Issue - meetings

In July 2024, BCP Cabinet and Full Council agreed:

1.     To support the business case for a new Adult Social Care (ASC) transformation delivery model to improve outcomes for residents and to achieve financial efficiencies and savings.

2.     Establishment of a formal Adult Social Care four-year transformation programme called Fulfilled Lives, approving in principle a total investment of up to £2.9m across the first three years.

3.     The release of an initial £1.79m was approved for the first year of the programme to facilitate mobilisation, completion of the design and scope stage, and to commence the delivery phase from January 2025.

4.     The Health and Adult Social Care Overview and Scrutiny Committee would provide regular scrutiny of progress towards benefits and sustainable change.

The programme entered its delivery phase in January 2025 and is making good progress towards implementing the necessary changes to achieve the anticipated benefits, and savings of £3.5m recurring by year four.

This report provides an update on progress with recommendations for investment in the next phase of the programme.

The Director of Adult Social Care and Head of Service/Programme Lead - Fulfilled Lives Transformation Programme presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A to these Minutes in the Minute Book.

In July 2024, BCP Cabinet and Full Council agreed:

·       To support the business case for a new Adult Social Care (ASC) transformation delivery model to improve outcomes for residents and to achieve financial efficiencies and savings.

·       Establishment of a formal Adult Social Care four-year transformation programme called Fulfilled Lives, approving in principle a total investment of up to £2.9m across the first three years.

·       The release of an initial £1.79m was approved for the first year of the programme to facilitate mobilisation, completion of the design and scope stage, and to commence the delivery phase from January 2025.

·       The Health and Adult Social Care Overview and Scrutiny Committee would provide regular scrutiny of progress towards benefits and sustainable change.

The programme entered its delivery phase in January 2025 and was making good progress towards implementing the necessary changes to achieve the anticipated benefits, and savings of £3.5m recurring by year four.

The report provided an update on progress with recommendations for investment in the next phase of the programme.

The Committee discussed the report and responses to queries were provided, including:

·       In response to a query regarding the interface between the Future Care and Fulfilled Lives programmes, particularly regarding hospital discharge and ongoing support, the Committee was advised that the Future Care programme focused on urgent and emergency care, especially discharge processes, while Fulfilled Lives took over post-discharge with short-term, strengths-based interventions.  It was noted that the programmes were designed to work together to ensure smooth transitions and avoid duplication.

·       The Transfer of Care Hub, a multidisciplinary team, coordinated appropriate discharge pathways, aiming to return individuals home when possible.

·       Social workers applied Fulfilled Lives principles during discharge planning to ensure tailored support.

·       Examples were provided of hub conversations resolving issues at first contact, such as signposting to community resources and arranging follow-up calls.

·       The approach aimed to prevent escalation and reduce unnecessary involvement from long-term teams.

·       It was acknowledged that community-based reablement was under-resourced, and a 12-month pilot was planned to address this gap and prevent hospital admissions.

·       Early conversations were reported to reduce the time it took for individuals to access support and a request for quantitative data was requested for future updates.  ACTION.

·       The programme was described as comprehensive, data-informed, and technology-enabled, differing from previous initiatives by focusing on front-end service transformation.

·       The Three Conversations model was highlighted, emphasising listening to individuals and avoiding unnecessary service provision.

·       Concerns were raised that some individuals might overestimate their abilities, which should be considered during assessments.

·       Call wait times were reported to average 5–7 minutes, with no voicemail option currently available, though alternative contact methods were under review.

·       Feedback from service users was overwhelmingly positive, particularly regarding speed of response and feeling heard.

·       Community Micro-Enterprises were  ...  view the full minutes text for item 20