URL: https://northnorthants.moderngov.co.uk/ieDecisionDetails.aspx?ID=2136

Decision Maker: Executive

Outcome:

Is Key Decision?: Yes

Is Callable In?: No

Purpose: To seek approval from the Executive on the proposals for transformation of the SSYA service, and interrelated opportunities for the creation of a new in-house Enablement service

Content: RESOLVED   KEY DECISION   That the Executive:   a)        Endorsed the proposed implementation of Phase 2 of the Transformation of Provider Services to proposals for the transformation of the Specialist Support Service Younger Adults (SSYA) service and commissioning of external providers to deliver the longer-term Specialist Support Services for Younger Adults (SSYA).    b)        Endorsed the creation of a new in-house enablement service.    c)         Delegated to the Executive Director of Adults, Health Partnerships and Housing in consultation with the Deputy Leader and Executive Member for Adults and Health Partnerships to undertake any required consultation with people currently supported by SSYA, with staff, and to carry out both the procurement and commissioning exercises required to commission this support from the external market.    d)        Delegated authority to the Executive Director of Adults, Health Partnerships and Housing to take any further decisions and / or actions required to support the implementation of the recommended proposal.    Reasons for Recommendations:   i)          The Specialist Support Service for Younger Adults provides care and support to people with a physical or learning disability living in their own home.    ii)         The service works across 5 longer term settings where people live in their own home (a flat) with the accommodation provided by a registered social landlord and care and support provided by NNC via SSYA. It is these settings that are referred to as Supported Living.    iii)        The majority of people supported have been receiving support from the service for more than 2 years. Their care and support needs are stable and can be met by an external provider and do not require the specialist intervention from the Council’s in house provider services.   iv)       As of 1st April 2025, 41 people are supported in the longer-term settings with 1,117 hours of care and supported provided during the day and 321 hours of care at night across these settings each week. A further 16 people are supported in their individual homes within the community.    v)         51 staff work across the 5 longer term settings providing care and support.      vi)       Current service provision is therefore effectively longer-term care and support for people whose needs remain relatively stable and settled. This does not align with our Transforming NNC Adult Social Care Provider Services – Strategy and Case for Change which set out an ambition to focus on reablement and enablement and seek to provide care and support only where the external market is unable to do so. This review of SSYA and the recommendations of this report represent phase 2 of the implementation of the strategy.     vii)      The care and support needs of people currently supported by SSYA can be met effectively by the independent (external) care market. Our in-house unit costs are approximately 50% more expensive than the independent market. By commissioning the care and support for the people currently supported by SSYA externally, there is the potential to mitigate the current overspend within the service and generate additional savings. Transferring staff to external providers will also ensure that people using the service benefit from continuity of service, delivered by the same familiar staff members.   viii)     Externally commissioning SSYA services would create an opportunity to accelerate the creation of a new in-house enablement service, with some SSYA staff being reassigned to an enablement service.    ix)       An enablement service would provide the Council with an opportunity to work intensively with people who may have or develop care and support needs, to maximise their independence and reduce the ongoing costs of purchasing their care and support in the future.    x)         A straightforward example of this would be ‘travel training’, our enablement service would provide capacity to work with people intensively to support them in utilising public transport safely and confidently as opposed to commissioning transport to support people to attend day services. This would enhance people’s independence and opportunities to be active members of their local community and reduce the costs to the Council related to the provision of transport.     xi)       As part of the adult social care diagnostic completed in November 2024, an analysis of the feasibility of a future enablement service was undertaken. The diagnostic proposed a preventative service to support children transitioning into adult social care, as well as adults who have never lived independently who will receive intensive enablement to support them to maximise their independence with the aim of reducing need for long term support from adult social care.  Case reviews undertaken as part of the diagnostic indicated that 35% of individuals aged 18-64 with care and support needs could have benefitted from an enablement service, helping them to be more independent and prevent needs for formal care and support.     xii)      Each year the Council support on average 199 people aged 18-64 who are new to Adult Social Care and an enablement service would provide capacity and a way to support these people to live more independently. Conservatively, 70 people each year would benefit from an enablement service; given the relative youth of this cohort of people who draw on Adult Social Care, the benefits of an enablement service could be felt for decades.    xiii)     This approach also better utilises the skills and experience of our SSYA workforce who have a track record of working with people successfully to support them in gaining independence. Their ability to do this consistently is reduced because the service is focussed on providing longer term care and support.     Alternative Options Considered:   Option 1: Do Nothing  Description: Continue delivering SSYA in-house with no changes.  Advantages:  o    No disruption to staff or people using the service.  o    No additional implementation costs.  Disadvantages:  o    Fails to address the current overspend in the SSYA service  o    Does not align with the Council’s strategic goals as set out in the Transforming Provider Services Strategy  o    No capacity freed up for an enablement service.  Recommendation:  Not recommended.     Option 2: Repurpose All SSYA Staff and Commission Out Support  Description: All SSYA staff are redeployed to a new enablement service; external providers take over current support roles.  Advantages:  o    Retains staff within the Council.  o    Enables creation of an enablement service.  o    Aligns with strategic goals.  Disadvantages:  o    Financially unviable; increases costs.  Recommendation:  Not recommended.    Option 3: Retain and Reconfigure SSYA In-House  Description: Keep SSYA in-house but reorganise to reduce costs.  Advantages:  o    Less disruptive than full outsourcing.  o    Potential for some cost savings and enablement capacity.  Disadvantages:  o    Savings depend on internal efficiency improvements.  o    Does not fully align with strategic goals.  Recommendation:  Not recommended.     

Date of Decision: August 12, 2025