To receive the Performance Monitoring Report – Quarter 4 2025/26 - Care and Wellbeing. [Report attached]

Contact: Natalie McFall - Interim Director of Adult Social Services (DASS).

Michelle Williams, Service Manager Long Term Support presented the Quarter 4 Performance Monitoring Report for Care and Wellbeing, providing a focused overview of adult social care activity, demand and financial pressures. She highlighted improved performance in completing care package reviews, with over 4,400 reviews completed out of approximately 5,300 people receiving funded support. It was noted that while some reviews remain overdue, these were prioritised and risk?managed, with safeguards in place to ensure individuals continue to receive appropriate care.

Ongoing work to support people to make informed care decisions, manage unpredictable demand pressures, including NHS?related demand transfers, and strengthen financial controls around capital reductions was also outlined to members and officers concluded that risks were actively managed, demand pressures were well understood, and the new operating model focused on earlier intervention and prevention.

Members queried how the Council ensured that individuals with overdue reviews, particularly those assessed as lower risk, were not experiencing harm. Officers confirmed that all individuals continue to receive care and were supported through additional oversight, including primary care and multi?disciplinary working where appropriate.

Members acknowledged the progress made in reducing the backlog of reviews and asked whether specific targets had been set for completing the outstanding reviews. Officers advised that review activity was managed flexibly in response to demand, with clear improvement plans in place across service areas and performance monitored quarterly. If progress does not meet expectations, actions were adjusted and additional support deployed.

Members questioned trends in the data showing a slowing rate of increase in completed reviews and sought clarification on whether this indicated a plateau in demand. Officers explained that the figures reflect fluctuating cohorts, with people entering and leaving services, and increasing front?door activity resulting in more people entering the review cycle.

Concerns were raised about the proportion of overdue reviews and whether resource limitations were a contributing factor. Officers confirmed that staffing capacity was a constraint and that resources must be balanced between new demand and review activity. It was explained that addressing all reviews immediately would require significant additional staffing, which could reduce the service’s ability to respond to urgent new cases.

Members asked whether additional funding could be used to recruit more staff. Officers confirmed that workforce capacity was being considered as part of the new Care and Wellbeing operating model, with targeted investment and transformation activity planned to manage demand more effectively at the earliest point rather than relying solely on reactive responses.

Members sought clarity on how reviews were conducted in practice, including who was involved and who carried them out. Officers explained that reviews were undertaken by qualified practitioners or social workers, involve the individual at the centre, and may include family members, carers and relevant professionals to ensure a holistic assessment.

Further questions were raised about the lack of benchmarking information. Officers confirmed that a shift to client?level data was underway and that regional and national comparisons will be introduced as this data becomes available, enabling stronger performance benchmarking in future reports.

Members emphasised the need for clearer presentation of performance, including comparative data and indicators, to support effective scrutiny. Officers acknowledged this and confirmed work was underway to develop a more consistent set of indicators aligned with national frameworks.

Recommended

That the Committee:

1.        Note the contents of this report and take assurance on how Care and Wellbeing was managing care package reviews, including the use of a risk?based approach to prioritisation, performance oversight and statutory compliance.

2.    Endorse the Council’s current approach to managing financial pressures arising from capital reduction, self?funding transitions and unpredictable demand and spend, including the use of forecasting, scenario planning and strengthened financial and operational oversight.

3.    Support the continued implementation of the revised Deferred Payment Agreement arrangements, noting the progress made in strengthening governance, consistency, customer experience and financial sustainability.

4.    Support the Council’s approach to meeting its duties under the Care Act 2014 in relation to information, advice, informed choice and planning for later life, in line with the new Care and Wellbeing operating model.

5.    Note the completion of the Day Services public consultation and agree that officers proceed to analyse consultation feedback and bring a further report to Cabinet setting out options and recommendations in due course.