Content

12.1

The Service Manager for Care Governance and
Improvement introduced the report which provided the
quarterly Strategy Delivery Update as part of the performance and
Governance framework, last presented to committee on 20 March, the
paper:
 

·      
Provided a further scheduled update, aligned to our
cycle of assurance, setting out our delivery progress and
what’s been achieved.

·      
Provided an overview of the draft CQC
self-assessment for Adult Care, including the full assessment
document as an appendix, and horizon scan.

·      
Demonstrated how impact is being measured so that we
can demonstrate our progress in enabling citizens of Sheffield to
live the life they want to live.
Sheffield’s Adult Social Care Strategy was approved by the
Co-operative Executive on 16th March 2022. The Strategy was
developed through significant co-production and formal
consultation, involving people receiving services, carers,
providers, partners, and our social care workforce across the
sector. An operating model to deliver on the strategy was
subsequently approved by the Adult Care Policy Committee in
November 2022.
 

12.2

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

1.    
Notes progress in delivering upon the Adult Care
Strategy Living the Life You Want to Live.

2.    
Notes Strategy Delivery Programme at Appendix
1.

3.    
Notes Adult Care and Wellbeing
performance.

4.    
Notes Adult Care and Wellbeing update in relation to
complaints and compliments.

5.    
Notes progress in the consultation and engagement on
the CQC self-assessment and our preparations.

12.3

Reasons for
Decision

12.3.1

Asking
for regular updates and refreshes of the Strategy Delivery Plan,
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.

12.3.2

Noting
the Strategy Delivery Programme at Appendix 1 enables Committee to
undertake scrutiny of the service and strategy delivery plan in an
informed and meaningful way.
 

12.3.3

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.
 

12.3.4

Noting
the performance and complaints 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.

12.4

Alternatives Considered and
Rejected

12.4.1

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.
 

12.4.2

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.
 

12.4.3

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.
 

12.4.4

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.
 

12.4.5

Not creating a
Complaints Delivery Plan – Using learning from complaints
demonstrate that we continue to respond to improve services and
shows transparently our progress towards completing actions. To not
create and share would be against our Sheffield City Council Values
‘People are at the heart of what we do’ and
‘Openness and honesty are important to us’.