Agenda item

Katy Lewis, Carers Strategy Manager, to present an update on the delivery of the Carers Strategic Framework

The Chair introduced Katy Lewis, Carer’s Strategy Manager to present the item.

 

The Carer’s Strategy Manager explained they intended to provide an update in relation to activities that contributed to the priorities of the Carer’s Strategic Framework.

 

The Borough That Cares Strategic Framework would conclude its three year term in March 2025.  The presentation delivered highlighted work undertaken during that period and focussed on the following areas:

 

Focus 1 - Carers Cornerstones

Focus 2 - Creating Communities of Support 

Focus 3 - Carer Friendly Borough

 

The Borough That Cares Strategic Group was formed to co-produce The Borough That Cares Strategic Framework 2022 – 2025.

 

The Strategic Group completed its objectives in October 2023 and was closed down having done its job, and The Borough That Cares Network was formed in November 2023.

 

Following terms of reference being agreed, the aim of the Network was to cast the net wider and increase representation of the carers of Rotherham. The Carer’s Strategy Manager expressed the view that the Network’s objectives and composition was much better as a result and had generated a positive inclusive culture.

 

One achievement was the work undertaken to support the stabilisation of voluntary sector carer groups and services. 

 

In May 2023, £100k from the Better Care Fund was allocated to the provision of small grants of up to £5k for projects to improve the health and wellbeing of carers.  A total of 19 grants were awarded to projects including physical activity, art therapy, mindfulness, creativity and crafts, and organisations were linked with Voluntary Action Rotherham (VAR) for stabilisation and to support with future funding bids.

 

Contact with those organisations was maintained and were being used to maximise access to hard to reach groups with respect to co-production, and with a particular view to those with protected characteristics.

 

Throughout, information, advice and guidance were refreshed based on information gleaned through partners, the Carers Conversation programme and through broader engagement interactions at events such as the Rotherham show.

 

This allowed the Council website to be updated, with Carers information pages re-designed in readiness for the launch of a new corporate digital platform.  This was designed to be a central hub of information and was populated with information, links and support signposting.

 

Within Adult Care, there were ‘Community Connectors’ who had gathered information over a number of years which was used to create a carers directory which was also included on the web pages, available in PDF format and printable so that it could be shared with advice navigators to ensure that it would reach the people who needed it.

 

There was also a bi-annual carers newsletter, 4 editions of which had been published, and aimed for co-production with the Carers Network for future editions.

 

With respect to Focus 2, the Carer’s Strategy Manager was a member of the Yorkshire and Humber Carers Lead Officer Network and the Rotherham Dementia Group.  This helped to map the activity of other groups.  The composition of the Yorkshire and Humber Carers Lead Officer Network was explained together with the work undertaken and the type of issues discussed.

 

They formed the Unpaid Carers Multi-Agency Strategic Group and once the network was established and growing it became apparent that issues were brought to the table but there was uncertainty regarding the appropriate way forward to achieve required service improvements, so the group was formed including representatives of larger organisations which, whilst they did not necessarily support the need of carers, did come into contact with them through the natural course of day-to-day business. Members included the Carers Strategy Manager, Adult Social Care, Children and Young Peoples Services (CYPS), South Yorkshire Integrated Care Board (SYICB), Rotherham, Doncaster and South Humber NHS Trust (RDaSH) and Voluntary Action Rotherham (VAR).

 

They were also in place to contribute to the co-production of the next Strategy.

 

There was a Dementia Service’s mapping exercise undertaken to ensure maximum reach of commissioned services within available budgets, ensure there was no overlapping and that any gaps in provision were bridged.

 

Work had been undertaken with CYPS to identify young carers and consider their transition into Adult Care Services.  This was a large piece of work which remained ongoing.  As a result of work undertaken, CYPS had widened the scope of the contract to meet the needs of the wider cohort of young carers.

 

The intention was to bring the two Services together and provide a more cohesive transition process and was due for implementation in April 2025.

 

A co-production programme was also introduced to find out exactly what people did to improve their health and wellbeing.  The care associations were a big part of the co-production work. This garnered helpful insight which had informed future commissioning processes.

 

There was a four dimensional co-production platform in place including the parent carers forum for self-care voice, and which drew on intelligence from larger organisations through the multi-agency group and the Adult Care Co-Production Board.

 

Work was continuing to make the Council’s web pages the hub for care information and it was being promoted as such with staff, amongst professional networks and associated services.  Work had also been undertaken with partners in Public Health to populate the Council’s Data Hub with information relating to the demography of carers in Rotherham. This had benefitted service planning and development.  There were plans to augment this further with equality and diversity data.

 

A Carer Friendly Community was established which held a Carers Week, promotional days twice annually and co-produced events. There was an increased and more visible social media presence with support from the Communications Team, further enhanced through strengthened links with VAR.

 

With respect to Focus 3, Adult Care Carer Link Officers were established within the Adult Care and Integrations Supporting Independence Team, to provide additional capacity primarily for the completion of Carer’s Assessments, and information provision.

 

The Adult Care Carers offer was reviewed in conjunction with Heads of Service, as there had been significant efforts to get the message to the public and partners, so there was the need to ensure this was communicated internally.  Work in this area was ongoing.

 

Information Navigator roles were introduced associated with contracts that were in place to support people to find the advice and information that they wanted.  This was particularly important for people who were less digitally savvy, and allowed them to link with someone who could direct them.

 

In relation to next steps, it was felt that the current strategic framework had established a strong foundation, and the time was right to shift focus in the forthcoming Carers Strategy which would consider:

 

-     NICE Guidance (NG150) supporting adult carers

-     Prevention and early intervention

-     Young Carers transition to adult Carers

-     Improving equality data held

-     Completion of an Equalities Analysis 

 

It was acknowledged that young carers were not always visible and ways to improve so early intervention and prevention in this area were a targeted area for improvement.

 

There was also the intention to ensure that the Adult Care Co-Production Board (RASCAL) enabled carers to influence service design, alongside professional and the voluntary and community sector.

 

The Chair thanked the Carers Strategy Manager for the presentation and invited questions from members.

 

The following points were made and issues raised and responded to during the discussion that followed.

 

-         Having services and support in place to support carers who were not digitally enabled was considered advantageous.

 

-         It was confirmed that there were clear links to Rotherhive and Gizmo, both of which were frequently referred to during communications and newsletters.

 

-         It was noted that one of the four objectives for the Integrated Care Partnership was supporting the whole workforce involved in health and care services, some of whom were themselves carers. It was suggested that, where connections not already in place, that it would be beneficial to make contact with the Chief People Officer at the ICP, Christine Joy, to establish links.  It was acknowledged that this was an area where greater collaborative working could be pursued for mutual benefit.

 

-         It was acknowledged that it had been difficult for established carers to access services and support, and even more so for those who had very recently been exposed to the carer role due to dynamically changing circumstances.  It was felt that it was important that TRFT staff were clear on the relevant contact and understood their role and responsibilities in supporting the work being undertaken, and how to better support that.

 

-         The need to be proactive in identifying young carers was discussed along with the methods employed to ensure they were identified effectively.

 

-         It was acknowledged that historically, recognition of young carers had resulted from caring responsibilities effectively placing them at risk and there was the need to extend the scope alongside the contract, strengthen links with schools and colleges, and be more innovative in the methods used to identify young carers.

 

-         It was agreed that the 2026-2029 Carers Strategy would be submitted to  the Health and Wellbeing Board at the appropriate stage.

 

Resolved:-  (1)  That the need for co-production of a revised Carers Strategy 2026-2029 be noted.

 

(2)  That the Adult Care Co-Production Board (RASCAL) enables carers to influence service design, alongside professionals and the voluntary and community sector.

 

(3)  That it be ensured that there was carer involvement in the LGA Peer Assessment and CQC Assurance process.