Agenda item

This report presents the draft Adult Social Care Strategy for consideration by Councillors prior to the presentation of the Strategy to Cabinet on 2September 2020 for approval.

The report outlines how Adult Social Care has engaged with stakeholders, including people who use services and carers, in order to inform a draft set of strategic priorities for the next 4 years.

It set outs how the priorities align to the Fulfilled Lives objectives in the Corporate Strategy and the Council’s wider transformation programme. The draft strategy also responds to national drivers, legislation and where performance measures and customer feedback indicates that strategic change is required to deliver improvements in outcomes and services.

The report highlights the potential to develop new approaches to service delivery as a result of learning through the COVID 19 pandemic.  The overarching priorities for the Strategy are:

·       Engage with individuals and communities to promote well-being

·       Support people to live safe and independent lives

·       Value and support carers

·       Enable people to live well through quality social care

·       Deliver Services that are modern and accessible

The Committee heard from the Head of Strategic Planning and Quality Assurance that the introductory talks on the Adult Social Care Strategy had begun in Autumn 2019. Initial discussions took place among the senior management team, with a focus on what needed to be delivered to transform the service over the next 4 years.

Members were informed that consultation with key stakeholders, primarily staff, in order to gauge views on how to develop strategy took place over this initial period. Elements of the Corporate Strategy, specifically the ‘Fulfilled Lives’ priorities, the NHS 5-year Forward Plan and the Council’s Housing Strategy were all considered while initial developments were made, as were national drivers. In combination, these different reference points all influenced and formed key parts of the strategy’s priorities and development.

In order to improve, the Committee heard that the areas identified for improvement formed another key part of the development process. These areas included:

•         Increasing the percentage of people with learning difficulties living in settled accommodation.

•         Increasing the percentage of Mental Health clients in paid employment.

•         Increasing the percentage of carers receiving direct payments.

It was also explained that several stakeholder engagement events and an online survey for users were undertaken. Despite the COVID19 pandemic reducing the ability for face to face consultation and events, over 140 responses were received. Key feedback included requests for:

•         A good quality of information and advice to be provided.

•         A good quality of early access services to be offered.

•         Improved support for carers to be provided.

•         Increased training opportunities to be provided.

Communicating the progress of the strategy’s development to key partners was vital throughout the process. Finally, the Committee were informed that following their comments and consideration at Scrutiny, the strategy would be submitted to Cabinet.

A question was asked on what support for independent living and basic skills training were offered. The Head of Strategic Planning and Quality Assurance informed the Committee that the housing options were being assessed and that the aim was to provide a range of housing to suit the needs of the users. Furthermore, it was heard that part of the strategy’s offer is looking at how more comprehensive training can be offered, for example on getting people back into employment.

A member posed a question on the financial risks of viably delivering the component parts and if there was any flexibility in the budget to meet these risks. The Head of Strategic Planning and Quality Assurance informed the Committee that the funding requirements and any competing priorities would be assessed over the four-year period.

With COVID19 isolating many service users, a member asked if virtual socialising options were being investigated, such as Zoom. It was heard that assistive technology was already a part of the strategy, for mobility matters as an example, however the scope would be widened in order to provide people with support and socialising within the home.

The Committee were reassured that one aim of the strategy was to improve on the indicators within the Adult Social Care Outcomes Framework 2019/2020.

A question on the turnover figures of staff was raised and members were informed that a dataset on the staffing figures could be circulated outside of the meeting.

The Portfolio Holder for Adult Social Care added that it would be of benefit for the Committee to assess the indicators over time and to include this as part of the Forward Plan.

RESOLVED that:-

(a) The Committee considered and commented on the Strategy ahead of its presentation to Cabinet for approval on 2nd September 2020.