how
well
a
system
has
responded
to
the
ratings
in
its
patch,
as
I've
mentioned
before,
about
we're
interested
in
how
a
system
supports
providers
in
its
patch
in
terms
of
improving
their
service.
What
it
will
not
be
is
a
simple
sum
of
looking
at
all
the
providers
across
health
and
social
care
in
a
patch,
adding
up
the
ratings
and
coming
up
with
some
amalgam.
B
B
So
we're
testing
elements
because
there's
some
things
with
our
the
work
we
already
do
so,
for
example,
we're
not
testing
case
tracking,
because
we
already
do
that.
We
we
can
do
it
well,
we
know
what
it
costs.
So
it's
the
newer
areas
that
we
are.
We
are
testing
we're
using
the
learning
from
this
activity
to
further
refine
and
develop
our
approach
and
to
help
us
understand
what
we'll
need
in
in
terms
of
our
team
sizes
and
skill
mix,
to
undertake
this
work.
B
We're
continuing
to
engage
throughout
this,
both
with
providers
and
system
level
leaders
and
through
attendance
at
sort
of
key
forums
and
events.
We've
also
got
a
special
expert
advisory
group
to
inform
and
influence
us
in
our
ongoing
iteration
of
this
work.
If
I
could
have
the
next
slide,
please
this
touch
is
on
the
timeline.
B
So
for
the
rest
of
the
year,
we
will
continue
to
develop,
make
sure
that
we've
got
everything
we
need
in
place
to
deliver
our
new
responsibilities,
including
recruiting
and
training
staff,
and
everything
at
every
stage
will
be
underpinned
by
co-production
and
engagement.
So
please
do
look
out
for
ways
to
get
involved
and
share
your
views.
B
We're
currently
focused
on
the
methodology,
development,
testing
and
co-producing
our
approach,
the
second
half
of
this
year.
We
expect
to
be
focused
on
what
we
need
to
deliver
the
work
and
recruitment
and
so
on,
but
it
all
needs
to
be
done,
and
then
we
start
the
reviews
proper
for
both
local
authorities
and
systems
from
april
next
year,
which
is
now
nine
short
months
away.
B
B
B
B
So
there
are,
there
will
be
some
similarities,
a
very
high
strategic
level
in
terms
of
we're
interested
in
how
the
local
authority
understands
its
population,
using
its
own
data
conversations
with
leadership
to
understand
priorities
and
how
they're
doing
so
at
that
level,
yes,
but
but
that
they're
all
resemblance
ends.
It's
got
a
new
statutory
framework,
a
new
focus.
B
We've
transformed
out
of
all
recognition
since
those
days
and
we're
building
on
our
brand
new
single
assessment
framework.
So
there'll
be
elements
of
the
familiar,
but
really
it's
it's
it's
best
to
think
of
it
as
brand
new.
That's
certainly
how
it
feels
to
us
at
cqc,
but
good
question.
Thank
you.
Thanks.
D
D
A
Yes,
when
we
talk
about
ics's,
we
talk
about
the
system
in
its
entirety,
so
we
talk
about
that
the
integrated
care
board
and
how
the
they're
partnering,
with
the
integrated
care
partnership,
how
the
the
icp,
the
integrated
care
partnership,
is
informing,
the
and
and
driving
the
agenda
of
the
integrated
care
board.
So
we
will,
when
we
talk
ics,
we
talk
about
those
two
elements
absolutely
being
hand
in
glove.
A
A
We
will
still
continue
to
do
unannounced
inspections
of
providers
in
the
same
way
as
we
would
responding
to
risk
and
concerns
as
they're
coming
as
they
come
up.
You
know
crossing
the
threshold,
both
in
and
out
of
hours
and
in
that
unannounced
manner.
I
don't
know
mary
if
you
want
to
add
anything
on
to
that.
B
If
us,
if
a
local
authority,
as
some
do
are
actually
have
some
directly
delivered
services,
those
are
registered
with
us
separately
as
locations
in
their
own
right
and
our
approach
to
them
will
not
change
as
mandy's
described.
The
range
of
types
of
inspection
and
observation
visits
that
we
do
in
places
where
care
is
being
delivered
and
received
that
that
won't
change.
B
But
that
would
be
the
only
instance
in
which
we
would
rock
up
unannounced
at
something
run
by
a
local
authority,
and
we
also
want
to
know
about
things
that
we
might
join
in
on.
So
if
there's,
for
example,
a
carers
forum
or
a
particular
patient
group
that
meets
or
a
particular
sort
of
community
effort
or
group
of
staff,
we
would
want
to
know
about
that,
and
you
know
avoid
duplication
of
effort
where
we
can.
That's
probably
all
I
would
say
on
that.
Thank
you.
B
B
So
it's
really
exciting
the
potential
that
gets,
but
so
when
we,
so,
let's
assume
for
the
argument's
sake,
the
secretary
of
state
agrees
that,
yes,
we
will
rate
and
then
agrees
when
we'll
start
that
from
and
it
might
be.
We
start
the
work
and
don't
start
rating
for
a
little
while
these
decisions
haven't
been
made
yet.
B
But
once
it's
all
announced
I'll
be
very
clear,
we
would
be
communicating
very
loudly
when
this
is
all
going
to
start
from
and
how
it
will
work.
But
that
is
the
intention
in
the
new
powers
that
we've
been
given,
that
for
both
systems
and
local
authorities,
we
will
be
working
towards
a
rating
and
it
would
be
like
like
it
is
at
the
moment
you
get
the
work
done.
B
D
B
So
this
is
new
work
for
which
we
have
new
resources,
so
this
is
work
that
we've
been
asked
to
undertake
by
by
the
governments,
so
this
will
be
directly
paid,
for
we
will
get
funds
from
the
department
of
health
and
social
care,
so
this
will
not
come
out
of
provider
fees.
This
is
separate
new
work
for
which
we
have
separate
new
resources.
C
No,
it
was
on
the
previous
question.
Actually
it
was
around
the
ratings
that
we
are
also
exploring
that
when
we
do
a
rating
for
the
ics
there'll
be
a
directional
travel
statement
with
that
rating.
So
we'll
say
where
that
organization
is
at
that
point
and
and
where,
where
we
see
them
going
in
the
future,.
A
How
providers
are
going
to
be
able
to
engage
with
us,
how
they're
going
to
be
a
submitting
notifications
and
so
on
and
so
forth.
So
a
big
driver
over
the
last
year,
or
so
has
been
updating
our
internal
processes
to
enable
us
to
be
a
really
effective
and
efficient
regulator,
and
part
of
that
will
also
free
up
that
additional
capacity
to
enable
us
to
undertake
undertake
this
work
as
well.
A
A
I
hope
you
found
that
helpful.
The
slides
will
be
coming
around
to
you
all
and,
as
mary
said,
they've
all
got
means
of
connecting
with
us.
Do
look
out
for
ways
of
connecting
do
check
out.
Our
website
do
sign
up
to
citizens
lab
and
do
keep
an
eye
out
for
frequently
asked
questions
that
we'll
be
publishing
around
all
these
sorts
of
questions
that
you
you're
all
asked
asking.
A
So,
thank
you
very
much
for
your
input
and
it's
been
really
great
presenting
to
you
this
afternoon
and
thank
you
all
thank
you
to
mary
and
to
charles
and
to
to
the
team,
the
back
the
back
room
team
that
have
done
a
great
job
in
in
keeping
this
going
so
wish
you
all
a
good
afternoon.
Thank
you
very
much.