Content

8.1

The
Director of Quality, Strategy Delivery and Partnerships introduced
the report which provides an annual update to Committee on progress
in the delivery of the Learning Disability Strategy ‘Hear Our
Voice’ and The Big Plan 2023 – 2025 and the adult
future options delivery plan.

8.2

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

Note
the positive progress made on the Learning Disability Strategy
delivery plan and the decision to refine the delivery plan
priorities for 2025-2026.
Note
that the voice of people with a Learning Disability in the city
continues to be strengthened and Sheffield’s co-production in
this area is recognised nationally as
an area of best practice.
Note
continued commitment to how we can do things differently to achieve
improved wellbeing outcomes, better quality and best value so that
people with a Learning Disability in Sheffield can lead better
lives. This includes ongoing monitoring of out of area placements
and exploration of new opportunities for people to return to the
City, if it is in their best interests.
Note
the progress and next steps for the Adult Future Options Delivery
Programme, specifically:

• Improving systems and processes around Health
contributions to care

• Actions being taken to improve the
Preparation for Adulthood pathway.

• That an Adult Future Options Market Position
Statement and Adult Future Options Commissioning Strategy be
developed to set out commissioning intentions and delivery of new
models of care in 25/26.

Note
that Newton Europe has been employed to undertake a diagnostic to
support improved outcomes for people at best value.
Approve that a follow up report is brought to Committee within
six months with outcomes of Newton Europe diagnostic, and progress
against Adult Future Options service and commissioning delivery
plans and performance and impact of Continuing Healthcare
delivery.

8.3

Reasons for Decision

8.3.1

From
its inception, it was always agreed that the Learning Disability
Strategy would be a live and meaningful document so the delivery
plan similarly needs to be agile as we continue to listen to the
voices of people with a learning disability and family carers in the city. The Learning Disability
Partnership Board have concluded that we need to concentrate on
specific priorities for 2025/26, and will also be discussing how we
measure the impact of changes that are made.

8.3.2

The
Adult Future Options Commissioning team and social work teams will
complement the strategic priorities, working on a transport
strategy and tech enabled care for example. We will also continue
with market shaping and relationship building with providers
specialising in complex care and
property development, to further enhance our offer for people both
in and out of area

8.3.3

The
growing complexity, cost, and shortage of suitable accommodation
for working-age adults necessitate the development of new delivery
models, based on the actions and strategies outlined in this
report. These models will guide market provision to offer
financially sustainable options that provide efficient, effective,
and cost-effective care solutions to meet individual
outcomes.

8.4

Alternatives Considered and Rejected

8.4.1

The
only alternative would be to ‘do nothing’ which would
have led to a lack of strategic direction for some of the most
vulnerable citizens of Sheffield.