ADASS’ vision for the future of adult social care services

ADASS is a charity. Its objectives include:

  • Furthering comprehensive, equitable, social policies and plans which reflect and shape the economic and social environment of the time.
  • To further the interests of those who need social care services regardless of their backgrounds and status
  • To promote high standards of social care services

Full details are set out in Appendix 1.

ADASS set out its vision for the future of adult social care in the paper “Distinctive, Valued, Personal”, launched in March 2015. This vision described a system that is protected, aligned and redesigned.

The vision has been updated for 2017/18 as adult social care responds to increasing degrees of integration with health and other council services, develops new devolved arrangements across localities, works with health partners on new models of care and manages the consequences of the Spending Review and Budget decisions on funding allocations up to 2020.

Distinctive, Valued, Personal detailed five priorities; these remain relevant in bringing about an adult social care system which meets increasing levels of demand and complexity of need whilst managing with reducing resources and delivering truly personalised, quality services which improve outcomes, encourage  resilience and independence, and safeguard individuals from harm and abuse. They were:

  1. For central government to ensure that social care funding is protected and aligned with the NHS, including making provision for the social care funding gap by 2020, alongside the gap in health service funding over the same period.
  2. For all parties across the social care sector to focus relentlessly on ensuring that the level of quality is sufficient and that no services cause harm.
  3. To ensure that new social and health care delivery models prioritise the need for:
  4. Good information and advice to enable us to look after ourselves and each other, and to get the right help at the right time as our needs change.
  5. The recognition that we are all interdependent and we need to build supportive relationships and resilient communities.
  6. Services that help us get back on track after illness or support disabled people to be independent.
  7. When we do need care and support, we need services that are personalised, of good quality, that address our mental, physical and other forms of wellbeing, and are much better joined-up around our individual needs and those of our carers. Personal budgets are central to this approach.
  8. Heightening the efforts of all parties across the social care sector to build a sustainable workforce to deliver this model.
  9. To strengthen local accountability and innovation by developing local health and wellbeing boards (HWBs) as the places where partners bring together and lead commissioning, market shaping, resource allocation, and service delivery.

At the time of writing a General Election has been called. The debate will be ongoing.

Please see below for the full business plan for 2017-18