5 November 2025

Alan Menzies – East Riding of Yorkshire Council Chief Executive
Paul Belotti – East Riding of Yorkshire Council Deputy Chief Executive
Kim Curry – Director of Adult Social Services
Cllr Jonathan Owen – Cabinet Member for Adult Social Care
cc: Chris Badger – Chief Inspector of Adult Social Care and Integrated Care [By email]

Dear Alan, Paul, Kim and Councillor Owen,

East Riding of Yorkshire Council – s.50 Notification

As you will be aware, I have been notified by the Care Quality Commission (CQC) of their conclusion that East Riding of Yorkshire Council has failed in the delivery of a number of their Care Act duties; and of CQC’s conclusion that overall delivery is “Inadequate”.

I was deeply concerned to read the report and detail of the failings outlined by CQC. However, I have noted that no concerns about the safety of individuals or communities in East Riding of Yorkshire were raised by CQC. Thank you for helping my officials to confirm that was the case.

I welcome your acceptance of the issues outlined in the CQC report and your team’s willingness to have open and transparent conversations about the need for improvement. I am also encouraged to hear that you are working with our funded improvement partners ‘Partners in Care and Health’ to begin to address the concerns in the CQC report.

I have carefully considered the findings and recommendations of the independent assessment provided by the CQC, along with information provided to me by my officials following their discussions with you and colleagues at the council. I have given serious consideration to the use of the intervention powers afforded to me by the Health and Care Act 2022, due to the widespread and serious failings that CQC describe.

At this stage however, I have decided that a non-statutory response is most appropriate. I consider it best that the Council leads its own improvement programme – albeit that it is necessary that I have additional line of sight and assurance of the improvement work, to provide evidence of the changes being delivered for local people. To that end, it is my intention to appoint an Improvement Advisor to support the council to develop a robust, accountable and sustainable improvement plan with timely and effective measures of success.

I wish to make clear however that a statutory intervention remains an option if improvement is not forthcoming. I will ask the Improvement Advisor for formal advice after six months as to whether she considers the actions taken by that point are sufficiently robust and are on track to deliver the necessary improvements. This will include explicit advice as to whether there is a need to escalate to statutory measures. If at that point I do not consider that progress is sufficient, I may reconsider the use of the intervention powers. I may also consider an earlier intervention if new evidence or concerns comes to light.

I understand my officials have discussed with your team in some detail how these arrangements can work most effectively. As such I trust that you will accept my offer of support and work collaboratively with the Improvement Advisor. I also encourage you also to use every opportunity to be as transparent as you can at a local level in your improvement planning, using local Scrutiny Boards and Full Council appropriately, including publishing the improvement plans, CQC report and this letter.

Finally, I would like to take this opportunity to recognise the hard work of many of the staff at your Authority, including yourself, as the Council is taking the necessary steps to improve the discharge of its adult social care duties. I look forward to hearing positive news on your progress in the forthcoming months.

Yours sincerely,

[signed]

Stephen Kinnock
Minister of State for Care

Read the update from CQC Improvement Board chair, Kath O'Dwyer:

Adult Social Care Improvement Board update – August 2026

The adult social care improvement board met on Tuesday, 25 August 2026 to review progress against the council's improvement journey.

The board considered progress across the improvement plan, performance, co-production, practice development and governance. While members recognised areas where performance is improving, they were clear that further work is required to make sure improvements are consistent and sustainable.

A clearer focus for the improvement programme

Work has continued to strengthen and refine the adult social care improvement plan, with a greater focus on sequencing activity, and establishing firm foundations for sustainable improvement.

Five priorities will provide the focus for the next phase:

• safety
• practice
• performance
• engagement
• enabling functions

These priorities will be supported through four main areas of delivery: performance and practice; workforce and process; commissioning; and technology and digital. The intention is to move from short-term recovery activity towards sustainable improvement, with clearer evidence of the difference changes are making.

During the meeting, board members and partners took part in a workshop to consider the new improvement priorities and how the different areas of work fit together. Feedback from the session will now be used to further develop the improvement plan.

The focus on developing firm foundations for improvement will, over the next few months focus on service user journey mapping; service structures; tools and training; commissioning and market development; alongside performance management and quality assurance developments the incorporation of user and staff voice, with connections established as to how each element relates to, and connect with, the five priorities for improvement.

Performance – progress alongside continuing challenges

The board reviewed the latest adult social care performance information.

There have been some encouraging improvements, particularly around the first point of contact with ASC. The number of unallocated care triage assessments has reduced significantly with care contacts being triaged on the same day or within the required target. Average waiting times for Care Act assessments have also reduced and both measures were reported as being within target.

The board also heard that more case audits are being completed, while the overall quality of practice identified through audits has been maintained as good, the board was clear that significant challenges remain. Safeguarding continues to be a priority area, with increased demand and progress not yet at a sustainable position. Some other areas of performance, including financial assessments, overdue reviews and waits within disability services, also require continued attention. Recovery plans, increased oversight and regular performance monitoring are in place.

Strengthening practice and supporting the workforce

A new practice framework is being introduced, informed by benchmarking with other local authorities, alongside increased use of supervision, direct observation and management oversight. The Board supported the continued focus on professional development across the service.

Work is also underway to ensure that leadership arrangements provide the right skills, responsibilities and accountability to support people using ASC services and to meet the council's statutory responsibilities.

Listening to people who use services and carers

The board received an update on work to strengthen co-production – ensuring that people with lived experience, carers and communities have a meaningful role in shaping ASC. The working well together group has now met twice, with further meetings scheduled through to March 2027. A corporate co-production framework has also been developed, setting out how co-production will become more firmly embedded in the way services are developed and delivered.

The board has asked to hear directly from people involved in community groups at a future meeting about their experience of co-production and whether the approach is making a difference.

Working more closely with communities

The Board also heard about progress in strengthening connections between Adult Social Care and local communities. This forms part of the wider ambition to help people access the right support at the right time and make greater use of the strengths and resources available within communities.

Strengthening governance and accountability

The board agreed several changes to strengthen its oversight of the improvement programme. Future reporting will place greater emphasis on outcomes and impact, rather than simply reporting activity. An assurance sub-group will provide additional scrutiny and challenge of progress against the improvement plan, performance information and risks. The board will also strengthen its links with the council's CQC improvement overview and scrutiny sub-committee.

Hearing the voice of staff

The ASC shadow board have met twice since recently being set up. It provides an opportunity for staff to share and challenge their experiences. The board recognised that the Shadow Board can provide an important 'reality check' and agreed there was an opportunity to involve it more actively in the improvement programme.

The next ASC improvement board meeting will take place on Wednesday, 30 September 2026, and will then move to a six-weekly cycle.

These updates will be published after each monthly improvement board.

Signed by Kath O’Dwyer Independent Chair

Read the update from CQC Improvement Board chair, Kath O'Dwyer:

Adult Social Care Improvement Board update – July 2026

The adult social care improvement board met on Friday, 24 July 2026 to review progress against the council's improvement journey.

Governance and improvement planning

A workshop with Board members and partner organisations reviewed the current governance arrangements supporting the improvement journey. The Board members considered the overarching governance arrangements; the relationship between the improvement board and both overview and scrutiny committees; proposals for improvement in how the improvement board operates (based on the chairs survey of board members); and the proposal for an assurance subgroup. Feedback focused on ensuring governance remains effective, proportionate, and clearly focused on delivering improved outcomes for residents.

The Board agreed that a refreshed adult social care improvement plan should now be developed. This will bring together improvement priorities, clear milestones, realistic timescales, and measurable outcomes into a single plan, helping to ensure activity is well coordinated and focused on delivering lasting change.

Leadership and partnership working

The Board received an update from the Executive Director of Adult Social Care and Health, highlighting continued progress across areas including:

• the successful launch of the Working Well Together co-production programme, bringing together people with lived experience, partners, and staff to shape future improvements
• continued development of the Shadow Board, with a focus on strengthening communication and engagement with the workforce
• the new adult care and support strategy following engagement with residents, staff, and partners
• welcoming Linda Richardson as the new permanent Director of Operations
• confirmation that Paul Najsarek has been appointed as the council's new Improvement Advisor.

The Board also noted the Department of Health and Social Care's decision to continue with a non-statutory improvement approach, with progress to be reviewed over the coming months.

Performance and service improvement

The Board reviewed the latest performance information, which showed continued improvements in some areas, including reductions in waiting times for social work assessments, and occupational therapy assessments compared with the October 2025 baseline. Work continues to strengthen performance at the front door and in safeguarding services, where demand remains high. A range of actions are underway to improve capacity, simplify processes, and support more timely access to care and support.

The Board recognised that while some good progress has been made, other areas of performance had deteriorated, and some had not improved. Improving and maintaining performance improvements across the board, and over the longer term, remains a key priority.

Strengthening performance management

An update was provided on the new adult social care performance management framework, which is now being introduced across the directorate. The framework will provide managers with clearer performance information, stronger oversight, and improved use of data to support decision making. Initial implementation is taking place with leadership teams and selected frontline services before wider rollout later this year.

The Board welcomed the new approach, recognising that consistent performance management will be an important part of embedding continuous improvement.

Improvement journey

The Board reviewed progress against the wider improvement plan, including work to strengthen governance, digital transformation, workforce engagement, and service redesign. Significant work is continuing to improve operational performance, strengthen leadership arrangements, and develop more sustainable ways of working across adult social care.

The Board acknowledged that some areas remain challenging, particularly safeguarding, front-door demand, and maintaining sufficient performance capacity, and agreed these will continue to receive close oversight.

Looking ahead

The Board agreed that future meetings will place an even greater focus on:

• delivery of the refreshed improvement plan
• monitoring performance against agreed priorities
• reviewing programme risks and mitigations
• ensuring improvement activity continues to deliver better outcomes for residents.

The next meeting will take place on Monday, 24 August 2026.

These updates will be published after each monthly improvement board.

Signed by
Kath O’Dwyer
Independent Chair

Read the update from CQC Improvement Board chair, Kath O'Dwyer:

Adult Social Care Improvement Board update – June 2026

The adult social care improvement board met to review progress against our plan and consider the next steps in our improvement journey.

Communications and engagement

The meeting began with a workshop involving board members, partners, and stakeholders to gather views on adult social care communications and the council's website. Feedback focused on accessibility, ease of use and how information can be made clearer for people who use our services, carers and the wider public. This feedback will help shape the ongoing delivery of the adult social care communications strategy.

Improvement Advisor update

The board received an update from the Department of Health and Social Care Improvement Advisor, reflecting on progress made during the last six months. The board noted that improvements have been made in several areas, including reducing waiting lists and making significant progress in reducing the safeguarding backlog. Members also recognised that there is still more work to do to improve people's experiences, continue strengthening safeguarding practice and ensure improvements are consistently embedded across services.

The board reaffirmed its commitment to delivering lasting improvements for residents and to working closely with partners as the Department of Health and Social Care (DHSC) considers the next stage of the improvement programme. The Board noted that this was Carol Tozer’s last meeting, as she moves on from the Improvement Advisor role with us. We await the allocation of a new Improvement Advisor from DHSC.

Partner support

The Local Government Association's Care and Health Improvement Advisor updated the board on the support currently being provided. This includes work on technology-enabled care, ethical use of artificial intelligence and support for unpaid carers. Board members welcomed the continued partnership approach and the practical support being provided to help strengthen services and improve outcomes for residents.

Strengthening governance

The board agreed to establish a new Assurance Sub Group to provide more detailed oversight of delivery against the improvement plan, and detailed consideration of the performance information. This will strengthen governance arrangements by enabling more detailed review of improvement activity while ensuring the improvement board remains focused on strategic oversight and overall assurance.

Reablement review

The board received an update on the review of reablement services and the work taking place with health and care partners to improve support for people to remain independent and return home safely following illness or a stay in hospital. Members heard about positive early progress, including improvements to hospital discharge arrangements and testing of new approaches to delivering reablement. The work will continue through a test-and-learn approach, with partners working together to develop longer-term improvements that support people to live independently for longer.

Looking ahead

The improvement board recognised that good progress continues to be made across a number of areas while acknowledging that further work continues to be required to deliver sustainable, long-term improvement. The board remains committed to working openly with staff, partners, people who draw on services and carers as improvements continue, with a continued focus on delivering safe, high-quality services and better outcomes for the people of East Riding.

The next meeting of the adult social care improvement board will take place on 24 July 2026.

These board updates will be published after each monthly improvement board.

Signed by
Kath O’Dwyer
Independent Chair

Read the update from CQC Improvement Board chair, Kath O'Dwyer:

Adult Social Care Improvement Board – May 2026 update

The adult social care improvement board brings together senior leaders, partners and advisors to oversee and support the council’s adult social care improvement journey, monitor progress against improvement plans and ensure services continue to improve for residents.

Improvement workshop and self-assessment

Board members and partners took part in a workshop reviewing the six-month adult social care self-assessment against four key themes:

• Working with people
• Providing support
• Ensuring safety
• Leadership.

The discussion was facilitated by the Local Government Association (LGA) and each table was supported by a member of ASC staff who outlined the theme and shared examples of improvement activity. Board members provided helpful feedback on the council’s self-assessment against the original CQC assessment findings.

Executive Director of Adult Social Care and Health update

The Executive Director of Adult Social Care and Health thanked staff for their continued hard work during a demanding period of improvement activity.

The Board noted significant progress in reducing deprivation of liberty safeguarding (DoLS) cases, which have reduced from 837 in October 2025 to 597 in April 2026. Work also continues to reduce financial assessment waiting lists and improve sustainability across services.

An equality, diversity and inclusion (EDI) and co-production report will be shared with the board following further updates.

Improvement support and partnership working

Updates were received from both the Local Government Association (LGA) Care and Health Improvement Advisor and the Department of Health and Social Care Improvement Advisor.

a) LGA Key developments included:

• commissioning support around the ethical use of artificial intelligence in adult social care
• a review of assisted technology options through a formal tender process
• work to better understand carers’ experiences and identify best practice from other local authorities.

b) DSHE Improvement Advisor highlighted positive progress during a recent visit, including:

• Improved collaboration across teams
• Increased operational capacity within the safeguarding hub
• Ongoing work to strengthen workforce learning and development
• Improved safeguarding audit processes and peer review activity.

Further suggested actions were identified to strengthen training, performance intelligence, productivity frameworks and partnership working with care providers.

Improvement plan and performance

The board reviewed the refreshed adult social care improvement plan, which focuses on stabilisation, alignment and sustainable improvement.

Recent activity includes:

• leadership and culture development work with managers
• improvements to website and communications content
• rollout of magic notes technology to staff
• commissioning training support for carers services.

The board also reviewed performance data, noting continued reductions in waiting lists and safeguarding pressures.

Safeguarding Board Improvement Plan

The East Riding Safeguarding Adults Board presented an update on its improvement programme and new safeguarding strategy for 2025–2028.

Priority areas include:

• citizen-led safeguarding approaches
• raising safeguarding awareness across communities
• strengthening partnership working
• learning from safeguarding reviews and experiences.

The board also heard about improvements to governance arrangements, safeguarding data monitoring, training programmes and co-production activity. Work is underway to develop a more accessible and user-friendly safeguarding website.

The next meeting will include:

• The six-month Department of Health and Social Care improvement report.
• Updates on communications and website improvements.
• Feedback from work on performance data and reporting.

These board updates will be published after each monthly improvement board.

Signed by

Kath O’Dwyer Independent Chair

Read the update from CQC Improvement Board chair, Kath O'Dwyer:

Adult Social Care Improvement Board – April update

The Improvement Board reviewed progress in Adult Social Care, noting that while meaningful improvements are being made, challenges remain around demand, staffing, and waiting times.

Board Members were invited to suggest future meeting themes to ensure discussions remain focused on key priorities.

Progress and key developments

The service continues to make progress, particularly in safeguarding and managing waits and backlogs. A focused response to safeguarding pressures, including daily case reviews, has significantly reduced the number of unallocated cases. The response of the workforce in supporting this challenge has been impressive, with clear leadership and direction real progress has been achieved. Recruitment is underway to strengthen this area further.

Work has commenced to better manage demand which includes reducing unnecessary admissions to care homes and supporting people to live independently for longer. A wider demand strategy is in development and will be presented to a future improvement board.

Other key developments include:

• Appointment of an interim director of commissioning and integration
• Review of care packages to better align with people’s needs
• Strong engagement from recent public consultations in shaping the future of adult services.

Performance update

Performance shows a mixed but improving picture. A short-term dip occurred due to staff being redeployed to safeguarding work, but actions are in place to recover performance.

Improvements include:

• Financial assessments back to real-time processing
• Progress in mental health and Futures+ services
• Reduced occupational therapy waiting times.

Ongoing challenges:

• Managing backlogs and demand
• Recruitment difficulties in specialist roles
• Need for benchmarking against other councils.

Independent feedback

The independent advisor recognised positive progress, particularly in reablement services and overall pace of improvement.

Key issues identified:

• Residents knowing their social workers and that there is safeguarding in place
• Better support for carers
• Improved coordination between children’s and adult services However, further work is needed in some areas, including the continued review of staffing capacity.

Practice improvements

Further work is underway to strengthen frontline practice, leadership, and systems. While some challenges remain, such as gaps in legal knowledge and consistency - steps are being taken to improve quality.

Progress includes:

• Expanded staff training and learning opportunities
• Simplified, plain English documentation
• Greater use of technology to reduce administrative workload such as magic notes being introduced.
• Increased focus on staff wellbeing and communication, which also included a visit from the chief social worker at the Department of Health and Social Care (DHSC)
• Work is underway to reach groups of people who adult services rarely hear from such as the gypsy and traveller community to build up partnerships and better understand their needs
• A shadow board for staff members is under consideration having seen another local authority setting one up and the advantages it brings.

Improvement plan progress

The current and initial improvement plan is around 62% complete, with good progress in areas such as quality assurance and systems.

A longer-term improvement plan is in development and will be further informed by a self-assessment against CQC themes which will be presented to the May Improvement Board with a profile of improvements, what is outstanding and when those improvements will be actioned.

These board updates will be published after each monthly improvement board.

Kath O’Dwyer
Independent Chair

Read the update from CQC Improvement Board chair, Kath O'Dwyer:

Adult Social Care Improvement Board – March update

In March, the Improvement Board reviewed progress on improving Adult Social Care services across East Riding. The programme is still in its relatively early stages, with much of the work focused on ensuring safety together with understanding the detail of the challenges and putting the right foundations in place for long-term improvement.

The meeting focused on contributions from partners and wider Council services, alongside updates on improvement plan actions and the performance scorecard.

The Board reviewed reports from key partners, including Healthwatch, the Carers Advisory Group, and HEY SMILE. It also considered reports from across council services, highlighting their role in supporting the improvement journey. These included learning and skills; children, families and schools; digital, change and technology; people services; finance; public health; culture and customer services; transport; housing; website and communications; and legal and democratic services.

Progress this month includes the following:

• Several planned actions have been completed, with ongoing work to progress the wide range of improvement activity, with progress being noted on strengthening the front door to services, recruitment to key leadership roles, and plans for the improvement work with external partners
• Engagement activity has increased which includes 14 face-to-face consultation sessions across the area, with nearly 100 residents, carers and partners to help shape future services, with virtual sessions planned for April
• Adult Social Care strategies are being further developed, with partners being asked to provide feedback to inform the associated delivery plans. These include a draft commissioning strategy, market sustainability work, and prevention priorities.

Safeguarding remains the top priority. Updated data has provided a more accurate picture of demand and the volume of current work. While reported numbers have increased the focus is now on ensuring that safeguarding work is carried out safely and to a high standard, supported by additional staff and investment.

Work to improve services is focusing on:

• strengthening data and performance reporting
• reducing waiting lists and ensuring safety
• improving the quality and safety of frontline practice
• developing a clearer understanding of demand pressures
• building a more consistent and skilled workforce.

There has also been progress in strengthening support for carers and communities. Work is continuing to improve how carers are involved in shaping services, and a carers’ handbook is being developed to provide practical guidance. The voluntary and community sector is playing an increasing role in supporting people earlier and closer to home.

Ongoing challenges include the following:

• Data quality and system improvements
• Workforce recruitment and retention
• Workforce development and training
• Transport and access to services in rural areas
• Availability of suitable housing and timely adaptations.

Partners across health, the council and the community sector continue to work more closely together, with Adult Social Care being viewed as a shared responsibility, and with joint work underway on prevention, reablement, and future service planning.

Looking ahead, the next phase of the improvement programme will focus on the improvements achieved and still needed in front-line practice, understanding peoples lived experience of receiving services and a realignment of the Improvement Plan.

These board updates will be published after each monthly Improvement Board.

Signed by
Kath O’Dwyer
Independent Chair

Read the update from CQC Improvement Board chair, Kath O'Dwyer:

Following the CQC inspection in October 2025, we have moved at pace to address the priority areas identified by the Improvement Adviser and to strengthen our overall service offer.

This briefing provides an update on:

• The agreed priority areas
• Improvements made to date
• What is working well
• Overall position

The Chair advised that whilst progress was being made, there was still a long way to go on the improvement journey. It was acknowledged the performance data looked worse now because of the better quality of data that had been identified.

The next six months would see the foundations being put in place to ensure sustained improvement and Care Act compliance. Councillor Owen commented that the quality of information and data was much improved which had increased transparency. Elected Members were aware that improvements would take time, but that self-awareness was already improving.

While significant progress has been made, sustainable and embedded change will take time. The May 2026 review by the Department of Health and Social Care (DHSC) will assess our recognition of the issues, ownership of improvement, and pace of delivery. We remain committed to voluntary improvement.

1. Internal audits

The Improvement Adviser has identified six emerging themes:

• Safeguarding triage and decision making
• Considering organisational safeguarding and repeat risk
• Safety, planning and preventative safeguarding
• Understanding and application of person in position of trust (PiPoT)
• Mental Capacity Act compliance
• Recording quality, chronology and governance.

Three internal audits have taken place which mirrored the six themes and had indicated that the right areas were being tackled. Staff and managers were taking on changes in a managed and planned way.

What is working well

There has been good progress, but still more to do.

he launch of the early help model across all localities was so far meeting demand, with performance slightly better in the North localities. In the first two weeks, 63 people had been discussed in the multi-disciplinary team, with 43 being supported by the early help workers.

The early help pilot in Bridlington had been a success and will therefore be rolled out further.

Overall position

Since the October CQC report, we have:

• begun measurable waiting list reductions
• taken a look at recruitment needs
• commissioned independent scrutiny
• strengthened data and governance
• invested financial resource in areas that were needed.

While the scale of change required is substantial, there is clear momentum and ownership across the organisation. The focus now is on embedding practice change, sustaining performance improvement, and ensuring better outcomes, communication, and experiences for residents and their carers requiring care and support.

The focus for the March board will be on the contribution of partners and wider council services as part of the Improvement journey, and the April Improvement Board will be a focus on Practice.

These board updates will be published after each monthly Improvement Board.

Signed by
Kath O’Dwyer
Independent Chair