Corporate Plan 2022-2025

Published: 09 May 2022
Downloads: 15

Corporate Parenting Report (Children and Young People) 2017-20

Published: 30 March 2021
Downloads: 804

Corporate Parenting Plan (Children and Young People) 2021-23

Published: 30 March 2021
Downloads: 810

Corporate Parenting Plan 2021-23

Published: 30 March 2021
Downloads: 882

Revised scrutiny, assurance and improvement plan 2020-21

Published: 24 December 2020
Downloads: 1317

Corporate Parenting Report 2017-20

Published: 31 March 2020
Downloads: 817

Strategic Workforce Plan

Published: 30 January 2020
Downloads: 2195

Improvement Strategy 2019-2022

Published: 21 October 2019

Our refreshed Improvement Strategy 2019-2022 demonstrates how we have successfully strengthened our improvement support role and function across the Care Inspectorate and celebrates the difference that has been made, ultimately, to the lives of people experiencing care. It provides an insight into what our improvement support offer will be over the next three years and how we will identify where improvements are required. The strategy describes how we will build the skills, confidence and capacity for improvement support with our own staff and across the social care and early learning and childcare sectors in Scotland. It supports our new corporate plan and contributes to realising our vision and our common purpose which is world-class care.

Downloads: 2900

Summary of key performance and key outcome measures

Published: 27 September 2019
Downloads: 2918

Corporate Plan 2019-2022

Published: 09 September 2019

Our new corporate plan sets out our priorities for 2019-2022, including our aim to be an organisation that identifies, develops and shares good practice. I would like to do whatever I can to help drive more improvement and innovation in social care. Our corporate plan is based on what we have learned from our scrutiny, assurance and improvement support work over the past few years. It has been informed through wide public consultation and through collaboration with staff, providers, health and social care partnerships, local and national partners and, most importantly, by people who experience care. I am equally keen to ensure that person-led care and public involvement continues to be central to our work, by taking account of people’s stories and personal experiences.

Downloads: 3168