Report of the Executive Director of Adult Social Services

This report provides Scrutiny with a further update on the Better Outcomes Better Lives Transformation Programme and an update on Adult Social Care Commissioning, including the latest refresh of the MLCO Commissioning Plan.

The Committee considered the report of the Executive Director of Adult Social Services that provided a further update on the Better Outcomes Better Lives (BOBL) Transformation Programme and an update on Adult Social Care Commissioning, including the latest refresh of the Manchester Local Care Organisation (MLCO) Commissioning Plan.

Key points and themes in the report included:

·         Providing an introduction and update in relation to BOBL across a range of activities;

·         A description of the central aims of the MLCO Commissioning Plan;

·         Consideration of the other commissioning priorities and developments 23/24; and

·         Conclusions.

The Committee also received a video presentation submitted by Darren Knight, Chief Executive, George House Trust that provided testimony of working with commissioners.

Some of the key points that arose from the Committee’s discussions were:

·         Welcoming the format of the report and the use of plain English;

·         Recognising the benefits of integrated health and social care teams and services;

·         What planning was being given to respond to future demands on services, noting the ageing population;

·         How would the work described address health inequalities;

·         Could a citizen or a professional acting on their behalf request a reassessment of their individual care needs in the event of a change in their circumstances; and

·         Noting the challenge presented by staff recruitment and retention across the care sector and what was being done to address this.

The Assistant Director, Commissioning stated that consideration was given to planning for future demands and demographic trends. She commented that commissioners were alert to the issue of residents with complex long-term conditions and disabilities; and those residents due to transition into Adult Social Care (post 18). She stated that using evidence-based analysis this then informed all considerations and future planning, noting that wider issues and solutions, such as appropriate housing adaptations were considered. She drew Member’s attention to the Extra Care Housing report that had been considered by the Committee at their meeting of 22 June 2022 as one example of this approach and planning. She commented that commissioning was responsive to gaps in provision and referenced how feedback from frontline Social Workers was captured and informed this decision-making process. The Director of Market Development referred to the activities to engage with providers to identify pressures and understand capacity across the sector. He referred to the Innovation Labs that had been established to facilitate and support this ongoing dialogue, adding that the citizen’s voice was evident in these conversations with providers.

The Director of Market Development further commented that the pandemic had exacerbated staffing issues that had already existed across the external care market. He described that improved relationships and dialogue with the external care sector had been established. He advised that the Council had supported with the hosting of job fairs to support the sector and many employers were now paying the Living Wage, in addition test and learn pilots had been delivered to support and develop staff, commenting that this would contribute to staff retention. He commented upon the improved relationship and understanding that now existed between commissioners and the external care provider market. 

The Assistant Director, Commissioning advised that work had been done to consider inequalities mapping and to understanding the needs of various communities, and they were working with the newly appointed Joint Director, Equality, Inclusion and Engagement to consider how this area of work could be strengthened, particularly in relation to hidden need. She added that Equality Impact Assessments would inform all decision making. She further commented that coproduction and lived experience were central to commissioning and there was a commitment to this, adding that recruitment to a post to specifically support this work was currently underway and further information on this activity would be provided in future update reports to the Committee. The Director of Public Health stated that a comprehensive update report on the Making Manchester Fairer Plan was due to be considered by the Committee at their October meeting.

In response to a question from a Member, the Assistant Director, Commissioning stated that BOBL was predicated on strength-based conversations with citizens to understand what was important to the person to support their independence and wellbeing so as to then deliver the appropriate support for that individual. She advised that there was a duty under the Care Act to undertake a review of a package of care with a person, adding that individuals or professionals could request a care assessment again if their needs changed. She commentated that the learning of the Unpaid Carer Survey model would be developed and rolled out more widely with a view to assessing citizen satisfaction. She further referred to the Early Help Offer in North Manchester that could act as a triage service for citizens to identify means of immediate, low-level support that could be accessed pending a full formal assessment.

The Chief Executive of the Manchester Local Care Organisation described the positive outcomes of the integration of health and social care across Manchester. She advised that BOBL provide a sound foundation on which to engage with NHS partners to create and deliver services that responded to citizens needs and utilise all available resources.

Decision

To note the report.