A Brief Commissioners Guide to Running Individual Service Funds Accreditation

Individual Service Fund (ISF) accreditation is a process that ensures providers meet essential standards for delivering flexible, person-centred support. It builds trust, ensures accountability, and aligns services with the principles of the Care Act 2014.

The success of Individual Service Funds (ISFs) hinges on more than just processes and policies; it demands a commitment to values-driven practice. For ISFs to deliver flexible, person-centred support, providers must be deeply rooted in principles that prioritise creativity, empowerment, and collaboration.

Values-driven providers bring a unique approach to care by working differently. They challenge the status quo, foster genuine partnerships with citizens, and focus on achieving meaningful outcomes. This isn’t about ticking boxes—it’s about reshaping support systems to fit the individual rather than forcing individuals to fit into rigid systems.

As local authorities and commissioning bodies look to accredit ISF providers, ensuring that organisations are aligned with these values is essential. Accreditation processes must look beyond compliance and assess a provider’s commitment to innovation, adaptability, and person-centred planning.

A values-driven ISF provider doesn’t just deliver services—they empower citizens to live independent, fulfilled lives. This guide provides some high-level step-by-step instructions on how to design and implement an ISF accreditation framework effectively, based on the experience of Self Directed Futures and multiple local authorities.

Step 1: Define Accreditation Standards

Accreditation standards form the foundation of the process and should reflect the core principles of ISFs. Key areas to focus on include:

  1. Outcome-Focused Approach
    • Evaluate how well providers support citizens to achieve personal outcomes.
    • Example: “The provider has systems in place to measure person-centred outcomes.”
  2. Financial Transparency
    • Set clear standards for managing personal budgets responsibly and transparently.
    • Example: “The provider regularly reports back to citizens on their ISF spending.”
  3. Flexibility
    • Ensure providers allow budgets to be spent on diverse services beyond their organisation.
    • Example: “ISF budgets can be used to purchase support or services from external organisations.”
  4. Person-Centred Support
    • Focus on strengths-based, adaptable support planning that meets individual needs.
    • Example: “Support plans reflect individual goals and adjust to changing needs.”
  5. Feedback and Responsiveness
    • Require mechanisms for continuous feedback from citizens and their families, leading to service improvements.
    • Example: “Providers regularly seek and act on feedback from citizens and their families.”
  6. Ethical Practice
    • Develop policies to avoid conflicts of interest and promote transparent decision-making.

Step 2: Develop a Pass-Fail Framework

pass-fail system simplifies accreditation by setting clear benchmarks for compliance. Providers are evaluated on whether they meet the standards in each area.

Categories of Compliance:

  • Already in place: Providers are fully compliant and require no changes.
  • 3-month improvement required: Minor changes are needed to meet the standard.
  • 3+ months improvement required: Significant changes are required before the standard is met.

Example Question:

  • Question: “Do you have systems to report how ISFs are used?”
  • Evidence Required: Recent reports or financial tracking logs demonstrating transparency.

Step 3: Create an Evidence-Based Process

The accreditation process should be evidence-driven to ensure accountability. Providers must:

  • Complete a self-assessment using a standard checklist.
  • Provide supporting evidence, such as policies, reports, or case studies.
  • Submit their applications for evaluation.

Tools to Use:

  • Self-Assessment Form: A comprehensive checklist covering all accreditation standards.
  • Evidence Submission Guide: A document outlining what constitutes acceptable evidence for each standard.

Step 4: Train Assessors and Set Up Review Panels

Accreditation requires assessors who can evaluate submissions fairly and effectively. Key steps include:

  • Train assessors in ISF principles, Care Act requirements, and accreditation standards.
  • Establish a review panel to oversee complex cases and ensure consistency in decision-making.

Training Should Cover:

  • ISF principles and values.
  • Interpreting and evaluating evidence.
  • Providing constructive feedback and recommendations.

Step 5: Support Providers to Improve

Not all providers will meet the standards immediately. Offer targeted support to help them develop and improve:

  1. Action Plans
    • Provide clear steps for providers to achieve compliance with realistic timelines and resources.
  2. Workshops
    • Deliver training sessions on areas like financial transparency and outcome-focused planning.
  3. Peer Learning
    • Facilitate knowledge-sharing among providers to promote the adoption of best practices.

Step 6: Conduct Accreditation Reviews

  1. Initial Review:
    • Assess self-assessment forms and evidence submissions.
    • Categorise providers as:
      • Pass: Fully compliant.
      • Conditional Pass: Minor improvements needed.
      • Fail: Significant improvements required.
  2. Site Visits (Optional):
    • Conduct visits to observe processes in practice and engage directly with citizens and staff.
  3. Feedback Reports:
    • Provide detailed reports outlining strengths, weaknesses, and recommendations for improvement.

Step 7: Build in Ongoing Monitoring

Accreditation is not a one-time process. Regular monitoring ensures sustained compliance and continuous improvement:

  • Periodic Reviews: Reassess providers every 2-3 years.
  • Spot-Check Audits: Conduct random audits to verify ongoing compliance.
  • Citizen Feedback: Collect feedback regularly to identify any issues with service quality.

Appendix: Pass-Fail Checklist for ISF Accreditation

Evaluation AreaAccreditation QuestionPass/FailEvidence Required
Outcome-Focused SystemsDo you have systems in place to measure agreed person-centred outcomes?Pass/FailExamples of reports showing outcomes.
Are support plans responsive to the changing needs of citizens?Pass/FailUpdated support plans, change logs.
Do support plans promote a strengths-based approach to improve citizens’ well-being?Pass/FailCase studies, policy documents.
Financial TransparencyDo you have accounting systems to manage ISF spending and keep accurate records?Pass/FailSample budgets, financial records.
Do you regularly report to citizens on how their personal budgets are being spent?Pass/FailCopies of reports shared with citizens.
Can ISFs be used to purchase services outside your organisation?Pass/FailExamples of external spending policies.
Feedback and ImprovementDo you have systems to collect and act on feedback from citizens and families?Pass/FailFeedback forms, action logs.
Do you review and adapt services based on citizen feedback?Pass/FailEvidence of changes based on feedback.
Ethical PracticeAre there clear policies for avoiding conflicts of interest and ensuring appropriate fund use?Pass/FailPolicy documents, staff training records.
Flexibility and InnovationDo you promote the use of technology to maximise independent living?Pass/FailExamples of Technology-Enabled Care usage.
Do you enable citizens to use ISFs for a range of activities, not just support hours from your organisation?Pass/FailPolicy documents, spending records.

Accreditation for ISF providers ensures accountability, builds trust, and improves the quality of support. By following a structured, evidence-based process, councils and accreditation bodies can empower providers to deliver high-quality, flexible services while supporting citizens to achieve their goals. The Self-Directed Futures approach offers a proven model for success, fostering continuous improvement across the sector

Chris Watson
Chris Watson is the founder of Self Directed Futures and the Chair of SDS Network England. With extensive experience in strategic commissioning and change management, Chris advocates for innovative, community-led approaches to adult social care.

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