The following table summarises the proposed content of revised good practice guidance.
Revised good practice guidance will incorporate revised national (behavioural) standards and proposed performance standards into one document so that the relationships between all aspects are clear.
We will ask the national coordinating body to draft new guidance in cooperation with CoSLA. The participation of all stakeholders in the development process will be essential as only they can provide examples of good practice to illustrate and inform the guidance.
Review theme | Good practice guidance content |
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1. National Coverage of Care and Repair | - Good practice across all stages of development and changes identified throughout the review
- Respective roles and responsibilities for local authority commissioners, managing agents and boards, and Care and Repair projects, making clear the role of advisory board
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2. Measuring Outcomes | - Defining the contribution of Care and Repair to: national and local housing objectives; the housing contribution to community care; community care objectives (other than the housing contribution); health objectives; and the community planning process
- How to link outcomes for Care and Repair to corporate plans (for the commissioning local authority and any parent organisation)
- Models for measuring impact and indicators of success
- Minimum content and standardised format for comparative purposes
- The annual review process and how to peer assess
- Roles and responsibilities in performance monitoring: local authorities, managing agents and boards, projects, advisory committees
- Who are partners; what is their role; what is the LA role in this?
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3. Links to the Scheme of Assistance | - Good practice in making a strategic assessment of the role of Care and Repair in delivery of the Scheme of assistance
- How to link this to the local housing strategy and to the wider community planning process
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4. Links to Wider Local Priorities | - Clarification on the housing contribution to community care and the role of Care and Repair in this
- The relationships between Care and Repair and local housing strategies, community planning, and community care plans (including concepts such as shifting the balance of care, independent living, personalisation, etc.)
- Good practice in making links between the work of Care and Repair and wider health and community care objectives
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5. Quality of service provision | - How to demonstrate quality of service provision and transparency, the use of assessment and accreditation systems, peer and self appraisal
- How this links to the Care and Repair brand
- Key roles in this: local authority sponsors, managing agents and boards, projects, advisory committees, the national coordinating body
- The local authority equality duty and implications for people providing services on their behalf
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6. Core Care and Repair Services | - What core services for Care and Repair are
- How local authorities should decide on the menu of core services to be available in their area and the role of key stakeholders in this
- What is required if the Care and Repair brand is to be used
- Clarification of the OT role in Care and Repair delivery (in comparison with other OT roles and the single shared assessment process)
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7. Core Care and Repair Client Group | - How local authority commissioners, managing agents and project staff ensure clarity on the core client group
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8. Prioritising access to services | - Demonstrating transparent methods of prioritisation
- How to reflect this in Section 72 statements
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9. Funding Care and Repair | - Sound financial management principles and requirements and key roles and responsibilities within this
- Advice on funding models and rates (reflecting remote, rural and island factors), achieving best value, emphasising the importance of clarify between operational costs and funding achieved on behalf of clients
- Reporting frameworks for annual reports and to inform tendering processes
- Commissioning, procurement and contracting
- The role of the local authority, managing agent/board, project, advisory committee
- Off the shelf tool kit for becoming a social enterprise
- Considering issues of scale and factors affecting the long term viability and cost effectiveness
- Supporting career pathways through training and development
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10. Constitutional Models | - A balanced appraisal of the standalone and subsidiary models
- Advice on how to review the current structure and determine which model suits business now and in the future
- The knowledge and expertise that should be reflected in the composition of an independent board, such as someone with fundraising experience and a senior manager from industry, etc
- The distinctions between management and advisory functions of a legally distinct board
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11. The Care and Repair Brand | - How the ethos of Care and Repair can be reflected through the accreditation process for revised national standards and the monitoring framework for national performance measures
- Stewardship of the brand
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