Agenda item

15.1

Adult health and social care is made up of a complex system of organisations that provide care and support to a significant proportion of Sheffield’s population. We have been without a clear strategy that unifies this whole system in Sheffield for many years. Adult health and social care across the city faces substantial challenges, including the ongoing effects of the coronavirus pandemic, and we must develop a long term and ambitious response that commits to improving the lives of people who draw on care and support.

The new strategy meets our obligations under the Care Act to have a strategy for adult social care. It has been developed with citizens, providers, and partners. It sets our vision for how the whole of adult health and social care will work together to deliver better outcomes for the people of Sheffield and tackle the challenges we are currently facing.

15.2

RESOLVED: That Co-operative Executive:-

Cooperative Executive approves the new Adult Social Care strategy, setting a ten[1]year vision for the change we want to see in the way people are supported by the adult social care system in Sheffield

15.3

Reasons for Decision

15.3.1

Through significant local consultation and engagement, ‘Living the life you want to live’ sets out a vision and ambition for Sheffield’s adult social care system that will better meet the needs of our citizens.

15.3.2

The intended outcomes are that people who need help and support in Sheffield will be:

• Safe and well

• Active and independent

• Connected and engaged

• Able to Aspire and achieve

• Supported by an Efficient and effective system

15.4

Alternatives Considered and Rejected

15.4.1

There is no clear alternative to an adult health and social care strategy. The strategy is needed – we have an obligation to deliver one under the Care Act. The Adult Health and Social Care Change programme, whilst moving forward, needs clear direction in order to be able to deliver against a long-term ambition.

15.4.2

In developing the strategy, two options were considered and rejected:

The strategy could have been a shorter-term vision. This was rejected because:

• there are significant challenges facing the social care system that are more long term in nature (such as training and recruitment of a quality workforce) so require longer term thinking

• a shorter-term strategy would likely only be able to focus on the current challenges

• market shaping needs a longer term vision to allow local providers to develop the mix of services we’re looking to deliver whilst remaining stable

• national drivers, such as new legislation, are in development but we cannot continue to wait for them to be finalised – we have a clear enough picture to be able to drive local transformation

15.4.3

The strategy could have been smaller in scale, looking only to affect internal council services. This was rejected because:

• The scale of the challenges faced by adult health and social care need a system approach to be tackled effectively.

• Section 6 of the Care Act sets out the Council’s duty to make arrangements for ensuring co-operation on the functions of relevant bodies in the local authority area relating to adults with needs for care and support and their carers. This includes those we have defined in the strategy as the adult health and social care system: the people and organisations that are involved in providing adult social care. Our strategy should reflect this approach.

15.5

Any Interest Declared or Dispensation Granted

None

15.6

Reason for Exemption if Public/Press Excluded During Consideration

None

15.7

Respective Director Responsible for Implementation

Executive Director, People Services

15.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Healthier Communities and Adult Social Care Scrutiny and Policy Development Committee

15.1

Adult health and social care is made up of a complex system of organisations that provide care and support to a significant proportion of Sheffield’s population. We have been without a clear strategy that unifies this whole system in Sheffield for many years. Adult health and social care across the city faces substantial challenges, including the ongoing effects of the coronavirus pandemic, and we must develop a long term and ambitious response that commits to improving the lives of people who draw on care and support.

The new strategy meets our obligations under the Care Act to have a strategy for adult social care. It has been developed with citizens, providers, and partners. It sets our vision for how the whole of adult health and social care will work together to deliver better outcomes for the people of Sheffield and tackle the challenges we are currently facing.

15.2

RESOLVED: That Co-operative Executive:-

Cooperative Executive approves the new Adult Social Care strategy, setting a ten[1]year vision for the change we want to see in the way people are supported by the adult social care system in Sheffield

15.3

Reasons for Decision

15.3.1

Through significant local consultation and engagement, ‘Living the life you want to live’ sets out a vision and ambition for Sheffield’s adult social care system that will better meet the needs of our citizens.

15.3.2

The intended outcomes are that people who need help and support in Sheffield will be:

• Safe and well

• Active and independent

• Connected and engaged

• Able to Aspire and achieve

• Supported by an Efficient and effective system

15.4

Alternatives Considered and Rejected

15.4.1

There is no clear alternative to an adult health and social care strategy. The strategy is needed – we have an obligation to deliver one under the Care Act. The Adult Health and Social Care Change programme, whilst moving forward, needs clear direction in order to be able to deliver against a long-term ambition.

15.4.2

In developing the strategy, two options were considered and rejected:

The strategy could have been a shorter-term vision. This was rejected because:

• there are significant challenges facing the social care system that are more long term in nature (such as training and recruitment of a quality workforce) so require longer term thinking

• a shorter-term strategy would likely only be able to focus on the current challenges

• market shaping needs a longer term vision to allow local providers to develop the mix of services we’re looking to deliver whilst remaining stable

• national drivers, such as new legislation, are in development but we cannot continue to wait for them to be finalised – we have a clear enough picture to be able to drive local transformation

15.4.3

The strategy could have been smaller in scale, looking only to affect internal council services. This was rejected because:

• The scale of the challenges faced by adult health and social care need a system approach to be tackled effectively.

• Section 6 of the Care Act sets out the Council’s duty to make arrangements for ensuring co-operation on the functions of relevant bodies in the local authority area relating to adults with needs for care and support and their carers. This includes those we have defined in the strategy as the adult health and social care system: the people and organisations that are involved in providing adult social care. Our strategy should reflect this approach.

15.5

Any Interest Declared or Dispensation Granted

None

15.6

Reason for Exemption if Public/Press Excluded During Consideration

None

15.7

Respective Director Responsible for Implementation

Executive Director, People Services

15.8

Relevant Scrutiny and Policy Development Committee If Decision Called In

Healthier Communities and Adult Social Care Scrutiny and Policy Development Committee