Agenda item

To monitor the effectiveness of the transfer of the facility and services to an external provider and the impact of the transfer on services-users, staff, local residents and the local community (including lessons learnt from the process).

The Lead Member for Wellbeing and Independence presented the report (previously circulated) with assistance from the Head of Community Support Services, Supporting People Internal Services Link Worker and Principal Manager – Support Services.

The management of Hafan Deg Day Centre had been outsourced to an external provider, KL Care. The report reviewed the transfer process and its impact on individuals.

The Committee heard that there had been no negative impact on the service users at all following the transfer. Initially there had been fewer service users than had been hoped, however that had helped smooth the transition process and numbers were improving.

Responding to reasons for the lower than anticipated users the Supporting People Internal Services Link Worker surmised:

·         advertising could have been better, that was now being addressed with the distribution of a new leaflet both internally and externally to the Authority;

·         the end of eligibility if a service user progressed into residential care;

·         reduction for the demand for traditional day care centres and

·         increase in alternative services/classes/groups provided in libraries and community centres.

The Committee were advised that:

·         there were currently nine clients using the Day Care Service;

·         GPs cannot refer individuals for day care but do refer them to the Community Resource Team for an assessment of needs;

·         focus was still very much on resilience and independence rather than day care;

·         Community Navigators signposted potentially lonely residents;

·         the centre was diversifying its use, including more activities such as coffee mornings and luncheon clubs for War Memorial Court residents, to increase business potential;

·         there was transport provision for service users and routes planned to avoid unnecessary waiting around;

·         the cost of a session (morning or afternoon) was £45 - £50 regardless of whether it was paid for by the Authority or privately (although there are no private clients) and

·         there was a cap on social care charges of £90 per week. Affordability is monitored and charges can be waived.

It was acknowledged that Denbighshire’s demography was changing and the Service evolving to accommodate it. The focus in future would be on the Community Centre model l, with a view to reducing the risk of social isolation.

Referring to the lessons learnt from the process (para. 4.6) Officers assured the Committee that the delay in the transfer of pensions from the Local Government Pension Scheme was merely an administrative problem, KL Care had been admitted to the Clwyd Pension Scheme Fund and staff would not be financially adversely affected.

Members welcomed the report and suggested that advertising the Community Centre facilities should be prioritised, specific mention was given to County Voice and GP surgeries. The Committee requested that an annual information report, including a possible presentation from KL Care be included in the Performance Scrutiny Committee forward work plan.

RESOLVED that:

      I.        the Hafan Deg Day Care Centre, Transfer to Private Provider  report and associated Wellbeing Impact Assessment be received;

    II.        a further report be presented to the Committee in 12 months’ time reviewing the service provision and that the Well-being Impact Assessment document be reviewed ahead of that meeting.  Representatives from KL Care to be invited to that meeting to co-present the report.