Content

13.1

The
Director for Adult Care and Wellbeing introduced the report which
provided the committee with the quarterly update on performance and
delivery of the Strategy Living the Life You Want to Live. These
reports provided the Committee with updates in relation to several
areas highlighted in the executive summary.

13.2

RESOLVED UNANIMOUSLY: That the Adult Health
and Social Care Policy Committee:-

Notes
progress in delivering upon the Adult Care Strategy Living the Life
You Want to Live.
Notes
performance update and areas for prioritisation and
focus.
Notes
our Technology Enabled Care Road Map.
Notes
our approach towards reviewing Unmet Need.
Endorses Living The Life You Want To Live High-Level Delivery
Plan 2024 – 2026.
Notes
the preparations for the LGA Peer Review and CQC
assessment.
Note
the development of the Co-production Statement of Intent, aligned
with the Council’s Engagement Statement of Intent.

13.3

Reasons for Decision

13.3.1

Asking
for regular updates on the Strategy Delivery, our Performance and
CQC will keep the Committee, wider stakeholders, and the public the
ability to hold the Council to account for progress and impact and
will provide an additional mechanism to input to future
development.

13.3.2

Endorsing the Strategy Delivery High Level Plan enables
Committee to continue to undertake scrutiny of the service and
strategy delivery plan in an informed and meaningful
way.

13.3.3

Noting
the Technology Enabled Care Roadmap, draft Co-Production Statement
and Unmet Need Reports highlights the work undertaken to continue
to deliver on key elements and foundations for delivering on our
strategy.

13.3.4

Asking
for regular updates and refreshes of the CQC self-assessment,
including wider assessment preparations and communications will
enable Committee to have oversight and assurance that Adult Care
know themselves and are able to drive forward service improvements,
alongside the assurance that we are well prepared for the CQC
assessment process.

13.3.5

Noting
the performance update, enables Committee to undertake scrutiny of
Adult Care performance including strengths and areas for
prioritisation, including the development of our Performance
Management framework / cycle of Assurance, alongside our
improvement plans in this area.

13.3.6

Noting
the journey of improvement and noting the LGA Peer Review,
alongside assurance that the portfolio is delivering against its
vision and ambitions to deliver the best possible services to the
people of Sheffield.

13.3.7

DASS
Local Account and Annual Self-Assessment: Covered by separate
Committee Report (noted here for reference).

13.4

Alternatives Considered and Rejected

13.4.1

Alternative Option 1: Do
Not Provide an Update on The Strategy Delivery Plan Progress
– When the Strategy Delivery Plan was approved by Committee
in June 2022 the was a commitment to review the plan regularly and
by not reviewing, we would not be meeting that commitment. Due to
the significant amount that has been delivered on the plan, leaving
it as it would make it harder to identify the priorities going
forward.

13.4.2

Alternative Option 2: A different delivery
plan - The real options for the delivery plan are around the
individual elements, which will be worked through as part of the
constituent pieces of work. These will be worked through in
different ways, with many of them resulting in their own future
reports to the Committee.

13.4.3

Alternative Option 3: Do not work in
partnership / collaboratively – It is a statutory requirement
to work in partnership with colleagues across the health, care and
wellbeing system, as set out in the 2021 White Paper. The Statutory
Duty to Involve also requires us to engage and involve people who
use services, and unpaid carers in the design and delivery of care
and wellbeing. We would not be meeting these requirements if we did
not work in meaningful partnership across, they system, and with
all stakeholders.

13.4.4

Alternative Option 4: Do not share the ACW
CQC Self-Assessment with partners and in the public domain - To not
share the self-assessment and ask for comment would go against the
approach and principles we are embedding as business as usual in
Adult Care. To have both credibility and relevance, it is vital
that this is a report which provides an honest and transparent
narrative for adult social care informed by the voices and
experiences of staff, partners, commissioned providers, VCSE, and
the people who access our services, their families, carers, and
those with lived experience.