The Strategic Director for Social Care and Education to deliver a presentation.
Minutes:
The Strategic Director for Social Care and Education gave a presentation on the Adult Social Care Operational Plan for 2018/19.
As an introduction, it was noted that the Operational Plan:
o process change
o professional practice change
o cultural change
It was reported that the following six Strategic Priorities were being carried over from 2017/18:
· protecting from harm and abuse
· strength based, preventative – promoting wellbeing
· independent living – working age
· supporting remaining at home for older people
· improving transitions to adulthood
· improving customer experience
To build on the priorities from 2017/18, the following key points were noted:
· operating within budget
It was explained and noted that the £100m actual versus the £108m budget contained an underlying growth pressure due to increasing frailty and associated increases in care package costs.
· delivery of planned savings (exceeded and/or delivered early)
· progress on managing demand
· “getting the basics right” – consistency
· improving quality in local care market
· stable but fragile locally; not reflecting some national trends
· improved performance / outcomes (ASCOF provisional data)
· evidence of improved customer experience
In terms of the focus for 2018/19 the following priorities were reported and noted:
· training for staff around Mental Capacity
· work with care homes on improving notifications of concerns / abuse
· refresh of the use of Safeguarding Competency Framework with staff
· defining the model of ‘strengths based’
· wellbeing through community assets
· evaluation model – ‘strengths based’
The importance of the ‘strengths based’ model was highlighted and it was reported that although officers considered this to be a proactive development, it was noted that as no template or current definition existed, officers were having to develop and define what a ‘strengths based model of practice’ would be in Leicester.
In concluding the presentation, the next steps for the Commission were noted. It was reported that specific planned reports through the year would reflect Operational Plan developments and impacts, and that a more detailed Period 9 report on progress of delivery would be submitted to the Commission in December 2018.
The Chair welcomed the presentation and requested questions and comments from Commission members. It was suggested by the Chair that particular attention could be given to the impact of community groups and clubs, and a greater focus on the use of community assets. It was recognised that Ward Councillors often were aware of pockets of activities within their Wards, including religious organisations, friendships clubs and schools that could be enhanced. A statement to this effect encouraging connections between community groups would be taken forward.
In respect of the positive and negative attitudes to the Plan, it was reported that a significant improvement related to the empowerment that Heads of Service had witnessed following the initial implementation stages of the Plan. It was noted that Heads of Service now felt able to make a difference in their individual areas of the service and had improved their engagement in the programme. Benefits had also been experienced from greater partnership approaches, both internally and externally.
In debating the enhancement of community assets, it was noted that in some Wards the schools were the principal area that could provide a greater focus of activity. In this regard the Commission referred to the expected positive implications of the change in designation of the Director’s remit, which now included children’s social care, early help services, learning and inclusion. It was also noted that opportunities for enhanced internal practices would also result due to the ‘joined-up’ approach.
Some concern was raised regarding the community assets that had been previously transferred to faith based organisations, and the need to ensure that universal use was available for the whole community was expressed.
The importance of the ongoing work of Leicester Ageing Together, which was looking at concepts and models on effective ways of connecting with external groups was noted.
In response to a question from the Healthwatch representative, it was reported that a pilot on the ‘strengths based’ approach had been organised and the challenges for staff were being assessed. It was expected that the effect on service users would be positive with a removal of barriers to reduce the support needed. The positive impacts of the initiative and revised focus were welcomed by Healthwatch and continued support was offered.
In conclusion, concerns in relation to the local housing allowance were expressed and it was reported that supported units would be provided in accordance with the Government’s ambitions and in view of their review of funding.
It was AGREED that the presentation be noted.