Agenda item

The Panel received a quarterly update on progress against the Adult Social Care CQC (Care Quality Commission) Improvement Plan, presented by the Adult Social Care Service Improvement Manager. 

Members were advised that the CQC assessment had resulted in adult social care services being rated ‘requires improvement’, which triggered the development of a formal Improvement Plan aligned to the CQC’s assessment themes.  The CQC report had been published in February 2025, and progress against the Improvement Plan was monitored through the Improvement Programme Board and Councils scrutiny.  It was also noted that the quarterly progress updates submitted to the Department of Health and Social Care had resulted in de-escalation from formal monitoring. 

The Service Improvement Manager outlined the structure of the Improvement Plan, which consisted of one corporate project, six directorate level projects, and several key initiatives and business-as-usual improvements.  Governance arrangements included oversight through the Programme Management Office (PMO), monthly reporting to the Programme Board, and risk and performance monitoring through project plans and Risk, Assumptions, Issues and Dependencies (RAID) logs.

Key focus areas arising from the CQC report were highlighted, including developing a clear vision and strategy, improving support for unpaid carers, and strengthening the workforce strategy with an emphasis on:

•         Equality, diversity and inclusion.

•         Tackling digital exclusion.

•         Enhancing the promotion and visibility of services.

•         Embedding partnership working.

•         Undertaking a deep-dive review of homelessness and related vulnerabilities.

Members were informed that these priorities had been translated into formal projects with clear delivery and governance arrangements.

Additional initiatives included the development of a new performance framework, the rollout of transcription tools to support social workers, and the implementation of a conversational approach to wellbeing and care planning. 

During discussion, Members explored how the Improvement Plan aligned with the wider Council Plan and directorate priorities.  It was confirmed that the plan was being reviewed jointly with the Programme Management Officer Lead to ensure alignment with corporate objectives and that performance measures were consistent with the Local Government Outcomes Framework.

Members welcomed the emphasis on restoring a strength based, relational approach to social work practice.  The Director of Adult Social Care and Health Integration explained that the ‘Three Conversations’ model had been integrated across teams, supported by regular team huddles and reflective practices.  This approach focused on understanding individual needs, strengths, and aspirations, which had represented a shift away from process driven practice.  The rollout of this model was described as a significant milestone in improving practice and culture.

The use of digital tools and transcription software was discussed.  Members were advised that mobile technology and transcription tools supported social workers to spend more time with service users and less time on administrative tasks.  Early evidence suggested improved recording quality and increased direct contact time.  While the primary benefit was improved capacity and quality rather than direct savings, baseline data was being developed to evidence time savings and cost avoidance.

In response to questions on digital inclusion, Members were informed that work was underway with partners to refurbish donated digital devices and provide them to residents who lacked access to technology.  Support was also being provided to help people develop digital skills, including online shopping, prescriptions and maintain contact with services, to ensure residents were not excluded. 

Members asked about support for unpaid carers and whether gaps remained.  The Director of Adult Social Care and Health Integration outlined the range of services available to carers, including practical support.  It was noted that discussions with Redcar and Cleveland Carers Together and feedback provided to the CQC had identified gaps, particularly around sitting services and respite.  Work was underway to strengthen the user experience and partner services with carers, recognising their role in shaping effective support.

A Member quired the main risks to delivering the Improvement Plan.  The Director of Adult Social Care and Health Integration explained that the CQC inspection was the first of its kind for adult social care and that the framework had been challenged nationally.  The factor of an interim Chief Executive Officer at the time of inspection had also been a factor; however, this had since been resolved.  The Council had narrowly missed a higher rating and was better prepared for future inspections.  A strong emphasis was being placed on partnerships and capturing the voice of people using services, supported by Healthwatch.

Members discussed increasing demand and financial pressures.  The Director of Adult Social Care and Health Integration confirmed that while demand had risen, the most significant challenge was the increasing complexity of need, including mental health issues, learning disabilities and aging-related factors.  Funding pressures had limited investment in recent years; however, the latest funding settlement placed the Council in a stronger position to manage demand and further develop preventative approaches.

Mental health trends were also discussed, and the impact of austerity was highlighted, the Covid-19 pandemic and reduced early intervention, particularly for young people transitioning from children to adult services.  A correlation between substance misuse and mental health need was noted.

Members asked about case volumes, review processes and engagement with carers.  It was confirmed that statutory reviews were undertaken annually, although a backlog had developed due to staffing pressures.  Work was ongoing to address this.  It was acknowledged that not all carers wished to engage digitally, and alternative contact methods, including regular check-ins and peer support groups, were being explored.

Homelessness and the impact on adult social care was discussed.  The Director of Adult Social Care and Health Integration reported that homelessness was increasing, and rough sleeping was on the rise and continued to place pressure on services.  A review of homelessness services was underway, alongside close working with the Strategic Housing Lead to develop clear pathways.  While temporary accommodation was available, the lack of permanent housing remained a challenge.  It was emphasised that the homelessness team was delivering positive outcomes, although progress often took time which required persistence, compassion and empathy.

NOTED.