Content

8.1

The Interim Strategic Director for Adult Care
and Wellbeing presented an overview of activity in Adult Care and
Wellbeing, including the latest performance data and progress in
delivering the business plan/strategy. The report included key
achievements during the period, updates on the Citywide Dementia
Strategy, the Sensory Strategy and the S2A Discharge Pathway.

 

 

8.2

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 strategy delivery updates and achievements for this
period
d)   
Notes the progress of our preparation for CQC and recent site
visit

 

 

 

 

8.3

Reasons for
Decision

 

 

8.3.1

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

 

 

8.3.2

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.

 

 

8.3.3

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

 

 

8.3.4

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.?

 

 

8.4

Alternatives
Considered and Rejected

 

 

8.4.1

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.

 

 

8.4.2

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.

 

 

8.4.3

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.

 

 

8.4.4

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.

 

 

8.4.5

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.

 

 

8.4.6

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.