Agenda item
Living the life you want to live - Adult Health and Social Care Strategy 2022-2030
- Meeting of Co-operative Executive, Wednesday 16 March 2022 1.30 pm (Item 15.)
- View the background to item 15.
Report of the Executive Director, People Services
Decision:
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. |
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15.2 |
RESOLVED: That Co-operative Executive:-
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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 |
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15.3 |
Reasons for Decision |
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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. |
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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 |
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15.4 |
Alternatives Considered and Rejected |
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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. |
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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 |
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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. |
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15.5 |
Any Interest Declared or Dispensation Granted |
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None |
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15.6 |
Reason for Exemption if Public/Press Excluded During Consideration |
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None |
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15.7 |
Respective Director Responsible for Implementation |
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Executive Director, People Services |
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15.8 |
Relevant Scrutiny and Policy Development Committee If Decision Called In |
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Healthier Communities and Adult Social Care Scrutiny and Policy Development Committee |
Minutes:
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:-
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|
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. |
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15.5 |
Any Interest Declared or Dispensation Granted |
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None |
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15.6 |
Reason for Exemption if Public/Press Excluded During Consideration |
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None |
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15.7 |
Respective Director Responsible for Implementation |
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Executive Director, People Services |
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15.8 |
Relevant Scrutiny and Policy Development Committee If Decision Called In |
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Healthier Communities and Adult Social Care Scrutiny and Policy Development Committee |
Supporting documents:
- Form 2 - ASC Strategy (March 2022 v2) final, item 15. PDF 501 KB
- Living the life you want to live - SCC ASC Strategy 2.3, item 15. PDF 1 MB
- 12 Appendix 1 - Strategy Consultation and Codesign Report (March 2022), item 15. PDF 601 KB
- 12 Appendix 2 - ASC Strategy EIA (February 2022), item 15. PDF 602 KB
- 12 Appendix 3 - Finance Strategy Adult Social Care Strategy (March 2022), item 15. PDF 239 KB
- 12 Appendix 4 - Climate Impact Principles (March 2022), item 15. PDF 351 KB
- 12 - Sheffield's plan for adult social care on a page (March 2022), item 15. PDF 231 KB