Agenda item

Purpose

The report is for information only and the purpose is to update the Cabinet Member for Health, Wellbeing & Social Care as to progress against the Adult Social Care Strategy.

Angela Dryer, Director of Adult Services, introduced the report, noting that the Adult Social Care (ASC) Older Persons Care Strategy is anticipated to bring financial balance by the end of 2021/2022. Part of the long term strategy is for individuals to look at their own needs much earlier using resources available in their local communities to support them. Technology is used to enhance support rather than replace it, for example, the app used in domiciliary care to track carers' visits. The new Community Catalyst role aims to give more individuals more choice and control over what they would like. ASC is reasonably confident they can be financially sustainable by 2021-2022 and the financial budget plan shows the service as coming close to a balanced position by the end of the year, assuming savings are achieved but this has been mitigated against.

In response to questions from members the Director clarified

Much of the Transformation Fund money was for starting projects. The closure of Edinburgh House and Hilsea Lodge generated some income, Hilsea Lodge in particular as it closed earlier than anticipated. A reserve of up to £1 million was agreed with the S151 Officer so that some of the funds can be drawn on over the next 12 months for some of the new projects. Robust governance requires bids for projects to be considered by the Senior Management Team (including the Finance Manager). Bids have to be approved from a business and financial sustainability perspective by the ASC Director and Finance Manager respectively. Projects will be reviewed quarterly and if they are not delivering milestones they may stop. No projects will be agreed unless the exit or funding strategy is clear.

ASC did not want to ask for an unlimited pot of money as a reserve with a framework enables them to see where spending is successful. ASC do not know how much funding they will receive each year from central government. The projects enable ASC to be sustainable if no further government funding is given. Members thought it was prudent to set aside some money for upfront costs as sometimes managers cannot implement change as there is no funding to do so.

Councillor Winnington noted that everything ASC does has to focus on what is needed and whether it complies with the strategy rather than what is "nice to do." There will be a "refresh" of the December 2018 ASC conference next month with the same people to see how health and care can be improved city-wide. If the financial load is spread throughout the community then there is less financial impact on the council.  

Councillor Winnington noted that joint ongoing work with the hospital on winter pressures was extended throughout the year. Despite difficulties, there are positive results such as Southern Health and Solent NHS working better together over discharges. The domiciliary care re-design is a "paragon" of how to work well with private providers and gain their support. The 2018 conference helped start engagement and conversations. The most important point is to look at gaps in provision; the right provision at the right time saves money.

Councillor Winnington thanked the ASC team and said he was looking forward to the conference and the wider work being done across Portsmouth. He hoped the next report would show how ASC was moving forwards.

The Cabinet Member for Health, Wellbeing & Social Care noted the report.