Timeline of assessments, care planning and reviews

Strength-based practice – ensuring person-centred support for all customers

As part of embedding a strength-based approach to practice, we launched revised guidance, systems, and processes from April 2023. The implementation of this approach to practice and the use of reflective forums across all operational areas has produced examples of good customer journeys and change stories. This view is supported by the ADASS Practice review process we participated in July 24. The process confirmed that the audits of cases were strengths-based and outcomes focussed and demonstrated that we understood where we needed to focus attention for continuous improvement. 

Work has involved a whole service training and development programme from workshops and surgeries to specific sessions as part of induction, Assessed and Supported Year in Employment for newly qualified social workers (ASYE), international recruits and Continuing Professional Development (CPD) programmes. Ongoing quality assurance work, including bi-annual audit windows, is continuing to ensure that a strengths-based approach is embedded across all teams and services. Examples of good or outstanding work are shared for broader learning to aspire towards consistency in ‘what good looks like’.

Waiting lists in West Sussex reflect the national position and includes those waiting for assessment, a service, and waiting for a review, including people waiting for assessment and service in hospital discharge pathways. The Government Market Sustainability and Improvement Fund (MSIF) allocated £5m to West Sussex County Council in 2023/24, a proportion of this was directed towards the management of waiting times. We have introduced a risk-based RAG (Red, Amber, Green) rating approach to ensure people with urgent needs receive timely assessment and support and prioritisation is based on risk and safeguarding. Our performance is monitored through our Performance and Resources Report, which is updated quarterly and published on our website.

Over the last few years, we have experienced ongoing increased demand for Care Act assessments for new customers and reassessments for existing customers, resulting in longer waiting times for some services.  Continuous oversight of risks is vital to the safe prioritisation of assessments, particularly where there are urgent unmitigated risks and/or the person is unable to alert us to changes in their situation.

To consider these issues, a task and finish group involving staff representatives from across all service areas was established in January 2024.  As a result of the group’s work, the following key changes have been made to the process for managing waiting times and prioritising cases, and the Work Prioritisation Practice Guidance has been updated accordingly and uploaded to the Professional Zone on the Connect to Support website.

• Timescales for allocation of assessments and reassessments have been revised to better reflect the demands on services. A process for oversight and escalation where these timescales are not adhered to has been agreed.
• Where a person or their representative is able to make contact with us to advise of any changes to the urgency of their situation, active review prior to allocation is no longer required where there is no immediate unmitigated risk.

We have also developed template letters to be sent to people currently awaiting an assessment or reassessment across all social care services (excluding the Occupational Therapy Service where this is already established practice). Letters have also been established to be sent to all customers as they are added to the wait list. They will be advised who to contact if their circumstances change and will be provided with appropriate advice and information whilst awaiting their assessment or reassessment.

When responding to requests for assessment, if a customer is in crisis, then teams are generally able to respond immediately or within 24–48hrs as appropriate, to mitigate any immediate issues. All referrals are prioritised on receipt, as either urgent, normal or low. Customers waiting are reviewed and reprioritised if their circumstances change, to ensure that those people with the most pressing needs are responded to in as timely a way as possible. 

We have also allocated specific investment to directly support strengths-based practice within a dedicated Review Team, including additional management and senior practitioners, a service oversight group, themed and whole pathway audits, reflective practice and peer discussion sessions. Staff are very positive about this approach and compliments have been received from customers in relation to the outcomes achieved by this team. It is noted that the strengths-based approach has also enabled savings to be made to budgets, as community assets are being used and customers are choosing to utilise their personal strengths and those of their networks, to meet their needs.