Content

9.1

The Executive Interim Strategic Director for
Adult Care and Wellbeing presented the quarterly DASS report which
set out the performance and delivery of the strategy Living the
Life You Want to Live.

 

 

9.2

It was agreed that the following
recommendation be added: ‘that the most recent ASC
Performance Pack is appended to the DASS report for each Committee
meeting’.

 

 

9.3

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

 

 

 

a.   
Notes progress in delivering upon the Adult Care Strategy Living
the Life You Want to Live
b.   
Notes the performance update and areas for prioritisation and
focus
c.    
Notes the preparations for the CQC assessment, which will conclude
before the end of 2025
d.   
Notes that the recent ASC Performance Pack is appended to the DASS
report for each Committee meeting
 

9.4

Reasons for
Decision

 

 

9.4.1

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.

 

 

9.4.2

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

 

 

9.4.3

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.

 

 

9.4.4

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.

 

 

9.5

Alternatives
Considered and Rejected

 

 

9.5.1

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.

 

 

9.5.2

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.

 

 

9.5.3

Alternative Option
3: Do not Review Our Strategy
The strategy for Adult Care and wellbeing is
nearly 3 years ago. Although co-produced the portfolio is in a very
different position now compared to the time when the strategy was
originally written. Undertaking a mid-term review enables us to
refresh our strategy and priority outcomes to ensure that it is fit
for purpose and maintains its relevance.

 

 

9.5.4

Alternative Option
4: 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.

 

 

9.5.5

Alternative Option
5: Do not Prepare for the CQC Assessment
The CQC assessment of Adult Social Care
Services is not optional. The outcomes of the assessment are
published on the CQC website and have ramifications wider than
Adult Care and Wellbeing. A negative Outcome would mean that we are
not delivering our duties under the Care Act. In addition, a
negative outcome would impact on the reputation of the Council, the
confidence of our customers and partners, recruitment and
retention, staff morale, and potential funding opportunities.

 

 

9.5.6

Alternative Option
6. 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.