Darlington Borough Council's Vision for Adult Social Care 2023-2026 PDF

Our vision for Adult Social Care in Darlington 2023-2026 The Transformation Journey to 2023 We started our transformation journey in 2016. that were separated into 4 work streams: The Care Act provided the context to review and...

Our vision for Adult Social Care in Darlington 2023-2026 The Transformation Journey to 2023 We started our transformation journey in 2016. that were separated into 4 work streams: The Care Act provided the context to review and a. Managing Demand implement a new operating model for adult social care to support the delivery of good quality services b. Maximising Independence at a sustainable cost. The plan was established to c. Self-Directed Support enable the delivery of modern services which are d. Effective and Responsive Best Value Care Act compliant working in partnership with Provider Economy people to maximise their individual strengths and assets. Along with a major service redesign sat changes to the way financial information was reported to give The transformation plan and model has been improved financial oversight and a target approach delivered through a systematic and controlled to package reviews. delivery of projects and task and finish activities Improvements and actions 2016 - 2023 Much of the journey from 2016 was focussed on A key part of the journey was to redesign our strengthening our online offer via an online directory Reablement function to improve the quality of and online self-assessment function, building our our in house offer to develop our prevention offer Front Door to maximise independence and manage and reduce external expenditure. demand. As part of this work, the development of We improved our social work practice via the a Team Criteria gave clear identity to the teams to introduction of strength-based working, use of enable better flow through the system with a right the progression model and training in relational team first time approach, ensuring staff with the right practice. skills were assessing need and providing support. The aim was to reduce hand offs and maximise the experience for the individuals needing our services. Strength Based Approach We developed a Strength Based Working have to support them using different Strength Methodology based on supporting staff to use their Bases approaches. skills, knowledge and professional judgement. We trained our staff are trained in a series of We now call this our ‘Strength Based Practice identified and proven Strength Based Working Framework’. Methodologies. This allows them to use and utilise the appropriate approach that reflects and best suits We recognised that individuals and families we work the person/people they are working with. We are with are all different and unique. They need different refreshing this throughout 2023. things at different times… and this may mean we 2 | Our vision for Adult Social Care in Darlington 2023-2026 Strength based practice timeline: Completion and implementation Strength Based Training by SCIE Relational and Restorative of Darlington Strength Based (initial training) training by L30 Practice Framework Sep 2016 - Nov 2017 Oct 2019 - Sept 2021 June 2023 - Dec 2023 June 2018 - Feb 2020 Dec 2022 - March 2023 Mindspace by iMpower Strength Based Training by SCIE (initial training) We created a Transformation Review Team to ensure We undertook a review of our financial processes that all packages were reviewed in a strength-based and through scrutiny, financial oversight, review of way and to clear a backlog of outstanding reviews, packages of care and building on the strength based this then transitioned into a separate review function. approaches, we were able to make considerable We developed a Transitions to Adults Services savings within the core budget. Forum to ensure smooth transition for Children’s We looked to embed these changes and successes Social Care to Adults and a no surprise budget throughout 2016-2020, however the pandemic situation. Work was also undertaken on recruitment slowed a number of actions and delayed the and retention of staff, creating progression embedding of the full transformation agenda with opportunities for social workers, revamping pay significant capacity issues due to increasing demand, grades and working with the academy, partners and increasing complexity, significant staff retention providers to create a ‘grown your own’ culture for issues and turnover, resulting in some teams ASC staffing. particularly the Adult Contact Team (rebranded from Implementation of a mobile working option for the Front Door) being at 50% capacity throughout ASC staff by rolling out portable computing options 2021-2023. (tablets, laptops and improved mobile phones) In addition we invested significantly in targeted helped with staff work life balance and assisted with reablement approach building on the John Bolton recruitment and retention of staff. Roles and Principles of Reablement in delivery of To support staff, we had a focussed effort on creating personalised outcome focussed care enabling a practice guidance and local procedures guide people to remain at home for longer, reducing the along with a simplified Direct Payment Guidance need for residential care and/or long term support. and upgraded Disabled Facilities grant offer. This Reablement function delivered a highly effective discharge from hospital model in partnership with We implemented a Validation Forum to ensure County Durham and Darlington Foundation Trust. consistency of standards of practice, appropriate packages of care, and to understand demand, trends and market sufficiency. Our vision for Adult Social Care in Darlington 2023-2026 | 3 We had several successes including: Outcomes for the people we support The proportion of people The proportion of people The proportion of carers who use services who who use services who who receive direct have control over their receive direct payments payments daily life 80 50 45.5 100 93.6 77.9 42.2 85.4 85.1 86.9 78 40.2 40 36.5 35.7 80 74.5 76 74.5 74 30 60 72 70.9 70 69.1 20 40 68 10 20 66 64 0 0 2017-18 2018-19 2019-20 2020-21 2021-22 2017-18 2018-19 2019-20 2020-21 2021-22 2017-18 2018-19 2019-20 2020-21 2021-22 Outcomes for the people we support Delayed transfers of The proportion of older people (aged Long-term support needs of older adults 65 and over) who were still at home 91 (aged 65 and over) met by admission to care from hospital, days after discharge from hospital into residential and nursing care homes, per 100,000 reablement/rehabilitation services per 100,000 population 100 692.9 7 6.2 88.9 84.1 700 83.9 681.3 6 80 77.7 680 68.3 5 660 3.9 60 637.1 4 640 3 2.7 40 620 616.1 605.5 2 600 20 1 580 0 0 560 2017-18 2018-19 2019-20 2020-21 2021-22 2017-18 2018-19 2019-20 2020-21 2021-22 2017-18 2018-19 2019-20 2020-21 2021-22 4 | Our vision for Adult Social Care in Darlington 2023-2026 Our current position In December 2021 the Government published a This new Transformation Plan incorporates set of mutually reinforcing reforms which include Commissioning, Quality, Practice and Workforce the Health and Care Bill, Health and social care Development into a single plan along with the integration: joining up care for people, places and service reviews/redesigns that sat within the populations - a white paper which is part of the previous 2019 transformation plan. government’s commitment to transform the delivery The new Transformation Plan is also mindful of the of care in England, the Build Back Better: Our Plan demands and pressures post COVID, for example: for Health and Social Care and the adult social care reform white paper- People at the Heart of Care. Demographics These reforms were formalised via the Heath and Managing demand Care Act in April 2022 and can be categorised Impact of covid as follows: Workforce retention and capacity a. Fair Cost of Care exercise The national cost of living situation b. Charging Reforms including the Cap on Care Budget pressures c. ASC readiness for CQC Inspection Health inequalities d. ICS/ICP Development (Integration) Loneliness e. Liberty Protection Safeguards (currently DOLS) Mental health. These reforms resulted in a focus on the refreshing of Darlington’s Adult Social Care priorities. Therefore, through a series of workshops with teams across the People’s group we developed a new vision for adult social care that reflected the new Health and Social Care Act 2022, with the purpose of pulling together all activity into a single transformation plan that linked to the vision. NB: it notes that some of the reforms outlined in the Health and Care Act 2022 have been paused and our transformation implementation plan reflects this. Our vision for Adult Social Care in Darlington 2023-2026 | 5 The new Vision for adult social care in Darlington 2023-2026 We aim to create a friendly town where Children & Adults THRIVE Together and Inclusive Healthy and Safe Resilient and Strong Independent and Innovative Valued and Respected Educated and Aspirational Through this vision we will work together with underpinned by the Duties and Statutory Functions residents, partners and communities to enable of the Care Act 2014, with the emphasis on ensuring the people of Darlington to maximise their a person’s well being whilst providing support to independence, their wellbeing, to have care and people to prevent, reduce or delay the need for support when they need it and to empower them to ongoing support. contribute to and feel valued in their communities, 6 | Our vision for Adult Social Care in Darlington 2023-2026 The Transformation delivery plan 2023-2026 The delivery plan sets out into themes and strategic objectives and the ambitions within our THRIVE Vision and service plan priorities. Themes Strategic objectives Service user/carers engagement, feedback and co-production (the person’s voice is central to everything we do) Amazing practice/strength-based Ensuring Strength based approaches and practice working and workforce (working with partners and the community) Highly trained and skilled workforce working in line with internal strategies and procedures. Market developing, shaping and Commissioning Services to meet current and future need. commissioning (Creating the right Working wider community assets providing outcomes and making conditions) a real difference Effective Safeguarding - Ensuring people are supported in their caring roles to enable them to feel valued and empowered. Ensuring safety Ensuring continuity of care including supporting young people through to adulthood Strategic leadership and workforce development Systems, polices, procedures, practice guidance and governance (that support effective social work and social care practice) e.g. Care reforms - LPS, charging reform, data improvement. Inspection readiness- baselines, evidence collation Strategic leadership and workforce Efficient, well managed budgets delivering services and support development (Enabling delivery) within the budget, being response to pressures and anticipating demand. Intelligence led Service development and planning. Intelligence Led Business Planning Improved Digital and Communications (inc. web, information, self-service, use of technology) Our vision for Adult Social Care in Darlington 2023-2026 | 7 We plan to deliver this: We will ensure we are achieving our goals by having: ♦ Through the delivery of strength-based practice. ♦ One agreed transformation plan ♦ Quality monitoring to ensuring we are doing the ♦ Identified leadership. right thing, at the right time, in the right way. ♦ Working SMARTER. ♦ Effective use of resources and budgets. (Ensuring ♦ Consideration how we can do things differently. we send the Darlington pound wisely) ♦ High challenge with high support ♦ Supporting people to have jobs, homes and feel part of their community. ♦ A refresh of strength-based practice within Adult Social care teams ♦ Enable carers to be supported in their caring roles. ♦ Accountability through regular reviews of vision and service plan and transformation plan which ♦ Ensure we understand the legislation will be subject to routine monitoring, reflection and statutory guidance in our roles. and reporting. ♦ Innovative use of technology. ♦ Targets and milestones which are refreshed ♦ Engagement and co-production annually. with people with lived experience, ♦ Feedback from people who use staff, and partners. our services. 8 | Our vision for Adult Social Care in Darlington 2023-2026 We will base our transformation plan on the Think Local Act Personal key principles of Making it Real - I and We statements: Six Themes of Making it Real Wellbeing and Independence Living the life I Want, keeping safe and well Information and Advice Having the information I need, when I need it Active and Supportive Communities Keeping family, friends and connections Flexible and Integrated Care and Support My support, my own way When Things Need to Change Staying in control Workforce The people who support me Underpinning our vision and objectives will be Strategically we will continue to contribute within the quality assurance, performance and understanding integration agenda as the Integrated Care Systems of what good looks like. develop ensuring Darlington as a place has a voice and role within the system wide ambitions. As we embed the transformation plan, we will continue to deliver on our core operational activity as business as usual. Our vision for Adult Social Care in Darlington 2023-2026 | 9 Delivery structure The Transformation Plan will be owned by adult Each project will have a monthly meeting (project social care service. It has been developed team, project manager and service lead) to assign following several workshops with service actions and track progress. managers, heads of service, team managers, The project plan will detail each key deliverable commissioners, contracts and finance and shared and milestone - these will form the basis of the with teams to seek feedback and ownership. Programme Reporting - RAG rated based on Each individual project will have an assigned time, cost and quality. service lead and where needed, a named The progress of each project will be monthly to Project Manager. the designated theme lead via a highlight report There will be a programme management and by exception to Senior Leadership Team who approach to the delivery of the objectives. will operate as the Programme Board. Within the programme will be a series of projects. Transformation programme support will be used Each theme in the programme has key strategic to assist with the reporting arrangements to objectives and key success criteria which will be Senior Leadership Team (the programme board) the overall measure of the theme’s success. and project support will be assigned to complex or high priority pieces of work. Each project should identify the resources (who and when and any costs) needed to deliver which will form part of the project plan, enabling Senior Leadership Team to reprioritise where there is a clash of resource need. Governance arrangements Each theme lead is accountable to Adult Social Highlight reporting through Directorate Care Senior Leadership Team Leadership Team Theme updates - monthly at Senior Leadership Yearly review and refresh of the plan will Team (RAG rated via a highlight report, with take place. discussion around exceptions i.e. those not adhering to time, cost or quality) Highlight report via programme manager to Assistant Director/Director on overarching transformation plan progress monthly prior to Senior Leadership Team (programme board) operating on a No Surprise basis. 10 | Our vision for Adult Social Care in Darlington 2023-2026 Engagement and Co-Production Darlington Borough Council is committed to We recognise that we are stronger when we work engagement and working in co-production with together and therefore our engagement and co- people, carers and families in Darlington ensuring production strategy will recognise the value in that people are enabled to have a voice to express relationships and partnerships at both a strategic their current experience of adult social care and level, through formal structures such as the health shaping, through co design opportunities work with and well-being Board, Integrated Commissioning us to review how services can improve and build on Board committees, and Local Area Delivery Boards, better support and services for the future. alongside more localised placed based meetings, as well as operational activity and joint commissioning. We are committed to ensuring people are at the heart of all we do and within our quality and These formal and informal arrangements will include improvement processes we ensure we evidence we engagement, coproduction and communication with: do this in practice and meet our service priority: Partners and stakeholders We are developing an Engagement and Co Voluntary and community sector production strategy which aims to outline our approach to actively arrange opportunities to People who require support and their carers meet with and involve people with regards to The People Group and wider council including early engagement on new service proposals and housing, economic development and growth. reviewing how we are doing and building positive joint equal partnerships with people and local groups within a cycle of activity. We have adopted the principles of TLAP (Think Local, Act Personal) with National Voices collating priorities of what people expect from adult social care. 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