Directorate Plan 2021 to 2024

Directorate

Health and Adult Social Care

Responsible Officer

Rob Persey - Executive Director

Signed off by

Chief Executive, April 2021

Last Updated

27 April 2021

Health and Adult Social Care glossary

Abbreviation Meaning

AD

Assistant Director

AMAP

Approved Mental Capacity Act Professionals

BAME

Black, Asian, Minority & Ethnic

BCF

Better Care Fund

BCP

Business Continuity Plan

BHCC

Brighton & Hove City Council

CCG

Clinical Commissioning Group

CMDB

Corporate Modernisation Delivery Board

DMT

Directorate Management Team

EIA

Equalities Impact Assessments

EU

Eurpean Union

HASC

Health and adult social care

HWB

Health and Wellbeing Board

ICON

Icon is a programme that provides information about infant crying and how to cope

IT&D

Information Technology and Digital

JSNA

Joint Strategic Needs Assessment

LGTBQ

Lesbian, Gay, Bisexual, Transgender & Queer or Questioning

NHS

National Health Service

NHS

National Health Service

PCN

Primary Care Network

PCN

Primary Care Network

PIPOT

People in a Position of Trust

SID

Sussex Integrated Data

SIP

Service Improvement Panel

SPFT

Sussex Partnership Foundation Trust

SPOC

Single Point Of Contact

VCS?

Voluntary & Community Sector

 

Corporate Plan 2020 to 2023 Outcomes and Actions

Outcome

1. City to call home

Key area of action

1.1 Reduce homelessness and rough sleeping

1.2 Provide genuinely affordable homes

1.3 Improve private rented housing

1.4 Improve council housing

1.5 Make better use of existing housing capacity

Outcome

2. City working for all

Key area of action

2.1 Build community wealth

2.2 Transition to a sustainable economy

2.3 Support local businesses and charities

2.4 Enhance skills and provide housing for the city’s workers

2.5 Develop our visitor economy

Outcome

3. Stronger city

Key area of action

3.1 Tackle crime and antisocial behaviour

3.2 Increase participation in civic and community life

3.3 Address the causes of poverty and its impact on our communities

3.4 Improve access for disabled people

3.5 Remain a proud City of Sanctuary

Outcome

4. Growing and learning City

Key area of action

4.1 Support high quality early years provision

4.2 Ensure that schools continue to improve and all children do well

4.3 Ensure that no child or family is left behind

4.4 Deliver high quality youth services

4.5 Promote lifelong learning and transition into adulthood

Outcome

5. Sustainable City

Key area of action

5.1 Become a carbon neutral city by 2030

5.2 Create and improve public open spaces

5.3 Reduce, re-use and recycle

5.4 Develop an active and sustainable travel network

5.5 Promote and protect biodiversity

Outcome

6. Healthy and caring City

Key area of action

6.1 Increase healthy life expectancy and reduce health inequalities

6.2 Support people to live independently

6.3 Support people in ageing well

6.4 Support carers

6.5 Ensure that health and care services meet the needs of all

Outcome

7. Council Attributes

Key area of action

7.1 Measuring our progress

7.2 Well run council

7.3 Fair and inclusive council

7.4 Modernising council

7.5 Customer promise

7.6 Our Workforce

7.7 Working in partnership

Directorate Objectives for April 2021 to March 2024

Mission

To promote and improve health and wellbeing, supporting people to live independent and fulfilling lives.

  1. Deliver services in line with budget requirements and implement the HASC Modernisation Programme
  2. Reduce health inequalities
  3. Maintain good practice to promote and safeguard the welfare and wellbeing of adults
  4. Sustain and develop further collaboration with Brighton and Hove Clinical Commissioning Group and other local NHS providers
  5. Commission and develop the market to ensure sufficient supply and sustainability within the available resource
  6. Develop and engage with staff to deliver good quality services and change within the directorate and across council services

 

Directorate vision and direction of travel for 2021 to 2024

Our vision is for everyone in Brighton & Hove to have the best opportunity to live a healthy, happy and fulfilling life, by ensuring that they are starting well, living well, ageing well and dying well.

Our mission is to promote and improve health and wellbeing, reduce health inequalities, and supporting people to live independent and fulfilling lives

We believe in enabling people to live a life, not just experience a service. We do this by focusing on what people can do, not what they can’t do, building on their individual strengths, networks and utilising community assets. This is what we mean by a strengths and asset based approaches.

The directorate’s primary responsibilities include:

  • providing information, advice and advocacy
  • carrying out individual care needs assessments
  • producing the Joint Strategic Needs Assessment
  • commissioning
  • providing and/or arranging services to improve health and wellbeing, including for adults with eligible care and support needs
  • preventing ill health and protecting the health of our residents -including from Covid-19
  • providing public health advice to the NHS and its partners
  • safeguarding adults at risk of abuse or neglect

We work effectively in partnership with:

  • other council directorates
  • the NHS
  • the police
  • care providers
  • community, voluntary and social enterprises
  • Public Health England - and the forthcoming National Institute for Health Protection
  • other partners.

We're delivering our responsibilities within a context of high levels of health needs, high demand and reducing resources.

To achieve our vision, we need Brighton & Hove to be a city where health is everyone’s business, so we work with partners to influence the social, economic and environmental factors that create our health and wellbeing, as well working with communities, and providing information and support to enable residents to adopt healthy lifestyles.

To achieve our vision, we'll:

  • ensure detailed oversight and effective grip on budget management
  • support the delivery of the Health and Wellbeing Strategy, leading action across the Council and City to make health and wellbeing everyone’s business and helping residents to start well, live well, age well and die well.
  • implement our Modernisation programme to deliver a more effective response to individual and community needs
  • employ a workforce that reflects our local communities

1: Delivering services in line with budget requirements and implement the HASC Modernisation Programme

1.1         

Corporate Plan Link

7.2

Action/deliverable

Defined accountability across the service to ensure timely and effective budget management including the delivery of spend to save proposals.

    Accountable Lead Officer

    Executive Director Health and Adult Social Care

    Start and end date

    April 2020 to March 2024  

    Key Internal /External partners involved

    Finance Business Partner

    SMART Measure of Success

    • Expenditure within agreed tolerance of demand-led/income dependent budget including delivery of savings proposals
    • All relevant managers have received appropriate financial training and ongoing support

    1.2        

    Corporate Plan Link

    7.4

    Action/deliverable

    Deliver the HASC Modernisation Programme (4 Workstreams):

    • HASC Digital
    • efficiency and savings
    • workforce and performance
    • transformation

    Accountable Lead Officer

    Assistant Director - Operations and Transformation

    Start and end date

    April 2019 to March 2022  

    Key Internal /External partners involved

    • Assistant directorate management team members
    • Public Health
    • Health and Adult Social Care Performance Team
    • Clinical Commissioning Group and Health Providers
    • Corporate Modernisation Programme
    • HASC Programme Board

    SMART Measure of Success

    • Meet associated saving targets
    • Meet key milestones defined as part of the Programme
    • Meet key performance indicator performance of the programme
    • Progress on all workstreams to be overseen by CMDB

    1.3      

    Corporate Plan Link

    6.1.2

    7.4.2

    Action/deliverable

    'Develop social prescribing, helping people to improve their wellbeing by referral to community led services’ and ‘ensure that people know where to turn for help and advice to manage their physical health, mental health and social care needs’ and ‘streamline the way we work, reducing demand on high cost services by preventing problems from arising or dealing with them early on.’

    Accountable Lead Officer

    General manager (Health and Adult Social Care)

    Start and end date

    April 2020 to March 2022  

    Key Internal /External partners involved

    • Families, Children and Learning,
    • Housing, Neighbourhoods and Communities
    • Better Lives, Stronger Communities Board
    • Clinical Commissioning Group

    SMART Measure of Success

    • More measures to follow with the definition of the HASC modernisation programme
    • Develop the third sector engagement programme with the Clinical Commissioning Group (March 2022)
    • Explore the development of a shared contact management system for partner agencies December 2021

    1.4      

    Corporate Plan Link

    6.2.1

    6.3.1

    Action/deliverable

    ‘Ensure that every resident who is eligible receives social care support at a level that enables them to live as independently as possible’ and ‘Support older people to stay in their homes longer’.

    Accountable Lead Officer

    Assistant Director - Operations and Transformation

    Start and end date

    April 2020 to March 2022  

    Key Internal /External partners involved

    • Families, Children and Learning
    • Learning and Development
    • Human Resources
    • Principal Social Worker
    • Better Lives, Stronger Communities Board

    SMART Measure of Success

    • 75% of people who present at the front door have their needs met with no ongoing support required
    • Roll out strength-based learning Programme for all staff:
    • Phase 1 (April 2021)
    • Phase 2 (April 2022)
    • Review the Extra Care Housing panel process (July 21)
    • Review team pilot to complete reviews of all clients currently in receipt of care and support services (March 2022)
    • Permanent admissions of older adults (65 years and over) to residential and nursing care homes per 100,000 population (Corporate KPI)
    • Permanent admissions of younger adults (18 to 64) to residential and nursing care homes per 100,000 population (DMT KPI)

    1.5      

    Corporate Plan Link

    7.4

    Action/deliverable

    Replace the previous case management system with Eclipse, deliver new business processes, and roll out an updated finance and payment solution (Corp Mod).

    Accountable Lead Officer

    Executive Director Health and Adult Social Care

    (Programme Manager)

    Start and end date

    April 2019 to March 2022  

    Key Internal /External partners involved

    • Health and Adult Social Care
    • Modernisation Board
    • Families, Children and Learning
    • CPMO,
    • IT&D

    SMART Measure of Success

    • Eclipse to go live (April 2021)
    • Eclipse Finance module to go live (March 2022)

    2. Reduce Health Inequalities

    2.1      

    Corporate Plan Link

    6.5.5

    Action/deliverable

    Implement the Peer Review recommendations refreshing the Health & Wellbeing Board to broaden its representation and provide a clear focus for its future purpose.

    Accountable Lead Officer

    AD Resources, Safeguarding and Performance

    Start and end date

    June 2020 to September 2020  

    SMART Measure of Success

    • New arrangements in place (June 2021)
    • More measures to follow conformation of arrangements

    2.2

    Corporate Plan Link

    6.1.1

    Action/deliverable

    Focus on preventative services in delivering the high-level goals of our health and wellbeing strategy:

    • Starting Well

    Accountable Lead Officer

    Public Health Programme Manager Starting Well

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    • Adolescent Substance use and sexual health service
    • Schools
    • Families, Children & Learning
    • SCFT,
    • Public Health Sussex
    • CCCG
    • Safety Net
    • Sixth forms
    • YMCA
    • SPFT,
    • BSUHT

    SMART Measure of Success

    • Secure contract and services to continue to deliver the Healthy Child Programme (April 2022)
    • Increase the number of young people exiting substance misuse treatment in a planned way (Target 87% by March 2022)
    • Ensure the ICON programme (reducing the risk of abusive head trauma in infants) is understood and disseminated throughout frontline services (July 2021)
    • Self-Harm Learning Network established for Sussex; Brighton & Hove co-production group with partners (May 2021)
    • Carry out and disseminate findings from the postponed Safe & Well at School Survey (November 2021)

    2.3

    Corporate Plan Link

    6.1.1

    Action/deliverable

    Focus on preventative services in delivering the high-level goals of our health and wellbeing strategy: Living Well, including;

    • sexual health/substance misuse
    • oral health
    • physical activity:
      • healthy eating
      • smoking
    • workplace health
    • healthy weight
    • health checks
    • cancer prevention

    Accountable Lead Officer

    Business Manager (Public Health)

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    • City-wide
    • Council-wide

    SMART Measure of Success

    • No more than 25% of patients newly diagnosed with HIV during 2021/22 will be diagnosed at a late stage of infection
    • At least 6.8% of opiate drug users that left treatment successfully do not re-present to treatment within 6 months in any 12 month rolling period
    • The percentage of 5-year olds with tooth decay is at a level below or equal to the England average (DMT KPI)
    • Oral care: Needs assessment to be completed by December 2021 and re-procurement process to be complete by March 2022
    • Physical Activity: Physical Activity and Sports Strategy developed by August 2021; 2,000 individuals participating in Active for Life programme, including Healthwalks per annum
    • 73% of primary school age children in Reception/Year 6 are a healthy weight
    • 50% of people achieving a 4 week quit of all those setting a quit date. 800 successful 4 week quits between April 2021 and March 2022
    • To launch the healthy workplace awards scheme and have 10 organisations sign up by March 2022. by March 2022 Deliver 1 Healthy workplace champions training courses in June 2021, 10 new champions signed up by March 2022
    • 50% of adult clients lose at least 3% of body weight and 30% of adults lose at least 5% of body weight
    • Produce an options paper for different delivery models for health checks (including providers and potentially pharmacies and taking account of post COVID GP practice limitations) by June 2021 - more measures potentially to follow this
    • To reach target audiences (1000 per quarter) with cancer awareness and early diagnosis messages through training and presentations

    2.4

    Corporate Plan Link

    6.1.1

    6.3.2

    Action/deliverable

    Focus on preventative services in delivering the high-level goals of our health and wellbeing strategy: Living Well, including;

    • sexual health/substance misuse
    • oral health
    • physical activity:
      • healthy eating
      • smoking
    • workplace health
    • healthy weight
    • health checks
    • cancer prevention

    Accountable Lead Officer

    Public Health Programme Manager (Ageing/Dying Well)

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    • Community Voluntary Sector
    • Brighton & Sussex University Hospitals Trust
    • Primary Care Networks and other single point of contact providers in the city
    • Carers Hub
    • Access Point
    • Social Prescribing
    • Healthy Lifestyles
    • Community Roots

    SMART Measure of Success

    • A logic model will be developed by July 2021 matching service activity and performance to the National Institute for Health and Care Excellence guidance
    • All sub-contracts to reflect the lead provider Ageing Well contract include actions to target under-represented demographic groups (LGBTQ, BAME, Older people living alone)
    • Maintain the single point of contact for people (SPOCs) aged 50+ providing information and advice on issues impacting on health, wellbeing and quality of life, develop a pathway between all commissioned SPOCS ensuring no wrong front door
    • Deliver a programme of specialist training to enable early identification, and intervention, for people aged 65+ at risk of under nutrition/dehydration – training targets established and agreed by July 2021
    • Deliver a compassionate communities steering group by May 2021
    • Lead a city-wide programme of work to support dying matters week 16 May 2020 and annually there after

    2.5

    Corporate Plan Link

    6.1.4

    Action/deliverable

    Implement a council wide process to ensure that services ‘address the broader determinants of health by improving housing conditions, supporting people into work, improving air quality and encouraging active and sustainable travel’.

    Accountable Lead Officer

    Director of Public Health

    Start and end date

    April 2021 to March 2024

    Key Internal /External partners involved

    Other council directorates including:

    • Environment, Economy and Culture
    • Housing, Neighbourhoods and Communities

    SMART Measure of Success

    • Four Health and Wellbeing Board meetings held annually – which will include focus on a different determinant of health and wellbeing
    • All updated ciyy strategies to include Health and Wellbeing objectives where appropriate

    2.6

    Corporate Plan Link

    6.5.5

    Action/deliverable

    Update the Joint Strategic Needs Assessment (Joint Strategic Needs Assessment) ensuring it contributes to support the development of the population health management system.

    Accountable Lead Officer

    Head of Public Health Intelligence

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    • Clinical Commissioning Group
    • NHS Trusts
    • Community Voluntary Sector
    • Police
    • Higher, Education

    SMART Measure of Success

    Annual Joint Strategic Needs Assessment Update to the Health and Wellbeing Board (HWB).

    2.7

    Corporate Plan Link

    6.5

    Action/deliverable

    Provide assurance and support for all areas of health protection (infectious disease including Covid19, incidents, outbreaks and environmental hazards) in Brighton & Hove ensuring a robust prevention and response systems are in place.

    Accountable Lead Officer

    Consultant in Public Health

    Start and end date

    April 2021 to March 2024

    Key Internal /External partners involved

    • NHS providers
    • Council directorates
    • Public Health England (National Institute for Health Protection)

    SMART Measure of Success

    • Annual report to the Health and Wellbeing Board by March 2022
    • Escalation policy for incidents in care homes by June 2021

    2.8

    Corporate Plan Link

    6.2.3

    Action/deliverable

    Work with partner organisations, including the NHS and voluntary sector, ‘to prevent mental health problems and to identify and treat them as early as possible’.

    Accountable Lead Officer

    Public Health Specialist - Health Improvement

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    • Public Health
    • CCG
    • Community Roots
    • Sussex Partnership Foundation Trust

    SMART Measure of Success

    Train 70 people working or volunteering in Brighton & Hove in suicide prevention training and a further 50 people in the city in how to use the 5 Ways to Wellbeing to prevent and improve mental wellbeing by the end of March 2022.

    2.9

    Corporate Plan Link

    6.3.3

    Action/deliverable

    Implement our commitments to become an age and ‘dementia friendly city’.

    Accountable Lead Officer

    Public Health Programme Manager (Ageing/ Dying Well)

    Start and end date

    April 2020 to March 2024

    SMART Measure of Success

    • Develop an approach to refresh the Dementia Joint Strategic Needs Assessment summary by August 2021
    • Increase the number of businesses and organisations completing action plans and signing up to the Dementia Action Alliance from 55 to 75 by March 2024 (60 by March 2022)
    • Deliver regular Dementia Friends training sessions on the Brighton & Hove City Council learning gateway - start date June 2021

    2.10

    Corporate Plan Link

    6.5

    Action/deliverable

    Deliver the Local Outbreak Plan to co-ordinate the council’s response to COVID-19 and minimise the impact and risks associated with COVID-19.

    Accountable Lead Officer

    Director of Public Health

    (Local Outbreak Plan Senior Programme Manager)

    Start and end date

    July 2020 to March 2024

    Key Internal /External partners involved

    • Council-wide
    • City-wide

    SMART Measure of Success

    • Ensure governance arrangements/structure are updated when government guidance or legislation changes for both city and council wide partners
    • Key indicators reported to Local Outbreak Engagement Board ensuring governance arrangements/structure are updated when government advice/approach or incidents change in the locality for both city and council wide partners
    • Manage, co-ordinate and deliver the Local Outbreak Plan budget plan
    • Implement the redrafted Local Outbreak Plan, and review quarterly from April 2021

    3. Maintain good practice to promote and safeguard the welfare and wellbeing of adults

    3.1

    Corporate Plan Link

    7.2

    Action/deliverable

    Conduct a self-assessment review against the refreshed standards for employers of social workers, establish a monitoring system to assess organisational performance against this framework, set a process for review and, where necessary, outline plans for improvement. 

    Accountable Lead Officer

    Principal Social Worker (Adults)

    Start and end date

    April 2020 to March 2022

    Key Internal /External partners involved

    • Assessment Service
    • Health and Adult Social Care Performance Team
    • HASC Programme Board
    • LGA

    SMART Measure of Success

    • Set up a review group to identify priority activity to include in the on-going self-assessment April 2021
    • Conduct assessment review against the framework by August 2021
    • Establish a monitoring system by August 2021
    • Develop improvement action plan by December 2021

    3.2

    Corporate Plan Link

    FCL Lead

    4.5.2

    Action/deliverable

    ‘Ensure that transition services are in place to support young people moving into adult services and that they are integrated’.

    Accountable Lead Officer

    Assistant Director - Operations and Transformation

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    Families, Children & Learning (FCL)

    SMART Measure of Success

    • Review with SPFT and FCL respectively (March 2022)
    • Redesign the transitions process with SPFT and FCL respectively (March 2022)
    • Embed processes (March 2022)
    • Explore performance measures to ensure processes are effective (March 2022)

    3.3

    Corporate Plan Link

    7.1

    Action/deliverable

    Work with Sussex Partnership NHS Foundation Trust to transform and develop mental health social work.

    Accountable Lead Officer

    Principal Social Worker (Adults)

    Start and end date

    April 2020 to March 2021

    Key Internal /External partners involved

    • Sussex Partnership Foundation Trust
    • Better Lives Stronger Communities Board

    SMART Measure of Success

    Agree workplan with SPFT to deliver timelines on the below activity by April 2021:

    • Develop a clear statement and core components on the role and function of Social Work within Mental Health
    • Develop a communications plan to highlight the elements that a social work perspective can bring to mental health, like newsletters, team briefings and roadshows
    • Develop opportunities for shared learning with other social work teams
    • Care Act Training Sessions / Refreshers for all staff working in community teams including training on record keeping and defensible decision making. 
    • Develop metrics that promote wellbeing to balance drivers to discharge
    • Review the quality assurance mechanism for the delivery of professional supervision in the context of national guidance, ensure supervision for Social Work staff is undertaken by a Social Worker
    • Conduct evaluation of mental health social work by December 2021 (to inform future Section 75 agreement and additional outcomes require)

    3.4

    Corporate Plan Link

    6.1

    Action/deliverable

    Ensure that the Adult Social Care workforce is ready and work with partners to deliver the liberty protection safeguards (dependent on the as yet unpublished Government statutory regulations and Code of Practice).

    Accountable Lead Officer

    Principal Social Worker (Adults)

    Start and end date

    April 2021 to April 2022

    Key Internal /External partners involved

    • Operations and Transformation
    • Department of Health

    SMART Measure of Success

    • Actions to be refined once Liberty Protection Safeguards confirmed in law
    • Agreed governance and data monitoring arrangements, when law is confirmed.
    • All staff received appropriate training to fulfil new roles within the Liberty Protection Safeguards scheme by April 2022
    • Mechanism in place to approve and monitor the new Approved Mental Capacity Act Professionals (AMCP) role by April 2022
    • Mechanism in place for authorisation of safeguards by April 2022

    3.5

    Corporate Plan Link

    6.4.1

    Action/deliverable

    Ensure that the voice of adults and carers is heard and that it informs practice and the HASC modernisation programme.

    Accountable Lead Officer

    Principal Social Worker (Adults)

    Start and end date

    April 2019 to March 2021

    Key Internal /External partners involved

    • Performance Team
    • Better Lives Stronger Communities Board
    • Workforce Development

    SMART Measure of Success

    • Scope collaboration with Experts by Experience to attend recruitment, quality assurance and service development activities by July 2021 - further measures to follow this
    • Experts by Experience to participate in all newly qualified social worker recruitment and assessed year moderation panels

    3.6

    Corporate Plan Link

    6.2.4

    Action/deliverable

    ‘Ensure that all people are respected and supported to participate in decisions about their lives’.

    Accountable Lead Officer

    Richard Cattell

    Start and end date

    April 2020 to March 2021

    Key Internal /External partners involved

    Families, Children and Learning

    SMART Measure of Success

    • Develop annual programme of service -based audits including a focus on person centred practice by June 2021
    • First service identified to be audited is Community Assessment Services to take place by June 2021

    3.7

    Corporate Plan Link

    7.7

    Action/deliverable

    Support the provision of good quality care and safeguarding arrangements across the city.

    Accountable Lead Officer

    Assistant Director Resources, Safeguarding, Performance

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    • Clinical Commissioning Group
    • Health & Adult Social Care DMT
    • Information, Technology and Digital
    • Safeguarding Adults Board

    SMART Measure of Success

    • Work with partner ESFRS to develop a DPIA and information sharing agreement - June 2021
    • Increase referral rate to East Sussex and Fire Rescue Service to 55 per quarter by December 2021
    • Improve training compliance in HASC on PREVENT by 5% - September 2022
    • Ensure Eclipse can deliver recording functions for People in a Position of Trust and Organisational Safeguarding Information – May 2021
    • Provide published review of People in a Position of Trust and Prevent chapters of Sussex Safeguarding Adults Procedures – September 2021

     

    4. Sustain and develop further collaboration with Brighton & Hove Clinical Commissioning Group and other local NHS providers

    4.1

    Corporate Plan Link

    7.7

    Action/deliverable

    Work with CCG (Clinical Commissioning Group) to refresh programme-based approach to Better Care Fund (BCF).

    Accountable Lead Officer

    Head of Commissioning

    Start and end date

    September 2020 to March 2022

    Key Internal /External partners involved

    Clinical Commissioning Group

    SMART Measure of Success

    • Section 75 agreement signed off by April 2021
    • Maintain steering groups for overview of the Better Care Fund with system partners

    4.2

    Corporate Plan Link

    6.5.1

    Action/deliverable

    ‘Work with partners to create a joined-up health and social care system which provides high quality, seamless care’.

    Accountable Lead Officer

    Executive Director Health and Adult Social Care

    Start and end date

    April 2020 to March 2024

    SMART Measure of Success

    Deliver the Integrated Care Partnership (March 22)

    4.3

    Corporate Plan Link

    6.5.1

    Action/deliverable

    Supporting population health management and integrated care and support across council and NHS provider services through working with:

    • Primary Care Networks
    • NHS providers
    • social care
    • housing
    • council services
    • community and voluntary sector

    Accountable Lead Officer

    Consultant in Public Health

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    • PCNs
    • Brighton & Hove City Council Clinical Commissioning Group,
    • Sussex Partnership Foundation Trust Sussex
    • Community, Foundation Trust,
    • BSUH
    • Here Together Co

    SMART Measure of Success

    • At least twice a year attendance at PCN Clinical Director meetings to share data and support roll out prevention programmes in GP practices by March 2022
    • Presentation to all GP practices at the locality meeting once a year on population health data and health inequalities by July 2021
    • Support the Sussex Integrated Care System to develop the Sussex Health Inequalities framework by October 2021
    • Develop and align the Integrated Care Partnership strategy with the Joint Health and Wellbeing Strategy by December 2021
    • Provide JSNA updates twice a year for PCNs
    • Work with the NHS East & West Sussex Councils to develop the Sussex Integrated Dataset (SID) by March 2022
    • Increase GP referrals to health improvement services by 10% by March 2022

     

    5. Commission and develop the market to ensure sufficient supply and sustainability within the available resource

    5.1

    Corporate Plan Link

    6.5.1

    Action/deliverable

    Produce Commissioning Strategy incorporating our refreshed Market Position Statement aligned to HASC Modernisation Programme.

    Accountable Lead Officer

    Head of Commissioning

    Start and end date

    April 2019 to May 2021

    Key Internal /External partners involved

    • Families, Children and Learning
    • Provider Market
    • Clinical Commissioning Group

    SMART Measure of Success

    Commissioning Intentions to Health and Wellbeing Board – currently on hold (COVID response).

    5.2

    Corporate Plan Link

    6.4.1

    Action/deliverable

    ‘Review and recommission homecare services to ensure that people and their carers have the support they need’.

    Accountable Lead Officer

    Head of Commissioning

    Start and end date

    October 2020 to September 2021

    Key Internal /External partners involved

    • Clinical Commissioning Group
    • Provider Market

    SMART Measure of Success

    • Meet timescales in the commissioning plan
    • Homecare Services recommissioned and new contracts in place September 2022

    5.3

    Corporate Plan Link

    6.4.2

    Action/deliverable

    'Support informal carers with a Carers Passport for workplaces’.

    Accountable Lead Officer

    Head of Commissioning

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    Carer's Hub

    SMART Measure of Success

    Include adoption of the carers passport into all future contracts negotiated (as part of social value).

    5.4

    Corporate Plan Link

    6.5.3

    Action/deliverable

    ‘Encourage care homes to pay their staff in line with the Ethical Care Charter principles’.

    Accountable Lead Officer

    Head of Commissioning

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    Clinical Commissioning Group

    SMART Measure of Success

    • All contracts to include Living Wage pay
    • Confirm options for an ethical care charter with members by September 2021

    5.5

    Corporate Plan Link

    7.7

    Action/deliverable

    Plan and coordinate consultation and engagement activity with key partners and ensure recommendations are shared with key decision makers to embed within service/commissioning plans.

    Accountable Lead Officer

    Head of Performance, Business Improvement and Modernisation

    Start and end date

    April 2019 to March 2022

    Key Internal /External partners involved

    • Clinical Commissioning Group
    • Housing, Neighbourhoods and Communities
    • VCS

    SMART Measure of Success

    • HASC Engagement and communication strategy developed and in place May 2021 (more measures to be confirmed following confirmation of the strategy)
    • Statutory surveys submitted within required timescales (user and carers surveys)

    5.6

    Corporate Plan Link

    6.5

    Action/deliverable

    Refresh Provider Failure plans.

    Accountable Lead Officer

    Head of Commissioning

    Start and end date

    April 2021 to June 2021

    Key Internal /External partners involved

    Clinical Commissioning Group

    SMART Measure of Success

    Refreshed provider plan in place by June 2021.

    6. Develop and engage with staff to deliver good quality services and change within the directorate and across council services

    6.1

    Corporate Plan Link

    7.2

    Action/deliverable

    Develop the quality and impact of the directorate’s city and council leadership.

    Accountable Lead Officer

    Executive Director Health and Adult Social Care

    (Assistant Director - Resources Safeguarding and Performance)

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    Human Resources Business Partner

    SMART Measure of Success

    • Reduce directorate sickness rates (to 9.7 days per year) and improved return to work interview rates (to 70% slightly above the corporate rate of 66.9%)
    • % Improvement in staff survey index (raise key workforce satisfaction indicators in the Staff Survey by 2%)
    • Results of Health and safety audits
    • Measure of success for city-wide: to be determined by each directorate

    6.2

    Corporate Plan Link

    7.2

    Action/deliverable

    Ensure each service in the directorate has an up to date and relevant Business Continuity Plan (BCP) in place.

    Accountable Lead Officer

    Executive Director Health and Adult Social Care

    (Assistant Director - Resources Safeguarding and Performance)

    Start and end date

    April 2020 to March 2024

    SMART Measure of Success

    Good quality BCPs in place for all services, reviewed annually or sooner if there have been service changes.

    6.3

    Corporate Plan Link

    • 7.3
    • 6.2.2
    • 6.5.2

    Action/deliverable

    Directorates to work proactively to understand, engage with and respond effectively to the city’s diverse communities and its changing demographic. ‘Work to increase understanding and reduce prejudice and discrimination relating to disability and mental health problems’. ‘Work with BAME groups, disabled people and others to audit social care services to ensure that they are accessible and meet the needs of all’.

    Accountable Lead Officer

    Executive Director Health & Adult Social Care

    (Assistant Director - Resources Safeguarding & Performance)

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    • Equalities Team
    • All Health & Adult Social Care
    • DMT Members,
    • ASC Performance Team
    • Human Resources

    SMART Measure of Success

    • Service level actions are completed to timetable and monitored through the relevant Directorate Equalities Group and Corporate Equalities Group
    • No outstanding EIAs for 2021/22 identified through the annual audit process
    • Meet council workforce targets for BME and disabled workforce representation for 2021/22
    • Publish the HASC Engagement Strategy inclusive of targets for engagement with all relevant stakeholder groups by December 2021
    • Re-establish satisfaction measurement in line with government advice when possible to do so (to be confirmed)
    • Equalities Impact Assessment embedded into commissioning and contract monitoring processes ensuring that identified gaps/issues are incorporated into the equalities plan (ongoing)
    • Deliver the directorate Equalities Group action plan

    6.4

    Corporate Plan Link

    7.3

    Action/deliverable

    Directorate to actively support the corporate aim of diversifying the workforce at all levels, recruiting and retaining staff from all the city's communities.

    Accountable Lead Officer

    Executive Director Health and Adult Social Care

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    Equalities Team

    SMART Measure of Success

    • Workforce profiles across all grades and contract types in line with corporate targets, service level actions are completed to timetable and monitored through the relevant Directorate Equalities Group and Corporate Equalities Group
    • Develop measures for the Directorate Equalities Group dashboard and align with corporate equalities monitoring by December 2020
    • Numbers of people recruited and percentage of those who are BAME or disabled at application, interview and appointment stages as monitored by Human Resources
    • Number and percentage of leavers who are BAME or disabled
    • Percentage of managers who recruit who have been trained
    • % improvement in positive responses to 2021 staff survey questions relating to fair and inclusive index

    6.5

    Corporate Plan Link

    7.5

    Action/deliverable

    Oversight of excellent customer and client services as per council’s Customer Promise.

    Accountable Lead Officer

    Executive Director Health and Adult Social Care

    (Assistant Director - Resources Safeguarding and Performance)

    Start and end date

    April 2020 to March 2024

    SMART Measure of Success

    • Maintain customer satisfaction (83%) and improve ease of access to 66% (council average) - through corporate customer satisfaction
    • Increase in number of compliments by 5%
    • Complaints responses reduced to 80% of complaints on time
    • Self-assessment score on Vision monitoring to show positive direction of travel

    6.6

    Corporate Plan Link

    7.2

    Action/deliverable

    Ensure compliance within the directorate with the General Data Protection Regulation and the Data Protection Act 2018.

    Accountable Lead Officer

    Executive Director Health and Adult Social Care

    (Head of Performance Business Improvement and Modernisation)

    Start and end date

    April 2020 to March 2024

    Key Internal /External partners involved

    • Corporate Information Governance leads
    • IT&D
    • Eclipse Programme
    • Better Lives Stronger Communities Programme

    SMART Measure of Success

    • All assets are assigned to an information asset owner
    • All Internal Audits relating to data protection compliance in the service have judgements of at least ‘Reasonable Assurance’
    • All service redesign or system changes have answered the Data Privacy Impact Assessment triaging questions and completed an assessment if required
    • All privacy notices reviewed and updated September 2021
    • Information asset register completed and then reviewed quarterly – March 2021
    • All staff to complete Information Governance e-learning April 2022

    6.7

    Corporate Plan Link

    7.2

    Action/deliverable

    Directorate to have an up to date Health and Safety Risk Profile in place.

    Accountable Lead Officer

    Executive Director Health and Adult Social Care

    (Assistant Director - Resources Safeguarding and Performance)

    Start and end date

    April 2021 to March 2024

    SMART Measure of Success

    Completed Health and Safety Risk Profile covering all services and identifies the highest priority risk areas and services within the directorate. Reviewed annually or sooner if there have been service changes, a significant incident or changes to national risk priorities.

    6.8

    Corporate Plan Link

    7.2

    Action/deliverable

    Review all current Operational Policy, Procedures and Guidance for staff and ensure ease of access for all staff.

    Accountable Lead Officer

    Assistant Director - Operations and Transformation

    Start and end date

    April 2021 to March 2024

    SMART Measure of Success

    • Review all current operational policy and procedures to confirm all are up to a date and have appropriate policy owners (September 2021)
    • Explore a platform that enables all staff to more easily access policy and procedures (August 2021)
    • Platform options to be agreed (September 2021)

    Budget: April 2020 to March 2021

     

    Functional Area

    Budget

    2020/21

    Savings

    1

    Adult Social Care

    40,250

    3,345

    2

    Integrated Commissioning

    10,881

    310

    3

    Section 75 - Sussex Partnership Foundation Trust

    22,546

    860

    4

    Public Health

    -8

    0

    Total

     

    73,669

    4,515

    Risk: Health and Adult Social Care risks as at 15 November 2020

    Risk owner

    Executive Director, Health and Adult Social Care 

    Risk code

    Corporate/ directorate plan link

    Risk title

    Initial risk score

    Revised risk score

    SR20

     7.2 / 1.1

    Failure to achieve Health and Social Care outcomes due to organisational and resource pressures on the Clinical Commissioning Group (CCG) and Brighton & Hove City Council

    5 x 4

    Red

    4 x 4

    Red

    SR37

     6.5 / 2.10

    Not effectively responding to and recovering from COVID-19 in Brighton & Hove

    4 x 4

    Red

    3 x 4

    Amber

    SR33

     6.5 / 5.7

    Not providing adequate housing and support for people with significant and complex needs

    4 x 4

    Red

    3 x 4

    Amber

    SR13

     7.7 / 3.7

    Not keeping vulnerable adults safe from harm and abuse

    4 x 4

    Red

    3 x 4

    Amber

    SR35

     7.2 / 1.1

    Unable to manage serious risks and opportunities resulting from the impact of Brexit on the local and regional society and economy

    5 x 4

    Red

    4 x 3

    Amber

    HASC DR 01

     7.2 / 1.1

    Failure to meet budget targets while delivering statutory services

    5 x 4

    Red

    4 x 4

    Red

    HASC DR 03

     6.5.1 / 5.1

    Inadequate capacity in a fragile Adult Social Care provider market affects delivery of statutory responsibilities

    4 x 4

    Red

    3 x 4

    Amber

    HASC DR 11

     7.4 / 1.6

    Insufficient access to technology to enable modern working practice and effective delivery

    5 x 4

    Red

    3 x 4

    Amber