Adult Social Care Local Account 2023/24

Prevent, reduce and delay the needs of support

Key actions are:

• redesign of our Adult Social Care pathways focusing on prevention and early intervention in progress
• work to maximise access and availability of information, advice and guidance, improving navigation and easy read information
• embed the local VCSE organisations in prevention,planning and delivery
• develop online assessment functionality, including financial assessments and care assessments
• work with TEC partners to develop solutions and strategies to common problems being face by those needing our services
• develop and launch new Direct Payments Support Service

When we get this right, it looks like:

• people have a positive experience when contacting Adult Social Care
• people receive support to help resolve the issues they face, emphasising what they can do for themselves and what support is available
• preventable ill health in Gateshead is reduced
• residents will be able to access flexible health and care support, when and where they need it

Caregivers and the voice of people and communities

Key actions are:

• improve information and advice support to caregivers
• develop Engagement and Co-production Strategy and Framework
• implement the delivery plan of the Caregiver Strategy
• finalise and publish young carers strategies

When we get this right, it looks like:

• we identify and support carers as early as possible
• the voice of people with lived experience is heard and we work with them in true partnership to co-produce our Adult Social Care offer
• people feel listened to and have access to local groups and community services with strong social networks
• improved access to support carers who are 'seldom heard from' and carers from minority ethnic groups to reduce isolation and health inequalities
• our young carers feel seen and understood and feel confident about their futures

Workforce and commissioning

Key actions are:

• development of our recruitment offer and workforce brand, including retention of our workforce
• develop a new quality pathway for contract and quality management for providers
• equipping our workforce with the right skills and knowledge to deliver strengths based practice and successful enablement approaches
• continue to develop opportunities for development and career pathways, including health and social care workforce
• implement our new home care model to deliver outcome-based support closer to people and their communities

When we get this right, it looks like:

• a well-trained and resilient workforce, the right people with the right skills to provide the best possible care and support
• career opportunities and progression at all levels, that have a range of exciting and interesting roles
• a positive and inclusive culture for staff, promoting an ethos of inclusion and diversity
• people more in control of their care and support, provided by staff who are connected to the communities they work in