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Supporting
People Monitoring and Strategic Evaluation Guidance
A
Overview
The purpose of this Guidance is to provide a framework for a
Strategic Evaluation to enable Supporting People Teams to consider
a range of approaches when evaluating contract compliance
regarding the quality, effectiveness and cost of Supporting People
funded services. This Guidance incorporates Stage 4 of the
Supporting People Programme Grant (SPPG) Process � as below.
SHAPE
\* MERGEFORMAT
This Guidance sets out the process to be followed for the purpose
of evaluating contract compliance and quality to be completed on a
cyclical basis of a minimum of three yearly. When carrying out a
strategic evaluation of Supporting People services, there are
significant opportunities for collaboration between local
authorities and service users accessing Supporting People
services. This guidance forms part of the move to six Regional
Collaboration Committees (RCCs), as recommended during the
implementation of Sir Mansel Aylward�s recommendations. It was
agreed that this approach would enhance co-production and codesign of services.
This Guidance cross-references and relates to other aspects of the
Supporting People programme, specifically:
Supporting People Programme Guidance;
Welsh Accreditation of Supporting People providers (Annex TBA);
Costing of services;
National Outcomes Framework.
B
Strategic Evaluation Aims
The development of a strategic evaluation should include the
following aims:
Ensure that services funded through SPPG meet identified and
projected needs and the strategic aims of the Local Authority and
the RCC;
Ensure that services are working towards achieving identified
outcomes of service users, from individual support plans and the
national framework;
Ensure that services are meeting all legislative and statutory
requirements including Equality, Welsh Language, Health and
Safety, the Framework for Action on Independent Living, Data
Protection and Environmental requirements etc;
Identify areas for improvement and enable providers to respond to
these;
Assess the quality and cost effectiveness of the service within
the context of the contract specifications;
Assess the effectiveness of the service compared to similar
services from within the region or from across Wales;
Ensure that the service is meeting the aims of independent living
and facilitating a move on from support;
Encourage a proportional approach and reduce unnecessary
duplication in the provision of information;
Identify, promote and develop good practice;
Enable service users to comment on the service they receive and
enable service providers to act on this feedback;
Enable staff to comment on the support they provide;
Enable stakeholders to provide an opinion on the service they are
involved in;
Develop an Action Plan following evaluation, which can be
monitored.
C
Strategic Evaluation Process
Supporting People services vary in size, nature and culture in
order to meet the diverse range of support needs of vulnerable
people. As such, the approach taken for a strategic evaluation
should utilise a variety of approaches to maximise the
effectiveness of the process and enable well informed conclusions
(including future funding, service/ quality improvements and
overall strategic fit).
One of the main aims of evaluating services is to assess whether
and how the outcomes of service users are being achieved against
agreed support plans and identified outcomes for the individual and to ensure that these are being achieved in a timely manner
when compared to similar projects within the area and throughout
Wales. Services may be achieving this in a variety of ways which
the evaluation process should consider. In doing so, smaller
organisations which lack the support of a well developed
infrastructure would not be disadvantaged.
The spirit of the guidance is to focus on the intended and
unintended consequences of service delivery, i.e. the benefits to
the individual as well as local and regional objectives. Whilst
policy and procedure are necessary to ensure consistency, minimum
standard and to provide rationale for actions, the purpose of the
strategic evaluation is to consider these in relation to achieving
outcomes for service users. In doing so there should be an
appropriate balance of document review and conversation with key
stakeholders, namely people currently using services, former
service users, staff and external stakeholders. The outcome of
impact assessments such as routine Equality Impact Assessments
should also feed in to the evaluation process.
Supporting People Teams should be indentifying how to make best
use of service user experience in the evaluation of services.
The Evaluation should aim to reach informed conclusions whilst
ensuring that the process does not become too burdensome and
bureaucratic. Key to these conclusions is the feedback of service
users and their experiences of Supporting People services.
D
Proportionality and Prioritisation
To ensure proportionality and to determine in what order services
are to be strategically evaluated, the following factors should be
considered:Last Evaluation/Service Review date;
Information available from last accreditation;
Vulnerability/needs of service user,
Size and cost of Scheme(s);
Knowledge of Scheme/Provider including information from
monitoring/ contract liaison meetings;
Information provided within self appraisal/outcomes/data set;
Projects already scrutinised by other bodies, eg. CSSIW;
Service�s own internal Quality Assurance Systems
Strategic relevance/void levels;
Financial Viability of the Scheme;
Known concerns/previously assessed quality;
Equality Impact Assessments.
In an attempt to reduce bureaucracy, duplication of effort and to
ensure proportionality, Supporting People Teams should also
consider collaboration with additional internal/external funders
and with other local authority areas where the organisation
operates. This is particularly relevant where providers have
systems and procedures in place at an organisational level.
Following the prioritisation process, a schedule can be drawn up.
This should be shared to allow local authorities with Providers
operating in a number of local authority areas to consider a joint
approach with other local authorities or scheduling their
timetabling so that it does not result in unnecessary bureaucracy.
Information sharing is essential where separate strategic
evaluations are undertaken by individual local authorities and
should follow agreed information sharing protocols.
The report, action plan and monitoring arrangements will be agreed
by the local authority and the service provider. Where there is
dispute or where serious risk is identified, the local
commissioning appeal process can be invoked by either party.
Failure to resolve the issue could result in a referral to the RCC
for advice.
Any identified risks should be notified to the local authority
responsible for accrediting the service provider. The
accreditation process outlines when action should be taken.
E
Outcomes / Standards / Contract Compliance
In order to determine the quality and effectiveness of services, a
number of factors will need to be considered:
Information generated by the use of the National Outcomes
Framework;
Contractual information (which may include service numbers,
average time supported, voids, financial information, agreed aims,
outcomes etc);
Consideration of policies and procedures.
The Strategic Evaluation process therefore includes a mix of hard
and soft information requirements to enable an appropriate balance
of quality and contract compliance validation.
The Strategic Evaluation has been structured into a number of
areas in order to complement the National Outcomes Framework and
ensure that policy and procedure is considered in an outcomes
focused way. The Strategic Evaluation is structured around the
following areas:
Strategic context/contributing to strategic outcomes;
Cost effectiveness/financial viability of service;
Four Outcomes (from National Outcomes Guidance):
Promoting Personal and Community Safety;
Promoting Independence and Control;
Promoting Economic Progress and Financial Control;
Promoting Health and Wellbeing.
Ensuring participation and consultation contributes to achieving
outcomes;
Safeguarding;
Ensuring staff are equipped to support service users in achieving
outcomes;
Ensuring accommodation is conducive to achieving outcomes;
Ensuring staff have the necessary housing management training.
This is so that they can provide effective advice and support
which enables people to live independently and provides them with
the necessary skills and understand to keep their home and, where
people have other needs, they are signposted/supported in
accessing other services where necessary.
F
The Strategic Evaluation is divided into three stages. This
approach is supported with the documents within the appendices:
Stage 1 - Initial Meeting with Provider (See Appendix 1 and 2)
Prior to the provider meeting, a meeting of the Supporting People
Team (and Social Care if Joint Review/other Supporting People
Teams if Regional approach) is needed to scope the focus of the
evaluation, discuss any concerns, strategic planning and financial
considerations etc.
A Notification letter and Evaluation pack will be sent to the
Provider.
An initial meeting will be undertaken between the Supporting
People Team and the Provider to discuss how the Strategic
Evaluation process will take place. It should cover a number of
areas including timing, information required within the Provider
Self Assessment Form and consultation. How service user views will
be identified should also be considered (see section G for further
guidance). This meeting will allow the Provider to highlight any
issues/ask questions while also allowing the Supporting People
Team to alleviate concerns. An element of co-production is
essential to ensure that full advantage is made of the Strategic
Evaluation. This meeting should be recorded in writing and a copy
forwarded to the Provider for reference.
Stage 2 � On-Site Strategic Evaluation (See Appendix 2, 3, 4 and
5)
The on-site part of the Evaluation will include validating
information provided within the Provider Self Assessment Form.
The time spent on-site will be proportional to a range of factors
which include: other methods of validation undertaken by
Regulatory Bodies; the number of service users supported; the
number of schemes and range of models; and needs which are funded
via SPPG.
Contact with staff, service users and stakeholders is an important
part of the on site Evaluation (see section G for further
guidance).
Stage 3 � Strategic Evaluation Report
A report is completed by the officer undertaking the Evaluation,
which records findings of the evaluation, conclusions and
recommended areas of improvement.
A draft Evaluation Report is sent to the Provider with an
invitation to meet in order to discuss any areas which need
further clarification and resolve any inaccuracies.
If requested, a meeting between the Provider and the Supporting
People Team will be convened to discuss the draft Evaluation
Report and agree a final version.
If a meeting is not requested, then the Report is deemed concluded
and issued to the Provider as a final Report.
G
Service User Consultation
Service user consultation is an essential part of the Evaluation
process and service users will be invited to talk about their
experience of support and how it has helped them achieve their
personal goals. Supporting People teams need to ensure that
service user consultation is tailored to meet the needs of the
individual related to their protected characteristics.
The Welsh Government would propose that Supporting People Teams
obtain further advice on engaging with service users from Tai
Pawb, the Tenant Participation Advisory Service (TPAS) and Welsh
Tenants.
In order to understand how the service has contributed to
achieving personal outcomes it is useful to explore the service
users �journey�. This will encompass their experience of
accessing services, how they value the support they receive and
their view on how this has impacted on their life in general.
Service user �journeys� should focus on the whole experience,
from identifying support needs to achieving their goals. Service
users who are participating should be reflective of the protected
characteristics of service users of the support organisation.
As an aide memoire, Supporting People Teams should include the
following areas:To what extent services are meeting expectations;
What outcomes are most important to service users;
How service user views are fed into shaping future services;
The barriers to achieving goals/outcomes;
The impact of services on individuals;
Flexibility of support;
Are service users able to live more independently as a result of
receiving support;
Whether their quality of life has improved and in what ways;
What is working, and what is not;
Depending on individual needs, what support has been provided to
access alternative accommodation or keep their current
accommodation.
Methodology for seeking service user views
Whilst the focus of the Evaluation should be on the experience of
service users, it may be appropriate to broaden this feedback by
including people who may not have been successful in accessing the
project. Further consideration in relation to ensuring the service
user views are fully taken into account as part of the Evaluation
will include seeking the views of:
Current and ex service users;
Short and long-term recipients of support;
Those with low level and those with more complex needs;
Service users whose support outcomes have not been achieved as
well as those who have.
In addition, consideration will need to be given to the literacy
levels, individual confidence levels and availability of service
users as well as the result of risk assessments.
Participants should be selected on a voluntary basis and clear
boundaries should be communicated by Supporting People Teams to
service users/ex- service users in relation to:
Confidentiality;
Use of information/verification;
Protection of Vulnerable Adults and Child Protection procedures.
Proportionality - a proportionate approach should be taken to
determine the number of service users asked to participate.
Service users will be selected by the Supporting People Team,
which will be informed by the Outcomes Framework information based
on the range of outcomes achieved.
Background information in the form of pen pictures/support plans
may be requested beforehand with the agreement of the service
user.
Whilst discussions will be undertaken as informally and flexibly
as possible, it will be important to consider the outcomes for
individuals in each of the four Core National Outcome areas (as
above).
As well as gauging how service users feel they have progressed in
the Four Core National Outcome areas, it will be important to ask
service users whether support has impacted on them positively in
other ways. This may include increased confidence and self esteem,
better understanding, involvement or control of their issues, a
better understanding of their tenancy rights and responsibilities,
increased skills in being able to access and/or keep their home
and also whether they feel better able to manage independently
when support has ended.
It will be equally important to consider what service users see as
the barriers to achieving positive outcomes and whether any
external factors - eg hate crime, anti-social behaviour or
community safety - prevent them from achieving improvements.
Other considerations may include what differences service users
had wanted to make in their lives and whether that has happened,
their expectations of support, what was good and what could be
done better.
Supporting People Teams will be required to be flexible in
approaching consultation and mindful of the issues and support
needs of vulnerable people and how this may impact on their
ability to participate in the consultation process, using
advocates where appropriate. Teams will need to be responsive and
work with the Provider to plan how best to approach this aspect of
the Evaluation process. This should be considered within the PreEvaluation meeting as part of the scoping exercise.
For those service users unable to participate in face to face
consultation, there should be consultation on alternative
opportunities such as using outcomes focused questionnaires and
taking into consideration accessibility of information,
considering use of easy read, braille, audio arrangements etc.
The Staff Perspective
It is essential that staff are fully involved in the process to
support service users if this is what the service user wants and
to ensure that staff feedback is sought. Staff may be able to
supplement and validate information gathered during consultation
with service users. The staff perspective may also identify gaps
in provision and barriers to positive outcomes for service users.
As part of the consultation process with service users, staff may
be required to:
Support potential participants to identify themselves;
Act as a liaison point between the service user and
review/monitoring officer;
Provide an outline of the process to service users and answer any
questions;
In agreement with service users, provide pen pictures/copies of
support plans prior to consultation;
Provide information on risk.
Summary
In summary, consultation with service users should be multilayered, providing a range of opportunities and methods for people
who use services to have an input into the Strategic Evaluation of
services.
H
Strategic relevance
In addition to an assessment of quality, it is essential that
services continue to meet the strategic needs of the local and
regional population and, as such, the Strategic Evaluation process
should seek confirmation of this. This is not a straightforward
process and no single information trail will be sufficient in
providing this clarity.
At a strategic level, Supporting People Teams should be using a
range of source information that will provide a sense of current
and future demand. For example:
Needs mapping information;
Formal service user consultation mechanisms;
National data sets, eg Census, Daffodil;
Analysis on trends and patterns;
Outcomes Framework analysis;
Information from Providers, professionals and other stakeholders;
Anecdotal information from a variety of sources.
It is the role of the Supporting People Team to co-ordinate this
into a meaningful analysis of data, which will inform the local
and regional Commissioning Plans.
The Evaluation process should focus on the strategic relevance of
the project in meeting the objectives set out in the Commissioning
Plan. In order to do this, it would be relevant to consider
specific performance information. For example:
Workbook data (includes performance data on utilisation etc);
Project specific Outcomes Framework information (quantitative
returns);
Project specific Outcomes Framework information (qualitative
information);
Case studies;
Comments/complaints/concerns.
A range of other information may be requested and this should be
agreed in the Pre-Evaluation meeting with the Provider.
I
Ongoing monitoring, support and accreditation
The Strategic Evaluation Guidance sets out the process to be
followed for the purpose of evaluating contract compliance,
quality of service and cost effectiveness. To ensure consistent
quality and continuous improvement, it will be appropriate to
maintain interim contact and monitoring (in the form of contract
liaison and on-site visit) between Supporting People Teams and
Providers for a range of factors, for example:Monitoring and evidencing the progress of the Evaluation Action
Plan;
Providing project support and development;
Co-production and design of services;
Awareness of emerging concerns, risks and developing shared
solutions;
Receiving updates on progress/status on any outstanding issues or
ad hoc matters;
Identifying and sharing best practice;
Responding to contract compliance issues;
Considering comments/complaints/concerns.
The above list is not exhaustive but it sets out the types of
contact that would be essential to positive partnership working,
transparent service provision and informed commissioning. The
frequency of contact will be agreed between the parties but should
be flexible and needs led. Frequency of meetings may increase or
decrease as required by the Evaluation Report, or when risk is
identified.
Monitoring (Stage 3) and Strategic Evaluation (Stage 4) will feed
into the accreditation process (Stage 1). Where a local authority
has concerns about a service provider and/or the service provider
is under investigation, the local authority should advise the
accrediting local authority and the Welsh Government. Where there
is cause for concern, the accrediting local authority should
instigate an early review of the service provider�s
accreditation.
List of Appendices
The paperwork to undertake the Evaluation is made up of the
following documents.
Please note that only the mandatory document within the pack is
the Provider Self Assessment Form. All other documentation can be
used flexibly as appropriate/necessary.
Appendix 1 - Initial meeting with the Provider Form
On completion, this will identify what information and evidence is
required of the Provider and provide an initial plan of how the
Evaluation will be undertaken. This will also include discussion
on which consultation processes will be undertaken with service
users, staff and stakeholders. A Lead Officer from the Provider
organisation will need to be identified for issues relating to coordination of the on-site review and consultation.
Appendix 2 - Provider Self Assessment Form (PSAF) (MANDATORY)
To be completed by the Provider. The
returned electronically. The purpose
information from the Provider on the
viability and outcomes achieved. Any
evidence/information can be returned
information will be utilised to make
of the evaluation.
form can be completed and
of this document is to gather
service provided, financial
additional
with the PSAF. The
a plan for the on-site phase
Appendix 3 - Outcomes Qualitative Summary Sheet
An opportunity for Providers to give further explanation and
context further to analysing the data provided on their Outcomes
Spreadsheet.
Appendix 4 - Service User Questionnaire
A questionnaire template and accompanying letter sent with the
Notification Pack for distribution to service users which receive
a service. A proportional approach may need to be considered for
schemes with large numbers of service users. Individual envelopes
are also provided to ensure privacy
Appendix 5 - Staff Questionnaire
A questionnaire template with accompanying information sent with
the Notification Pack for distribution to Staff within each
Scheme. Individual envelopes are also provided to ensure privacy.
Appendix 6 - Stakeholder Letter
An invitation letter which notifies Stakeholders that the
Supporting People Team would like to seek views regarding an
identified service.
Appendix 7 - Stakeholder Telephone Interview Template
Prompts for information collected via telephone/face to face
discussion with stakeholders. Optional use.
Appendix 8 - Evaluation Report Template
Report template to record the findings of the Evaluation Process.
The template is divided into the 10 areas identified in section E
of this guidance. The report aims to assess the quality of the
service, how the service is meeting the strategic priorities of
the local authority, how the service is meeting outcomes for
service users, highlight good practice and identify
recommendations for improvement.
-
PAGE
14
-
Stage 1 � Accreditation (Annex TBA)
To assess the fitness for purpose of organisations applying to
contract for services that are funded by Supporting People
Programme Grant
Stage 2 � Contracting
Contract award following a successful tender process to set terms
and conditions and financial, monitoring and strategic evaluation
processes
Stage 3 � Service Monitoring
Ongoing/periodic updates and monitoring information to indicate
and assess the delivery against the agreed contract and aims of
service, this includes the analysis of outcomes
Stage 4 � Strategic Evaluation
A comprehensive evaluation (minimum three yearly) which includes a
review, inspection and the generation of an evaluation report to
assess contract compliance and the strategic fit of the service
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