Agenda item

Report of the Strategic Director of Adult Care and Housing

Cabinet Member:     Councillor Roche

Commissioner:         Ney (in advisory role)

Recommendations:

1. Cabinet is asked to:

a)         Approve the key principles for the adult social care pathway as outlined in section 5 which clearly defines the aspirations and the overall offer to the residents of Rotherham and underpins the Adult Social Care Vision and Strategy (March 2016).

b)         Approve that a Prevention and Technology Strategy is developed in line with the Care Act 2014 by August 2017 for all user groups.

c)         Approve a 12 week period of consultation with customers, staff and stakeholders on the options for Oaks Day Centre (Wath), and following the completion and analysis of the consultation agree to receive a further report outlining future recommendations.

d)         Approve a 12 week period of consultation with customers, staff and stakeholders on the options for Addison (Maltby) and following the completion of the consultation and analysis agree to receive a further report outlining future recommendations.

e)         Approve a 12 week period of consultation with customers, staff and stakeholders on the options regarding the re-provision of respite care to enable a closure of Treefields and Quarryhill respite and following the completion and analysis of the consultation agree receive a further report outlining future recommendations.

f)          Approve the retention of the REACH Day service with the option of reviewing the current accommodation.

g)         Note that all current customers will be individually re-assessed to ensure they receive the appropriate package of care.

h)        Approval to receive final proposals following analysis of the consultation responses.

Consideration was given a report which further built on the outlined direction of travel provided within ‘“Consultation on the Modernisation of the Learning Disability Offer and the future of In-House Services for Adults with a Learning Disability and/or Autism’ that was reported to Cabinet in November 2016 and set out the subsequent next steps and recommendations for consideration

It was reported that the review of the Learning Disability Offer and future of In-House Services for Adults with a Learning Disability and/or Autism was integral to the Council’s overall vision for transforming Adult Social Care. This entailed developing a Service that would enable people with a learning disability to:

·         have the opportunity to get a job and contribute to their community

·         have the opportunity to choose where they live and have access to a good quality health service

·         be kept safe and protected from all forms of exploitation

·         access services of the highest quality which make a difference in assisting people to be as independent as possible

·         offer services that are affordable, are personalised and are what people would want to choose

It was noted that the steps that had been taken over the previous two years had built on the principles of the Care Act 2014 and the need to enhance the Council’s offer to move away from an offer of traditional based support to a model which promoted independence for young people and adults. However, it had been recognised that some customers with significant and complex needs would require support in a safe and secure environment but optimising their independence wherever possible.

In order to achieve this, the Council would need to work more closely with users, family carers, and key partners from the Rotherham Clinical Commissioning Group (RCCG), Rotherham, Doncaster and South Humberside Trust (RDaSH) and Health Stakeholders. There would need to be a focus on timely advice and information, technology and the delivery of improved outcomes for people in more cost effective ways, with an emphasis on what people can do rather than what they are unable to do. In real terms, this meant that people would have access to enablement services to ensure people’s independence would be optimised as much as possible and this would be to ensure their best outcomes. This would include employment opportunities, leisure opportunities and a real choice as to where and how they live. The current building based offer of day care, respite and residential care could restrict the independence, choice and control of current customers and was not cost effective, although it was still considered that such care remained appropriate in the short to medium term for a small cohort of people with complex needs. In addition, it was recognised that the Service spent £21.5m (2016/17) on Learning Disability Services for approximately 725 people. The proposed new service ‘offer’ had to be supported by proactive and innovative commissioning.

The approach was outlined in the Cabinet Report of 26 May 2016, which would shape future services, ensuring there was a choice for people to access their support in a different way, such as being based in supported living or using shared lives rather than defaulting to residential care. The agreed commissioning approach would ensure that the market responds to the needs of individuals now and in the future. This would continue to be co-produced with people with a learning disability to facilitate the shaping of the market and in so doing inform the quality of support and the management of risk.

In order to support that process, the Council had commissioned Community Catalysts to develop small local and community based options that would offer individuals a range of activities to meet their support needs. This would also increase the preventative offer so those people who need short term assistance could build confidence or make contacts with relevant support groups. There would also be a focus upon providing an enablement service which was not currently provided when the Council reviewed the enablement offer, and there was evidence and good practice which showed the positive impact on people’s outcomes when reablement was used effectively.

Resolved:-

1.    That approval be given to the key principles for the Adult Social Care pathway as outlined in section 5 which clearly defines the aspirations and the overall offer to the residents of Rotherham and underpins the Adult Social Care Vision and Strategy (March 2016).

2.    That approval be given to a Prevention and Technology Strategy to be developed in line with the Care Act 2014 by August 2017 for all user groups.

3.    That approval be given to a 12 week period of consultation with customers, staff and stakeholders on the options for Oaks Day Centre (Wath), and following the completion and analysis of the consultation agree to receive a further report outlining future recommendations.

4.    That approval be given to a 12 week period of consultation with customers, staff and stakeholders on the options for Addison (Maltby) and following the completion of the consultation and analysis agree to receive a further report outlining future recommendations.

5.    That approval be given to a 12 week period of consultation with customers, staff and stakeholders on the options regarding the re-provision of respite care to enable a closure of Treefields and Quarryhill respite and following the completion and analysis of the consultation agree receive a further report outlining future recommendations.

6.    That approval be given to the retention of the REACH Day service with the option of reviewing the current accommodation.

7.    That it be noted that all current customers will be individually re-assessed to ensure they receive the appropriate package of care.

8.    That final proposals be received following analysis of the consultation responses.