Agenda item

Nathan Atkinson, Assistant Director Strategic Commissioning to report

Further to Minute No. 17 of 20^th July, 2017, Nathan Atkinson, Assistant Director Strategic Commissioning, presented the final published year end performance report 2016/17 for Adult Social Care.

Appendix 1 of the report submitted was a refreshed final table of year end performance which also showed the Direction of Travel and relative benchmarking positions against comparative councils in Yorkshire and Humber region and national rankings.

The performance highlights for 2016/17 included:-

-          Of the 28 Adult Social Care Outcome Framework (ASCOF) measures outcomes, 8 had improved, 3 maintained performance and 16 declined (one Indicator was new for 2016/17)

-          Performance on Delayed Transfers of Care attributable to Social Care or both NHS and Social Care continued to improve

-          Outcomes for people after a period of short term support (Reablement) remained in the top 3 of all Yorkshire and Humber authorities

-          Areas of challenge included supporting individuals in receipt of services within Learning Disabilities and Mental Health needs to gain and sustain paid employment

-          Performance with regard to how care and support was personalised continued to place Rotherham in the bottom 3 of the Yorkshire and Humber authorities

-          Satisfaction of service users and carers remained high when compared regionally and nationally

Discussion ensued with the following issues raised/highlighted:-

·           The implementation of Liquid Logic had led to better data and a better understanding of what was happening.  Good real time information and engagement with customers and carers was emphasised

·           The Cabinet Member had challenged and tasked Rotherham Adult Social Care to be outstanding within 3 years

·           The Improvement Plan was refreshed every 3 months.  It was currently in the process of being refreshed as one of the things that the first tranche had really focussed upon was stabilising and making safe so the focus had very much been on sorting out unallocated work, ensuring Safeguarding was as robust as possible and dealing with any issues that had not been dealt with in as timely manner as they should have been.  The Strategic Director had made it very clear that the actions within the Plan had to be delivered to time and in accordance with timescales

·           The Improvement Plan was governed by the Adult Care Improvement Board which was Chaired by an Independent Person (Andrew Cozens from the Local Government Association).  Within that there was professional challenge which was required because there was a lot of work to be done in Adult Social Care to get to where it wanted to be as an outstanding service

·           The journey was showing positive signs in terms of the direction of travel, some of the data around the Single Point of Access and the referral routes of where people were going

·           There was a lot to do.  It would be worth having some degree of scrutiny of the Plan

·           The Directorate wanted to strengthen the “front door” in response to some of the findings from the report.  Historically, when someone presented to the Rotherham front door they received far more support per head than they perhaps would in other councils.  This was part of the assessment process and one of the reasons why it needed to be resolved.  In terms of the 18-64 year olds referred to in the report, the numbers were primarily those with learning disabilities, physical disabilities and mental ill health whose health prevalence rates in Rotherham were higher than most of Yorkshire and Humber again some of which was historical.  In terms of the overall numbers in support this remained relatively static around 4,000 excluding mental health and 4,500 including mental health but they were much more complex needs requiring more support

·           There was a legacy group of people that received support currently which, if presented today, might get a better offer

·           70% referred to new people that requested support last year. Last year the higher than average support for 18-64 (80% more) and 65+ (30% more) was largely due to historic practices

·           Now seeing people diverted from first point of contact and providing more information and advice to prevent that reliance on services

Resolved:- (1)  That the report and final published year end performance results be noted.

(2)   That discussion take place with regard to future reporting of the Adult Services Care Outcome Framework measures.