Adult Social Care and Public Health Sub-Committee
Agenda Item 8
Subject: Health and Adult Social Care Delivery Strategy
Date of meeting: 13th June 2023
Report of: Executive Director, Health and Adult Social Care
Contact Officer: Name: Kat Brett, Business Manager
Email: kat.brett@brighton-hove.gov.uk
Ward(s) affected: All
1.1 This report contains the Health and Adult Social Care Delivery Strategy for 2023-2027. The delivery strategy sets out seven ambitions with underlying principles and enablers in order to meet the vision and mission of the directorate.
2.1 That Committee notes the Health and Adult Social Care Delivery Strategy for 2023-2027 (Appendix 1).
3.1 Health and Adult Social Care has seen much change in recent years with more change on the horizon. The Covid-19 pandemic, the UK leaving the EU, the cost of living crisis and government legislative reforms have had a profound impact across the system and we are yet to fully understand the full effects to health and care services, the market, the workforce and those people who require their use.
3.2 Health and Adult Social Care (HASC) Directorate Management Team (DMT) undertook analysis of key areas of strengths, weaknesses, opportunities and threats to develop seven ambitions for the next four years. They used feedback from local people and communities as well as insight from population and performance data. The ambitions are underpinned by enabling strategies and plans that will support our delivery of the ambitions. The principles will guide the way that we work.
3.3 The wider management team within HASC met to review the ambitions and began to identify priority actions required in order to deliver them.
3.4 The delivery strategy provides an overarching framework with seven ambitions indicating where we want to get to over the next four years. This provides a structure for actions on the Directorate Plan and service plans and supports the movement towards the Target Operating Model.
3.5 The delivery strategy is a tool to communicate the key priorities across Public Health and Adult Social Care and keep work aligned to the mission of the directorate.
3.6 The enablers are a wide range of strategies and plans that are critical to the delivery and continuous improvement of our services. Some of these are in place and others will be developed over the next year.
3.7 The actions underpinning the aims within the delivery strategy will continue to evolve in order to support the priorities within the new Corporate Plan 2023-2027.
4.1 Through review of council priorities, linked strategies and plans and feedback, the delivery strategy is deemed to provide the direction of travel required for the directorate.
5.1 Feedback from engagement with people has been used to inform the delivery strategy, whether that be from recent surveys or specific focused engagement, and community engagement has been and will be critical to the enabling strategies and plans. Community engagement is also a key part of ambition 3 and our engagement plan is a key enabler to the delivery strategy.
6.1 The Health and Adult Social Care Delivery Strategy sets out the direction of travel that the directorate must take and key priorities for the council with regards to Adult Social Care and Public Health.
7.1 The appended Health and Adult Social Care Delivery Strategy outlines key priorities for the directorate for 2023-2027. The four-year ambitions include ensuring the best use of resources to meet statutory responsibilities. This will be achieved by:
· Ensuring timely and effective budget management
· Implementing improvements for operational financial processes
· Maximising income generation through modernised service delivery
Name of finance officer consulted: Sophie Warburton
Date consulted: 17/05/2023
8.1 As described in the report and appended Health and Adult Social Care Delivery Strategy, the strategy provides key priorities for the council with regards to Adult Social Care and Public Health in meeting its statutory duties.
Name of lawyer consulted: Sandra O’Brien
Date consulted: 17/05/2023
9.1 ‘Fair and inclusive’ is not only a principle of the delivery strategy but also is a core part of ambitions 3 and 5, through the delivery of the directorate Fair and Inclusive Action Plan, which focuses on both our communities and workforce. A key part of our mission is to reduce health inequalities and the strategy prioritises accessibility of information and services.
10.1 Sustainability is considered throughout our work in the directorate, as well as our influence in the city and with the external provider market. There are challenges to be overcome with regards to practicalities, efficiency, cost and sustainability and these will be considered through each piece of work linked to the delivery strategy.
Social Value and procurement implications
11.1 For all commissioning and procurement matters, the social value guidance and sustainable procurement policy will be consulted.
Public health implications:
11.2 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. Health and wellbeing is everyone’s business and a core part of this delivery strategy is to support the wider council and the whole city to address the broader determinants of health.
Supporting Documentation
1. Health and Adult Social Care Delivery Strategy 2023-2027