Adult social care – Harrow struggling!

The recent Harrow People magazine informs: demand for the adult social care is going up and the council tax is rising because of it.
The client group for this aspect of the care includes people with learning disabilities, physical disabilities, sensory impairment, and mental health or physical conditions.
With the rise of the council tax comes the expectation of good quality services and provisions as well as the best value for money. In this respect, Harrow adult social care presents a mixed picture.
Since 2017, many councils have developed Wellbeing and Resilience Framework to provide clarity on why wellbeing and resilience are important, and how they will be systematically improved and strengthened with their residents, and for all ages.
Harrow has now come up with a somewhat deficient Resilient Harrow Programme for the consideration of the Health and Wellbeing Board (this multi-agency forum, chaired by the leader of the Harrow council, receives verbal and written reports from the agencies which it  mostly takes as information rather than professionally scrutinising these – such a weakness results in the concerning performance of the key partners like the Harrow Clinical Commissioning Group not being addressed).
(resilience: empowering citizens to maintain their well-being and independence, strengthening support networks within their families and communities; enabling them to be stronger, healthier, and more resilient).
Following the director of adult social services Vision last year, the council engaged the specialist adult social care consultancy agency Impower to review the impact and effectiveness of the first phase of delivering the Vision.
The diagnostic work identified significant areas where work is needed, like areas such as improving access to information, developing the range of community based resources available, making better use of assistive technology and developing and managing the adult social care market locally.
Such shortcomings are concerning (no lessons seem to have been learnt from similar weakness in many other areas of the council’s works over the years) and become more concerning considering that the adult care provision involves a variety of stake-holders like providers, staff, national bodies and people who use services, their families and carers which requires rigorous coordination and monitoring across the board.
The resilient programme also seems to be lacking focus on the awareness raising activities like the workshops for the stake-holders.
While there is a Resilient Harrow Board, the resilient programme lacks a Wellbeing and Resilience Framework to support and guide the ‘entire system’ (including public, private, community and voluntary services, and communities themselves) as well as to understand and strengthen the things that make people’s lives go well, so that people live the life they want. What a serious omission!
As the council has moved from the interim to substantial senior managers, expectation is improved quality assurance and business like effective and efficient work of the council.