To consider the submitted report on the above.

The Director of Adult and Community Services - Anna Coles, the Deputy Director of Adult Social Services - Sharon O’Reilly and the Care Quality Commission (CQC) Lead for Torbay Council - Michelle Penna provided an overview of the submitted annual Adult Social Care Self-Assessment and responded to questions.

Members raised the following points:

·                how were people receiving direct payments supported to manage PAYE and ensure they have sufficient cover;

·                Disability Focus implies that they support people with disabilities but there were many people over 65 years of age who take up direct payments how were they supported;

·                the report identified that broadly there was sufficient care provision but there remains a challenge regarding complex needs across the whole market, an example was given of a young person who left hospital under 18 years old and was now over 18 years old and had not been able to find suitable accommodation, how was this supposed to be managed;

·                how was Adult Social Care working with the Housing Team to improve supply;

·                how could the Council influence the Government to provide more money for adaptations to help people live at home; and

·                was the Care Quality Commission (CQC) Inspection covering all health and social care areas.

The following responses were provided:

·                The Council had a seven-year contract in collaboration with Devon County Council with Disability Focus to provide support to clients to manage PAYE.  This was being reviewed in 2025 to see what was required moving forward to ensure that the contract was offering what the clients needed and to ensure appropriate improvements were put in place.

·                The aim of the project was to de-myth direct payments and make it as easy as possible for people who could benefit from having additional control over how their support needs could be met regardless of age or disability.  As well as working with the social care workforce so that they were not frightened of them.  This would be ageless and include those transitioning from Children’s Services into Adult Social Care, those with lifelong needs and older people who require support, accessible to all.

·                The Adult Social Care Team works closely with Children’s Services colleagues in the Council and it was acknowledged that there were challenges from being a child moving into adulthood due to changes in legislation and health issues from paediatrician to health provider.  Over the last two years Panels that met had child and adolescent mental health, education and adult social care representatives to look at those who were likely to be needing support from 14 years of age and monthly meetings for people aged 16 plus, to join up the approach to their support needs.  There remained a challenge around suitable accommodation for those with challenging needs.  Complex care meetings have been introduced with commissioners of adult social care and other members who work with people who need independence and how to move them forward.  Housing needs could also fall outside the remit of Adult Social Care with demand outstripping supply.

·                The Adult Social Care Team was working with the Head of Strategic Housing and Delivery analysing what housing was needed as a system and who might draw on adult social care.  This had been delayed due to decisions around housing provision and not previously having any Council owned housing stock and relying on housing associations to shape the market for a long time.  The Housing Strategy includes an ask around adult social care which gives a long-term list with social housing, hotels to homes policy and considering adult social care and health needs moving forward.  Even where funding was identified it takes three to five years to realise.  Developers were reluctant to develop supported housing to help people live independently as social care funding was not stable and there was no long-term Government policy to assist this.

·                The Government had announced more money for adaptations, but housing provision would be provided by a registered provider market.  The Director of Adult and Community Services has fed into the Housing Delivery Plan with the Council’s responsibility being to develop the business cases to ensure they stack up.  The Sub-Board would be holding the Director of Adult and Community Services and Director of Pride in Place for the delivery of the housing across Torbay, including suitable housing for adults with social care requirements, working across wider Directorates.

·                The CQC Inspection was of the Local Authority only, the NHS were subject to separate inspections.

·                It was highlighted that the areas for improvement included attention to the fact that the Council was the sixth highest area in the Country for carers providing more than 50 hours of care a week.  There was a need to consider replacement care, direct payments and review the length of waiting times.

Resolved (unanimously):

1.       that the Adult Social Care and Health Overview and Scrutiny Sub-Board note the contents of the submitted report on the Adult Social Care Self-Assessment and the areas identified for improvement;

2.       that the Chief Executive of the Torbay and South Devon NHS Foundation Trust be requested to provide the Adult Social Care and Health Overview and Scrutiny Sub-Board with updates on the areas identified for improvement in the Adult Social Care Self-Assessment on a quarterly basis; and

3.       that the Director of Adult and Community Services and Director of Pride in Place be requested to report back to the Sub-Board in six months’ time on what action has been taken in response to appropriate adult social care housing provision.