Agenda item

Report to follow

Consideration was given to a joint report of the Managing Director of Community, Health and Adult Social Care and the Head of Learning Disabilities and Mental Health on the newly developed Greater Manchester (GM) Learning Disability Strategy, with a view to the Oldham locality adopting the policy for local implementation.

The Managing Director of Community, Health and Adult Social Care, accompanied by a representative of the North West Training and Development Partnership and a service user presented the information and addressed the enquiries of the Board Members.

It was explained that a renewed strategy was needed to address the issues concerning the learning disability support. Across GM, the cost associated with the service provision remained high and people with learning difficulties still encountered barriers to live as independently as possible in their communities.

It was reported that, throughout 2017 and 2018, a series of public events and workshops had taken place across GM and people with learning difficulties and their families had actively participated in the development of the new strategy and its objectives. Oldham locality had led on the oversight of a new Learning Disability governance structure for GM on behalf of the ten localities. The new governance structure was outlined. The work had been set in the context of a national programme which also included the following areas: Transforming Care, Learning Disability Mortality Review, Stopping over Medication of People with a Learning Disability or Autism or Both, Annual Health Checks.

Members were informed that the Learning Disability Strategy had been agreed at Greater Manchester level; ten key objectives had been identified which reflected the 12 pillars of independent living. The challenge for each locality in GM would be to develop its own plans to achieve the ten objectives. In Oldham a £4M state of the art apartments were being built where people with learning difficulties could live independently with 24 hour access to support. Other areas of focus were Transition and support through the Criminal Justice System. Oldham Learning Difficulties Partnership Board would oversee the progress against the ten objectives.

A 100 day challenge which started on 17^th September 2018 had been launched: each locality in GM would have to demonstrate what could be done differently in 100 days from the implementation of the new strategy. Oldham opted to focus on two priority areas for the 100 day challenge: Employment and Good Health. Work had already started with four GP practices to increase to 15 the number of people with learning difficulties receiving the annual health check. A figure had not been established for employment as this was a complex area; however, there would be a clear methodology to measure progress.

The challenges linked to these two work streams were outlined as well as the measures to address them.

The Board was also informed of the Small Sparks project. One of the main areas of concern for people with learning difficulties was “belonging” and to tackle loneliness. Small Sparks had received funding to create a dating agency.

Members sought and received clarification / commented on the following points:

-       Jobs and communications, to commit to easy read documents and avoiding acronyms. Acknowledged GM targets and request for meaningful employment and people feeling satisfied;

-       Most powerful co-produced strategy across GM area, Action Together committed to supporting it. Advocacy needed to be extended at neighbourhood level. Social innovation needed to be explored. Also analysis of layers of inequality (e.g.: people with learning difficulties from BME communities and/or from LGBT groups) – It was explained that some work had already been done on inequality. However, this aspect would be embedded in the new strategy.

-       Risk for those at the soft end of the spectrum who did not receive support but who could, at some point, face a crisis – it was explained that although there was a definition of “learning disability”, in Oldham the ethos was to support people at best via an integrated care approach. Addressing “belonging”/ relationships would be key as many people did not look for a social worker.

-       To simplify processes and forms for all residents;

-       To make Access Oldham more accessible for people with learning difficulties (e.g.: not standing in the queue);

-       Developing internship and support people through it.

RESOLVED that:

1.    The implementation of the strategy be fully endorsed;

2.    The implementation of the strategy at local level be supported;

3.    Board Members take ownership of the strategy and individually support its implementation;

4.    The Oldham Learning Disability Partnership Board be given delegated responsibility for the implementation of the strategy.