Directorate Plan 2022 to 2024

Directorate

Health and Adult Social Care

Responsible Officer

Rob Persey - Executive Director

Signed off by

Chief Executive, April 2022

Last Updated

23 May 2022

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 and 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 and 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 2022 to March 2024

Mission

  1. To promote and improve health and wellbeing, supporting people to live independent and fulfilling lives.
  2. Deliver services in line with budget requirements and implement the HASC Modernisation Programme
  3. Reduce health inequalities
  4. Maintain good practice to promote and safeguard the welfare and wellbeing of adults
  5. Sustain and develop further collaboration with the Integrated Care System and other local NHS providers
  6. Commission and develop the market to ensure sufficient supply and sustainability within the available resource
  7. 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 2022 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
  • the National Institute for Health Protection
  • the forthcoming Integrated Care System.

We are delivering our responsibilities within a context of high levels of health needs, high demand and increasing pressure on 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 will:

  • 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.
  • work in partnership with health commissioners and providers to enable integrated health and social care for people
  • implement our Modernisation programme to deliver a more effective response to individual and community needs
  • employ a workforce that reflects our local communities

1. Deliver services in line with budget requirements and implement the HASC Modernisation Programme

1.1         

Corporate Plan Link

7.2

Action/deliverable

Ensure timely and effective budget management including the delivery of spend to save proposals, and improvements in debt recovery

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

Finance & Performance Board

SMART Measure of Success

  • Expenditure within agreed tolerance of demand-led/income dependent budget including delivery of savings proposals (TBM)
  • All relevant managers have received appropriate financial training and ongoing support
  • 5% reduction on aged debt between April 2022 and March 2023
  • Agree scope and milestones to implement the Adult Social Care charging reform requirements guidance (dependant on release date of guidance) – Pilot arrangements in place by April 2023

1.2        

Corporate Plan Link

7.4

Action/deliverable

Deliver the HASC Modernisation Programme – Foundations and Structure

Accountable Lead Officer

Assistant Director – Resources, Safeguarding and Performance (Programme Manager - HASC Modernisation)

Start and end date

April 2020 to March 2024  

Key Internal /External partners involved

  • HASC DMT
  • HR
  • Finance

SMART Measure of Success

  • Measure of staff and customer satisfaction in place by March 2023
  • Implement changes following review of the Adult Social Care Front Door (March 2023)
  • Reduction in staff turnover (% of staff that have left the organisation per month in last 12 months) Target 6% or below (45 staff)
  • Reduction in staff sickness (number of days lost per employee per year) Target 9 days or below
  • Review all current Operational Policy, Procedures and Guidance for staff and ensure ease of access for all staff
  • Review all current operational policy and procedures to confirm all are up to a date and have appropriate policy owners (September 2022)
  • Explore a platform that enables all staff to improve access to policy and procedures (September 2022)
  • Platform options to be agreed (October 2022)
  • Staff survey results - % improvement in 2023 on ‘The pressures of my role are manageable’  % for all HASC staff, target value is either Brighton & Hove City Council average or 2% increase (62% or above)

1.3      

Corporate Plan Link

7.4

Action/deliverable

Deliver the HASC Modernisation Programme – Digitalisation

Accountable Lead Officer

Acting Assistant Director – Commissioning and Partnerships (Programme Manager - HASC Modernisation)

Start and end date

April 2020 to March 2022  

Key Internal /External partners involved

  • HASC Digital Board
  • HASC Modernisation Board
  • Eclipse Programme Board
  • IT and D

SMART Measure of Success

  • Provider Portal in use as part of commissioning process (March 2023)
  • Develop requirements for other Provider Management Products, including Bed Management App Brokerage functionality (March 2023)
  • HASC Hub and Front Door contact functionality (March 2023)

1.4  

Corporate Plan Link

7.4

Action/deliverable

Deliver the HASC Modernisation Programme – Improving Practice and Processes

Accountable Lead Officer

Interim Assistant Director – Operations (Programme Manager - HASC Modernisation)

Start and end date

April 2020 to March 2022  

Key Internal /External partners involved

  • HASC Modernisation Board
  • Business Operations
  • Legal

SMART Measure of Success

  • Deliver Resource Panel Action Plan (March 2023)
  • Review of Direct Payments processes (June 2022)
  • Health Funding process review meeting savings targets (March 2023)
  • Reviews project meeting savings targets (March 2023)

1.5

Corporate Plan Link

7.4

Action/deliverable

Deliver the HASC Modernisation Programme – accommodation and services to meet care needs

Accountable Lead Officer

Acting Assistant Director – Commissioning and Partnerships (Programme Manager - HASC Modernisation)

Start and end date

April 2020 to March 2022  

Key Internal /External partners involved

  • HASC Modernisation Board
  • System partners
  • Community partners

SMART Measure of Success

  • Review reablement offer and identify commissioning gaps (September 2022)
  • Establish processes to meet savings target through assistive technology and admission prevention (March 2023)
  • Increase referrals to independence at home to 70 starts per month

1.6

Corporate Plan Link

  • 6.1.2
  • 6.1.3
  • 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

Assistant Director Operations

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

  • 65%/75% of people who present at the front door have their needs met with no ongoing support required by March 2023/March 2024

1.7 

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

Executive Director Health and Adult Social Care

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

  • Completion of the regional tool ‘CQC Inspection – A Self-Assessment Tool’ July 2022
  • Peer review of Self- Assessment Tool with buddy Local Authority September 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

Completed

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 and Learning
  • SCFT,
  • Public Health Sussex
  • CCCG
  • Safety Net
  • Sixth forms
  • YMCA
  • SPFT,
  • BSUHT

SMART Measure of Success

  • Complete planning for re-procurement of the Healthy Child Programme from April 2024 (March 2023)
  • Health Child Programme achieves core targets for mandated checks (March 2023)
  • Increase the number of young people exiting substance misuse treatment in a planned way (Target 87% by March 2023)
  • Review the ru-ok? Adolescent Substance Use and Sexual Health Service offer (September 2022)
  • Complete the Toolkit for Schools in the event of the unexpected death or suicide of a pupil and embed in all schools (December 2022)

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 2022/2023 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) Annual
  • JSNA summary needs assessment to be completed by March 2022.
  • Physical Activity: Physical Activity and Sports Strategy developed by July 2022; 2,000 individuals participating in Active for Life programmes including Healthwalks per annum
  • 73% of primary school age children in Reception/Year 6 are a healthy weight by March 2022. Targets for 22-23 still to be determined.
  • 50% of people achieving a 4-week quit of all those setting a quit date. 800 successful 4 week quits between April 2022 and March 2023
  • Deliver Healthy workplace champions training course in 2021 with 10 new champions signed up by March 2022 with 15 more champions by March 2023.
  • 50% of adult clients of tier 2 weight mgmt. services lose at least 3% of body weight and 30% of adults lose at least 5% of body weight by March 2022 and by March 2023.
  • 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. Target for 2022/2023 to be re-considered due to the service procurement exercise currently underway.

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: Ageing and Dying Well - including working with voluntary and community sector partners to deliver an Ageing Well service

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 and 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

  • Review Ageing Well Service contract and performance on KPIs in first half of year four (2022/2023) and make recommendations regarding either triggering of two year extension or retendering of service
  • Lead Falls Prevention steering group to develop a new action plan which addresses the wider impacts of COVID-19 on older people, in particular increasing levels of deconditioning – complete by April 2022 and then reviewed and updated annually
  • Pilot a citywide Strength and Balance campaign aimed at supporting older people to reduce their falls risk – to take place April 2022. Evaluate and repeat annually if successful - - Work with and Support the Sussex Integrated Care System to develop dementia and ageing well programmes and ensure they align and reflect place based plans -  public health attendance on ICS programme boards
  • Develop a programme of Healthy Ageing training sessions on the Brighton & Hove City Council learning gateway to support frontline HASC workers and volunteers– full programme in place by June 2022
  • Support the Sussex Integrated Care System to develop the Sussex Palliative and End of Life care Strategy by April 2022
  • Lead a city-wide programme of work to support Dying Matters Week - annually during May

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 city 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 COVID-19, 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 ICP Partnership Executive by October 2022
  • Health Protection and Screening Forum held quarterly and reporting into the Partnership Executive of the ICP

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 169 people working or volunteering in Brighton & Hove in suicide prevention (March 2023)

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

  • Age and Dementia Friendly stakeholder planning group established by January 2022, and separate service user planning group (aligned to stakeholder group), established by June 2022.
  • Work with both sets of planning group partners to develop a citywide age & dementia friendly action plan by September 2022. Plan will be updated annually.
  • Lead a city-wide programme of work to support Dementia Action Week which takes place annually every May.
  • Develop and pilot an age and dementia friendly business checklist ready for roll out September 22
  • Work with Brighton & Hove City Council parks, Alzheimer’s Society, and Age UK, to identify and support a city park café to become a showpiece age and dementia friendly setting – launch by September 2022
  • 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)

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 2023

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 (July 2022)
  • Conduct an initial assessment review against the framework, develop improvement action plan and a monitoring system supported by the Practice Development and Assurance Board (November 2022)

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

Head of Operations

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Families, Children & Learning (FCL)

SMART Measure of Success

  • Review TOR and Membership for Transitions Panel for joint sign off (end April 2022)
  • Review Transitions Policy for joint sign off (end April 2022)
  • Early identification (at 16th birthday or prior) for requirement to refer to the Transitions Panel (FCL)
  • Agree data monitoring requirements to support the Transitions Policy (end April 2022)
  • Joint HASC and FCL ongoing quarterly monitoring of the Policy and performance (ongoing)

3.3

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 March 2023

Key Internal /External partners involved

  • Operations
  • 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.

Once code of practice and regulations are confirmed by gov. confirm dates for the following:

  • All staff received appropriate training to fulfil new roles within the Liberty Protection Safeguards scheme
  • Mechanism in place to approve and monitor the new Approved Mental Capacity Act Professionals (AMCP) role
  • Mechanism in place for authorisation of safeguards

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 2023

Key Internal /External partners involved

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

SMART Measure of Success

  • Biannual monitoring to take place through the PDAB to report on opportunities and developments recognised and delivered through collaboration with Experts by Experience
  • Experts by Experience to participate in all newly qualified social worker recruitment and assessed year moderation panels
  • Undertake user experience survey (annual) and carer experience survey (bi-annual) and have an agreed action plan for each survey in place to inform practice and service development.

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 2023

Key Internal /External partners involved

Families, Children and Learning

SMART Measure of Success

  • Restart annual programme of service -based audits including a focus on person centred practice from April 2022
  • Quarterly monitoring to take place through the Practice Development Assurance Board

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 and Adult Social Care DMT
  • Information, Technology and Digital
  • Safeguarding Adults Board

SMART Measure of Success

  • Framework to be in place regarding care provider concerns, giving enhanced local detail to the Sussex Safeguarding Procedures. Initial scope to be completed (September 2022)
  • Improve training compliance in HASC in PREVENT training from 14% to 20% (September 2022)
  • The Quality Monitoring Team to utilise a prioritisation model to meet outstanding Desk Top Reviews due to COVID impact (December 2022)

3.8

Corporate Plan Link

7.1

Action/deliverable

Review and revise the Section 75 partnership agreement for mental health services

Accountable Lead Officer

Assistant Director Resources, Safeguarding, Performance

Start and end date

December 2021 to July 2022

Key Internal /External partners involved

  • SPFT
  • Finance and Resources
  • SGL (Legal)
  • ICS

SMART Measure of Success

  • Project board and workstreams proposed; to be confirmed so that work can commence by February 2022
  • Implement by July 2022
  • Prepare for possible extension

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

4.1

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 2023)

4.2

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 2024
  • Presentation to all GP practices at the locality meeting once a year on population health data and health inequalities by March 2024
  • Work with the NHS East & West Sussex Councils to develop the Sussex Integrated Dataset (SID) by March 2024
  • Increase GP referrals to health improvement services by 10% by March 2024

4.3

Corporate Plan Link

6.5.1

Action/deliverable

Prepare for the start of the Integrated Care System Partnership (which will replace the current CCG arrangements)

Accountable Lead Officer

Acting Assistant Director Commissioning

Start and end date

January 2022 to July 2022

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

MOU to be signed off by July 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.

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, which incorporates COVID impact on market and commissioning of services and recognises the ICS by October 2022

5.2

Corporate Plan Link

6.4.1

Action/deliverable

‘Review and recommission services to ensure that people and their carers have the support they need’, including ensuring in-house services are aligned to commission priorities.

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 for new services to be in place as per commissioning plan for:

    • Community equipment
    • Homecare
    • Care Homes
    • Supported Living
    • Community Support
    • Mental Health Supported Accommodation
  • Review in-house service offer (March 2023)
  • Knoll House - A planning application will be submitted by the end of 2022 and works to demolish the current building will start in Spring 2023.

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

In commissioned activity pay levels to be specified that are in line with the Brighton Living wage, as part of commissioning activity financial impact of this will be assessed for inclusion in commissioned contracts

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

Adoption of Brighton living wage in commissioned contract / services where financially viable.

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 April 2022 (more measures to be confirmed following confirmation of the strategy)
  • Statutory surveys submitted within required timescales (user and carers surveys)
  • Publish the HASC commissioning /engagement reports inclusive of feedback from all relevant stakeholder groups (June 2022)

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 (May 2022).

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

7.3

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 and Adult Social Care (Commissioning and Performance Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Human Resources Business Partner

SMART Measure of Success

  • Deliver the directorate Equalities Delivery Group action plan
  • No outstanding EIAs for 2022/2023 identified through the annual audit process
  • Publish the HASC commissioning /engagement reports inclusive of feedback from all relevant stakeholder groups by June 2022.

6.2

Corporate Plan Link

7.2

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

(Assistant Director - Resources Safeguarding and Performance)

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • % of Black and Minority Ethnic staff in the HASC workforce to be measured against the council target of 9.1%
  • % of staff with disabilities in the HASC workforce to be measured against the council target of 7.5%
  • Workforce profiles across all grades and contract types in line with corporate targets
  • All managers who recruit to have completed the required mandatory training
  • Publish an action plan (jointly with FCL) for the Workforce Race Equality Standards (WRES)

6.3

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 and 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

Budget: April 2022 to March 2023

 

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

Health and Adult Social Care risks as at January 2022

Risk code

Corporate/ Directorate Plan Link

Risk title

Risk owner

Initial risk score

Revised risk score

SR13

7.7 / 3.7

Not keeping Adults Safe from harm and abuse

Executive Director, Health and Adult Social Care

4 x 4

RED

3 x 4

AMBER

SR20

6.5 / 4.1

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 (BHCC)

Executive Director, Health and Adult Social Care

5 x 4

RED

4 x 4

RED

SR37

6.5 / 2.7

Not effectively responding to and recovering from COVID-19 in Brighton & Hove including building resilience for future pandemics

Executive Director, Health and Adult Social Care

4 x 4

RED

3 x 4

AMBER

SR33

6.5 / 2.7

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

Executive Director, Health and Adult Social Care

4 x 4

RED

3 x 4

AMBER

HASC DR 01

7.2 / 1.1

Failure to meet budget targets while delivering statutory services

Executive Director, Health and Adult Social Care

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

Executive Director, Health and Adult Social Care

4 x 4

RED

3 x 4

AMBER

HASC DR 11

7.4 / 1.6

Appropriate digital technology and management of data to ensure effective delivery, modernisation, oversight and governance

Executive Director, Health and Adult Social Care

4 x 3

RED

3 x 2

YELLOW

HASC

DR 12

7.7 / 3.7

Resourcing and capacity is not sufficient or not used most effectively to deliver services

Executive Director, Health & Adult Social Care

4 x 4

RED

3 x 3

AMBER

HASC

DR 13

6.2 / 2.7

Inadequate arrangements and lack of assurance for health protection including infectious disease, incidents and outbreaks (excludes COVID, which is included in the Corporate Risk Register)

Executive Director, Health and Adult Social Care

3 x 3

AMBER

3 x 2

YELLOW