adult social care annual report - halton borough council · the role of a social worker within...

Adult Social Care Annual Report

2018 / 2019

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Contents

Introduction ........................................................................................................................... 2

What is adult social care? .................................................................................................. 2

Structure of the report ........................................................................................................ 3

The role of a Social Worker ................................................................................................... 4

A day in the life of a Social Worker .................................................................................... 5

The Transition Team and Named Social Workers ............................................................. 6

Community Care ................................................................................................................... 8

The Reablement First model ............................................................................................. 8

Shared Lives ..................................................................................................................... 9

Carers ............................................................................................................................. 12

Care Homes ........................................................................................................................ 14

Overview of the local care home sector ........................................................................... 14

The transfer of homes into the Council ............................................................................ 15

Facts & Figures ................................................................................................................... 17

Adult social care spend ................................................................................................... 17

Adult social care annual survey ....................................................................................... 17

Adult Social Care Outcomes Framework (ASCOF).......................................................... 18

Complaints and compliments ........................................................................................... 20

Contact us ........................................................................................................................... 21

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Introduction

Each year we produce a report to look back at what the Council’s Adult Social Care Service

has done in the last year to provide care and support for some of the most vulnerable

members of our local community.

This is our eighth annual report, sometimes known as the ‘Local Account’, and it focusses on

the period from April 2018 to March 2019.

It is an opportunity to look at how we’ve performed; what we’ve done well and where we can

improve. We also hope that it offers local residents an interesting insight into the work that

we do to help improve the lives of those in need of care and support and their carers.

What is adult social care?

Many of us, at some stage in our lives, will require care and support with daily living as a

result of getting older, an illness or disability, mental health difficulties or because we care for

someone else who needs support.

Local authorities have a range of responsibilities in relation to adult social care, which are set

out in the Care Act 2014. They include:

• Providing information and advice;

• Preventing / delaying the need for support;

• Assessing and monitoring care and support needs;

• Determining eligibility for publicly-funded care and support;

• Providing / arranging services to meet needs;

• Safeguarding adults at risk of abuse or neglect;

• Assessing and supporting carers; and

• Ensuring that individual wellbeing is promoted at all times and people are supported

to achieve the outcomes that matter most to them.

Adult social care therefore describes the system of support provided through local authorities

for vulnerable adults who need extra help and support to live their lives. It can include

residential care, home care, care in the community and the provision of aids and adaptations

(special equipment or changes to the home to help people live independently, e.g. grab rails,

ramps, stair lifts etc.) It can also include the allocation of funds so people can arrange their

own care and support.

The provision of high quality adult social care services continues to be a key priority for the

Council. It contributes to the achievement of one of the Council’s strategic priorities as

described in the Corporate Plan 2018-2020:

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A Healthy Halton: “To improve the health and wellbeing of Halton people

so they live longer, healthier and happier lives.”

Structure of the report

This year’s report focusses on three key areas of adult social care, as detailed in the

diagram below, and within each section we shine a spotlight on a small selection of our

services:

The report also looks at some headline facts and figures, allowing us to reflect on our

performance in 2018/19.

The report concludes with a section on how to get in touch with us for further information

about adult social care.

The role of a Social Worker

Professionals who work with individuals and families to help improve their lives

by arranging appropriate care and

support to meet needs. Social

Workers are one part of a wider social

care team.

Community Care Services

Social care services that help people to

continue to live a full and independent life in their own homes

for as long as possible.

Care Homes

Somewhere people live alongside others with staff providing 24-hour care and support for those who need it as a

result of old age or disability. This may

include nursing care.

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The role of a Social Worker

Within Adult Social Care, Social Workers support people who have care and support needs

as a result of illness, age, disability or a mental health condition. They are usually one of the

first points of contact in accessing care and support services.

Social Workers build, nurture and maintain

relationships with those people who are the most

vulnerable in our communities to support them to

reach their potential. They protect vulnerable people

from harm and abuse. They apply a range of

knowledge and skills to build relationships and

understand the issues that someone faces.

Social Workers generate an understanding of a

person’s care and support needs through

conversation. They look at the difficulties and barriers a person faces as well as their hopes,

desires and wishes. The person’s strengths are also considered alongside their network of

support. Care and support is then tailored to meet the person’s needs and help them to

achieve their desired outcomes.

Social Workers work with a number of people at any one time; this

is known as a caseload. On a day-to-day basis they assess

people’s needs, work with individuals and families to make positive

changes, organise support, make referrals to other agencies and

keep detailed records of discussions and actions taken.

In this section, we focus in on the role of the Social Worker but it’s

important to remember that Social Workers are one part of a wider social care workforce

comprising other professionals such as Occupational Therapists (OTs) and Community Care

Workers (CCWs).

OTs help people to overcome the effects of disability and enable them to carry out everyday

tasks and activities, for example by arranging aids and adaptations in the home.

CCWs are like Social Work Assistants; they support Social Workers in their day-to-day role.

CCWs are not required to hold professional qualifications but usually have or work towards a

level 3 qualification (equivalent to ‘A’ level). They build on their skills and knowledge through

experience and represent a competent and much-needed resource.

ASC Social Workers also work closely with colleagues in other council departments (e.g.

Children’s Services) and those based within health services.

“Social workers recognise the bigger picture affecting people’s lives and work for a more equal and just society where human rights are respected and protected”

The British Association of Social Workers (BASW)

There are 43 Social

Workers within

Adult Social Care (according to the

Workforce Data Set

2019 return submitted

to Skills for Care).

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A day in the life of a Social Worker

Hi! My name is Ashlea and I am an Advanced Social Work Practitioner working in the Initial

Assessment Team (IAT) at Halton Borough Council. The IAT is the ‘front door entrance’ to

adult social care supporting those in need from the age of 18+, completing initial

assessments for those needing to access support, signposting to services and responding to

crisis situations.

I am one of four Social Workers in the IAT, with the rest of the team consisting of

Occupational Therapists and Community Care Workers. The team is always busy, with no

two days being the same; something I love about my job. A typical day can look like this…

Time Activity

9am This is when my day usually starts, sometimes earlier if I have priority paperwork

to do in order to progress urgent actions. Social Workers operate a weekly duty

rota, usually completing one day per week on duty. This is my day on duty so the

first job of the day is to check my own e-mail inbox as well as the duty inbox to

see what has arrived overnight; this can be anything from priority referrals to

general enquiries. Once this is complete I will prioritise tasks, identifying those

that need completing today, arranging appointments for others and delegating

tasks to members of the team.

10am I receive a call from a Mental Health Nurse informing me that a person I am

supporting has been sectioned (admitted to hospital for treatment) under the

Mental Health Act. This has been requested due to concerns in relation to mental

health and delusional thoughts. The nurse requests some background

information and I agree to email over a chronology and timeline of events and

concerns.

11am My first visit of the day is to support a person who is neglecting themselves; their

property is in a poor condition and there are concerns regarding financial abuse. I

have been visiting regularly to encourage this person to engage with support,

however they remain unwilling to accept support. I will visit today to inform of a

referral I have made, to complete a welfare check and continue to build a positive

rapport.

12pm A lunch break is encouraged to give time away from the desk and phones in

order to be ready for the afternoon.

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Time Activity

1pm A priority referral is received from a family member who can no longer continue in

their caring role. Due to the person presenting as distressed over the phone we

evaluate that the situation is urgent and warrants a visit for today. I visit with a

Community Care Worker, so that any actions can be completed more efficiently.

Following on from the visit we spend the afternoon sourcing an appropriate

respite placement, support for the carer and completing essential paperwork.

2pm I continue to check duty e-mails throughout the day. Numerous calls are made in

response to enquiries and information. Advice and signposting information is

provided as required. I write the chronology I promised earlier today.

3pm I am asked by one of my colleagues for some advice in relation to a person with

dementia who has been declining support with their medication. I arrange to

complete a joint visit with them the following day in order to complete a Mental

Capacity Assessment (to determine if the person has the ability to make their own

decisions). We discuss the potential risks and develop a multi-agency plan for

managing the risks effectively with the least restrictive approach.

4pm I prepare for a multi-disciplinary team meeting arranged for tomorrow. The

meeting is regarding a person I am supporting who is alcohol dependent, requires

mental health support and who I feel is vulnerable. Around four professionals are

expected to attend. I create a chronology of my involvement and an agenda to

guide the meeting.

5pm At this time I usually complete a handover discussion with the duty workers for

the next day and inform them of any priorities that need following up. Usually this

marks the end of the day, however, sometimes I need to stay later to make sure

all actions are completed. Flexible working arrangements are in place so any time

I accrue can be taken another day.

The Transition Team and Named Social Workers

Nowhere has the positive impact that Social Workers can have been more evident than in

the Council’s new Transition Team and their approach to the implementation of the Named

Social Worker programme led by the Department of Health & Social Care (DHSC).

Transition is the term used to describe the process experienced by children and young

people with disabilities and/or complex needs as they move from children’s to adults’ health,

education and social care services. The Council’s Transition Team works with young people

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from the age 14 and their families in order to help them plan for the future and their move

into adult services and support. Many of the young people that the team work with have

learning disabilities and/or autism.

Between 2016 and 2018, the Innovation Unit and the Social Care Institute for Excellence

(SCIE) supported nine local authorities to develop, implement and evaluate a Named Social

Worker approach. The programme was initiated and funded by the DHSC and aimed to pilot

approaches that would improve outcomes and experiences for people with learning

disabilities, autism and mental health conditions.

A Named Social Worker is a dedicated social worker who has an ongoing responsibility for

an individual with a learning disability, autism or mental health need. They are the primary

point of contact and responsible for advocating on behalf of the young person, across the

system.

Halton took part in phase two of the pilot in 2017/18 and has continued to build on the

success of this work and embed the approach throughout 2018/19. Working with a NSW

approach has allowed the team to develop trusted relationships with individuals and their

families in order to understand their wants and needs and support them to make decisions

about their care and support. It has also ensured a consistent point of contact for families

and other professionals. In many cases, the NSW approach has enabled people to remain in

or return to Halton, close to their families and support network, rather than being placed in

residential care placements out of the borough.

The improvements seen in Halton as a result of being involved in the NSW pilot were so

successful that Halton’s approach was identified as excellent practice and the team has

been involved in developing the principles and guidance for the NSW approach going

forward. The ‘Preparing for adulthood: The role of social workers’ guide was commissioned

by the Office of the Chief Social Worker for Adults and was published in July 2019.

The Innovation Unit diagram below summarises the learning from the NSW programme:

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Community Care

Community care services are intended to help people who need care and support to live with

dignity and independence in the community and to avoid social isolation. Such services

support people with eligible needs resulting from old age, learning / physical disability and/or

mental health condition. The main aim in providing community care services is to enable

people to remain living in their own homes and to retain as much independence as possible

for as long as possible.

The Reablement First model

The Reablement First model aims to ensure a speedy discharge from hospital to home and

to improve outcomes for people who use the service. It provides intensive support to people

leaving hospital meeting the ongoing rehabilitation needs of people once they no longer

require hospital care. The aim of the support is to:

• Optimise levels of independence;

• Improve quality of life

• Reduce the need for ongoing support in the long-term;

• Reduce the length of stay in hospital;

• Reduce the risk associated with vulnerable people remaining in a hospital

environment;

• Enable a Multi-Disciplinary Team (MDT) assessment to be undertaken in the

person’s home where they are more familiar with their surroundings.

The model is operational seven days per week, 365 days of the year. The service does not

attract a charge for the period of the reablement programme and offers some additional

services and signposting upon discharge. The service aims to:

Support people to make links with local communities

Decrease the risk of loneliness

Maintain a person’s health and wellbeing by

encouraging links with other partner agencies

Provide a support plan upon discharge from the

service into long-term support

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Case examples

Elizabeth returned home from a period of hospitalisation after a fall down the stairs. She

had lost her confidence and was assessed as being able to return home with support.

She required help in a morning with personal care and rehabilitation for 30 minutes. After

spending 4 weeks with Reablement First assisting to wash, dress, administer medication

and other house tasks, Elizabeth became independent again and was able to complete all

these tasks independently and, following review, the package of care was closed.

Margaritta was transferred to Oak Meadow Intermediate Care Unit from hospital. She

received intensive rehabilitation supported by Occupational Therapists and

Physiotherapists. She returned home and was transferred to the Reablement First service

and was supported with a package of care consisting of three visits a day; after six weeks

of Reablement First, Margaritta became fully independent and no further ongoing support

was required.

Shared Lives

Shared Lives, also known as Adult Placement, is a scheme whereby carers provide support

from their own home for people who have care needs as a result of age, illness or disability.

It’s a bit a like a fostering arrangement but for adults. Halton’s service provides day care and

short breaks to enable people to live an ordinary life in the community. In some areas,

people with care and support needs may be placed in a carer’s home on a permanent basis

as an alternative to home care, supported living or residential care. Shared Lives / Adult

Placement Schemes are monitored and

inspected by the Care Quality

Commission (CQC). Halton’s service is

rated ‘Good’ by CQC.

Halton’s service has been in operation

for approximately 20 years. There are

currently 11 active carers who open up

their homes as part of the scheme.

The great work of Halton’s carers was

recently recognised when they won the

Dementia Carer Award for the North West as part of the Great British Care Awards. The

Awards are a series of regional events throughout the UK and are a celebration of

Members of the Shared Lives Service and Shared

Lives Carers celebrating their Great British Care

Award.

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excellence across the care sector. There were nine finalists in the category with Halton being

the only local authority. The team will now go forward to the national final in March 2020.

Shared Lives case study: A heart like Ann’s

This is Ann. Ann was approved as an Adult

Placement Carer in 2012 after a robust

recruitment and vetting process.

Caring for people is what Ann does best. Ann

has a wealth of experience from working in the

care sector for many years. Ann brings all the

knowledge and experience of those 30 years to

benefit the people she supports. Such

experience isn’t required to become a Shared

Lives Carer as the Service provides full training.

However, what you do need is a heart like

Ann’s.

Ann now lives alone. Ann was widowed at an

early age and missed the companionship and

fulfilment her marriage gave her. Supporting

people who need her provides structure in her life and gives her as much fulfilment as she

gives to them. Ann is a regular visitor to Holland as her only child lives there with his wife

and son. Ann originates from Liverpool, which might explain why laughter comes easy to

Ann. Ann lists some of her hobbies as crafts, sewing and knitting and socialising with family;

pastimes she shares with the people she supports.

Ann’s primary reason for applying for the role was that she felt she had a lot to offer by

opening her home up to people who need day care in an ordinary home. The fees paid to

Ann for her caring role and for sharing her home help towards household bills and take the

pressure off Ann relying solely on her pension allowance which is a great help.

Ann works flexibly on days suited to her. Ann currently works 5 days a week from 10am to

4pm and supports over 10 different service users whose disabilities range from dementia to

a learning disability.

Ann is person-centred in her approach and supports people by recognising their individuality

and engaging them in meaningful activity designed to promote/keep their independence.

Ann discourages the ‘hotel model’ of support where people, if given the opportunity, would

sit passively in front of the television not really doing anything. Ann encourages the people

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she supports to engage in activity. For example, 90 year-old dementia sufferer Jane thinks

that she is going to work when she is going to her placement with Ann and that’s exactly

what Ann does; put Jane to work, as she helps prepare the lunch set the table and do the

dishes. Jane’s daughter says her mum loves going to Ann’s and being kept busy.

The model of engagement Ann uses to support the people is called ‘Active Support’. Active

Support refers to the type of support provided – support that turns person-centred plans into

person-centred action. Active Support changes the style of support from ‘caring for’ to

‘working with’; it promotes independence and supports people to take an active part in their

own lives.

Anytime you pop into Ann’s home you will find the people Ann supports involved in a hive of

activity ranging from baking, potting plants, chair based exercises and crafts.

Ann couples her skills with a wonderful sense of humour. The people being supported are

embraced as part of Ann’s family circle and her home as an extension of their own family

homes which is the essence of Adult Placement.

Ann receives many compliments but one received from a Social Worker in August this year

regarding a lady with vascular dementia who has been with Ann for two years typifies the

gratitude felt:

“I would just like to thank you for all the support and care that you have

provided to S while she has been coming to you. D (S’s husband) has

always spoken very highly of you and told me how much S enjoys her time

with you. I recognise that you have gone above and beyond to ensure that

S has been happy and well cared for while with you.”

Ann represents all that is good about Shared Lives Carers as she certainly shares her heart

and her home like the rest of the carers. Ann finds her role as a carer more than rewarding

and the thought that she is making a valued difference to the people she supports and their

families is all that matters to Ann.

Do you think you could open up your home, and your heart, like Ann?

Applications from all sections of the community are welcome. No previous

experience is needed as full training will be given. Carers can choose what days they

work and payment is made according to the hours worked and number of people

cared for. Regular support is provided by the AP Service. There is an application and

assessment process and an independent approval panel will decide if the applicant

can become an AP Carer. If you would like to find out more, please visit

www.halton.gov.uk/aps or call the Adult Placement Service on 0151 511 6677.

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Carers

People with additional needs resulting from age / disability often rely heavily on the support

they receive from ‘informal’ carers.

A carer is someone who provides unpaid support to a partner, family member, friend or

neighbour who is ill, struggling or disabled and could not manage without this help. This is

distinct from a care worker, who is paid to support people.

According to the charity, Carers Trust, there are around seven million carers in the UK and

this is set to increase by 60% by 2030. Three in five people in the UK will be carers at some

point in their lives. The economic value of the contribution made by carers in the UK is £132

billion per year.

In the 2011 Census, 15,010 Halton residents described themselves as unpaid carers.

All local authorities with adult social services responsibilities with an eligible population of at

least 150 carers are required to carry out a ‘Survey of Adult Carers’ every two years.

Halton’s 2018/19 survey reveals the following:

The Council recognises the importance and value of the support provided by carers to some

of the most vulnerable members of the local community. The Council also acknowledges

that, although a caring role can be rewarding, it can also leave the carer themselves in need

of support due to the impact it can have on their own health and social and financial

wellbeing.

630 carers known to

the Council

257 carers completed the survey

77.5% live with the

person they care for

27.5% are between the ages of 55

and 64 years

96.8% have used the Council's support services

39.9% are very/

extremely satisfied with the support

received

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The Care Act, which came into force in April 2015, gives carers rights on a par with the

people they care for, which includes an entitlement to an assessment of their own needs.

This assessment includes taking into consideration the carer’s health and wellbeing, family

relationships and their need to balance their home life with their education or work. If they

are found to be eligible, they are entitled to support funded by the local authority. In addition,

all local authorities must provide advice and information and prevent carers’ needs from

getting worse.

We are in the process of refreshing our Carers Strategy to ensure that local support is in

place to continue to support carers in their vital role. We will provide an update on this in

next year’s annual report.

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Care Homes

It can sometimes be the best option for an individual to move into a care home if:

• They are struggling to live alone, even with help from family/friends/paid carers;

• A needs assessment indicates that it is necessary in order to adequately meet

needs; or

• They have a complex condition that requires specialist attention throughout the day

and night.

Although people may sometimes be reluctant to leave their own home, moving into a care

home can reduce the stress associated with meeting care needs for the individual and/or

their carers. It then allows the individual to focus on other things such as their social and

emotional wellbeing.

There are two main types of care home; residential and nursing. Some care homes offer

both types of placements.

Residential homes provide accommodation and personal care such as help with washing,

dressing, taking medications etc. In addition to this, nursing homes also have qualified

nurses on duty to provide nursing care for those who need perhaps due to a severe learning

/ physical disability or a complex medical condition that means nursing care is required (e.g.

being tube fed).

The Care Quality Commission (CQC) monitors, inspects and regulates health and social

care services, including care homes, in England to make sure they meet fundamental

standards of quality and safety. CQC look at whether services are safe, effective, caring,

responsive to people’s needs and well-led and they publish their rating, which will be either

‘outstanding’, ‘good’, ‘requires improvement’ or ‘inadequate’.

Overview of the local care home sector

25 residential / nursing homes with a total of 759

beds (15 Widnes, 10 Runcorn)

Accommodating:

Older people, including those with dementia;

Adults with:

- Learning Disabilities

- Physical / Sensory Disabilities

- Mental Health needs

CQC ratings:

72% Good

16% Requires Improvement

12% Not Yet Inspected

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The transfer of homes into the Council

In recent years, the Council has expanded its portfolio of care homes and there are now four

residential / nursing homes for older people under the ownership and operation of the local

authority.

There have been a number of reasons why the previous providers could no longer continue

operating the homes, which has led to the Council stepping in to ensure the continued

availability of care home provision in the borough:

• The previous provider at Madeline McKenna Court was looking to decommission and

close the home as the service did not fit with their wider portfolio;

• Millbrow was placed in special measures by CQC after an ‘inadequate’ inspection

rating and the provider was planning to close the home as a result of ongoing

financial difficulties and problems recruiting staff with the right skills;

• St Lukes and St Patricks were both operated by the same provider and an

agreement was reached to transfer the homes to the Council, as the provider was

unable to continue operating the homes due to the financial challenges faced by the

social care sector.

Given the increasing number of homes coming into the Council, a specific Division for Care

Homes within Adult Services was established in

order to create a level of consistency across the

Council-run homes and facilitate the sharing of

good practice to continually improve the quality of

service provision.

Particular focus has been on raising the standards

at Millbrow Care Home given the scale of

improvements required when the Council took over.

Madeline McKenna Court

•Acquired in 2017

•Widnes

•23 beds

•Residential

•CQC rating = Good (Feb 2019)

Millbrow Care Home

•Acquired in 2017

•Widnes

•44 beds

•Nursing

•CQC rating = Requires Improvement (Mar 2019)

St Lukes Care Home

•Acquired in 2019

•Runcorn

•56 beds

•Nursing

•CQC rating = Good (Nov 2018 - previous provider)

St Patricks Care Home

•Acquired in 2019

•Widnes

•40 beds

•Nursing

•CQC rating = Good (Apr 2018 -previous provider)

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In 2018, a multi-agency project group was established to develop Millbrow into a ‘Centre of

Excellence’, comprising representatives from health, social care and the voluntary and

education sectors.

The acquisition of care homes provides the Council with the opportunity to transform how

care is delivered within a care home environment. The development of Millbrow is the first

step of that journey; working within the whole system

to deliver an outstanding service offer, the home will

operate as a model of good practice and will improve

the visibility and image of care homes in the local

area.

Millbrow was inspected in February 2019 and

although it received a ‘requires improvement’ rating

overall, it was rated ‘good’ in the category of ‘caring’

and the inspection report stated ‘people were supported and treated with dignity and respect;

and involved as partners in their care’.

A considerable amount of progress has been made and Millbrow has improved substantially

since the Council took over.

The Council will continually strive to provide the highest quality care to local people, despite

the difficult landscape created as a result of restricted funding from Government coupled

with an ageing population with increasingly complex needs. The Council recognises the

need to take an innovative approach in order to rise to this challenge.

The development of Millbrow: snapshot of progress

Good care now being provided; residents feel safe and well cared for

and families are pleased with

Gap analysis completed to understand where

improvements need to be made to achieve outstanding care

Improvements made to the building to address

the lack of general maintenance over a

number of years

Full refurbishment works planned to create an outstanding physical

environment, to include the use of technology

Permanent staffing in place; terms and

conditions harmonised following staff transferring

to employment by HBC

Work ongoing with partners in the education

sector to create staff training and development opprtunities and develop

the future workforce

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Facts & Figures

Adult social care spend

The Council’s total spend on adult social care services for 2018/19 was £43.4 million, which

was split across the different client groups as displayed in the chart below.

Adult social care annual survey

Councils with adult social services responsibilities carry out an Adult Social Care Survey

each year. The survey seeks the opinions of service users aged 18 and over in receipt of

long-term support services funded or managed by social services and is designed to help

the adult social care sector understand more about how services are affecting people’s lives.

Some headline results from Halton’s 2018/19 survey are displayed below:

Mental Health5%

Older People46%

Learning Disabilities37%

Physical Disabilities12%

•89.1% of respondents were extremely or very satisfied; an increase of 19.7% compared to the previous year.

How satisfied are you with the care and support you received?

•89.1% said yes; a decrease of 4.1% compared to the previous year.

Do care and support services help you to have a better quality of life?

•45.5% said it was good or very good; an increase of 6.1% compared to the previous year.

How is your health in general?

•87.1% said yes; a decrease of 2.4% compared to the previous year.

Do care and support services help you in having control over your daily life?

•88.7% said yes; a 0.9% increase compared to the previous year.

Do care and support services help you to feel safe?

A total of 5,080 people were supported.

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Adult Social Care Outcomes Framework (ASCOF)

The Adult Social Care Outcomes Framework (ASCOF) measures how well care and support

services achieve the outcomes that matter most to people. The ASCOF is used both locally

and nationally to set priorities for care and support, measure progress and strengthen

transparency and accountability. ASCOF is a series of measures across four domains:

As ASCOF is a national data collection, it is possible to benchmark Halton’s performance

regionally and nationally. Results are displayed below for the overarching measures under

each domain:

ASCOF Measure 1A: Social care related quality of life score

This is an average score based on responses to the ASC survey. A higher score indicates a

better result. The maximum score is 24. Halton ranks 16th nationally in relation to this score;

higher than neighbouring authorities in the Liverpool City Region and Cheshire.

1 Enhancing quality of life for people with care and support needs

2 Delaying and reducing the need for care and support

3 Ensuring people have a positive experience of care and support

4 Safeguarding adults whose circumstances make them vulnerable and protecting them from avoidable harm

19.619.5

19.219.3

19.0

19.4 19.4

18.7

18.2

18.4

18.6

18.8

19.0

19.2

19.4

19.6

19.8

Halton Knowsley Liverpool St Helens Wirral CheshireEast

CheshireWest andChester

Warrington

Regional and national average = 19.1

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ASCOF Measure 2A: Long-term support needs met by admission to residential and

nursing care homes, per 1,000 population, of (1) younger adults aged 18-64 and (2)

older adults aged 65 and over

A lower number indicates a better result for this measure. Halton score is lower than the

regional and national average for adults aged 18-64 but slightly higher for those aged 65+.

For both measures, Halton’s performance is similar to that of neighbouring authorities in the

Liverpool City Region and Cheshire.

Measure Halton North West

England Lowest across Cheshire / LCR

authorities

2A1

(aged 18-64)

10.4

(ranked 58th nationally) 16.6 13.9

Knowsley – 4.4

(ranked 9th nationally)

2A2

(aged 65+)

731.0

(ranked 122nd nationally) 723.5 580.0

Wirral – 608.8

(ranked 90th nationally)

ASCOF Measures 3A & 4A: Percentage of people who use services that are

extremely/very satisfied with their care and support & percentage of people who use

services who feel safe

Halton is ranked 24th nationally for levels of satisfaction with care and support and 8th

nationally for the proportion of people who feel safe; higher than neighbouring authorities in

the Liverpool City Region and Cheshire.

62.2%

59.2%

68.1%

64.8%

65.6%

66.8%

63.5%

65.0%

64.3%

68.8%

66.2%

73.3%

71.1%

73.2%

71.7%

71.4%

70.7%

69.6%

70.0%

76.0%

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%

Warrington

Cheshire West and Chester

Cheshire East

Wirral

St Helens

Liverpool

Knowsley

North West

England

Halton

4A (feeling safe) 3A (satisfaction)

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Complaints and compliments

According to Customer Care Team records, 54 compliments were received from those

accessing adult social care services in 2018/19. This reflects those compliments that were

fed through from service areas and formally recorded by the Customer Care Team.

Compliments were received across a range of ASC services but the following areas received

the highest number of compliments:

Team No. of

compliments Quote

Mental Health Team 11 “You have helped me more than you know and you have helped me change my life”

Rapid Access Rehabilitation Service (RARS)

11 “Many thanks for your kindness, patience and expertise”

Care Management (Social Work Teams)

8 “An understanding Social Worker who explained all the processes and was very caring”

Millbrow Nursing Home 7 “Since HBC has taken over, there has been a huge difference in staff happiness and how much cleaner the home is”

Adult Placement Service 6 “I would highly recommend the service; it’s fantastic”

0

5

10

15

20

25

Day Care Domiciliary(Home)

Care

Residential /Nursing

Care

SharedLives

SupportedLiving

Other

1

18

13

1

7

25N

um

ber

of

com

pla

ints

Service area

65 complaints received in 2018/19; down from

72 in 2017/18.

of 21

Contact us

We welcome your feedback on this report. You can let us know what you think by emailing

[email protected] or writing to:

Policy, Performance & Customer Care

Runcorn Town Hall

Heath Road

Runcorn

WA7 5TD

If you require assistance in relation to adult social care, please call 0151 907 8306.

There is also a range of information available on our website:

https://www3.halton.gov.uk/Pages/adultsocialcare/AdultSocialCare.aspx

For general Council enquiries, please call the contact centre on 0303 333 4300 or call into

one of the Halton Direct Links (HDL – one-stop-shops):

Halton Lea HDL

Rutland House

Runcorn

WA7 2ES

Widnes HDL

Brook Street

Widnes

WA8 6NB

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