Agenda item

Consideration was given to a presentation regarding the outcomes from the recently published Care Quality Commission (CQC) report following the late-2024 inspection of Stockton-on-Tees Borough Council (SBC) adult social care services (a copy of which was also included within the papers for this meeting).  Led by the SBC Assistant Director – Adult Social Care, and supported by the SBC Cabinet Member for Health and Adult Social Care, details covered the following:

·       Rating and Scoring: In the CQCs report (published October 2025), SBC received a rating of ‘Good’ overall, with a score of 64 (out of 100) – this reflected nine individual ratings across four themes, each of which were graded either ‘2’ or ‘3’ (out of ‘4’).

·       Celebrating our Success: A celebration event with staff working across SBC Adult Social Care was held in Dunedin House following the publication of the CQC report.

·       What is next?: The Council was not complacent and aimed to move from ‘Good’ to even better.  There were no surprises within the CQCs report, and the Council was already on its journey of development.  The CQC had given validation of where SBC had been and further direction for where to go next.

A summary of the identified ‘strengths’ and ‘areas for development’ for each of the nine categories across the four inspection themes was then outlined.  Under ‘Theme 3’ (Safeguarding), and further to the discussions on the previous agenda item (Teeswide Safeguarding Adults Board (TSAB) – Annual Report 2024-2025), it was noted that, for SBC, 99% of people’s outcomes from completed Section 42 Enquiries were either partially or fully met.

·       What we have done since the visit: In response to the CQCs inspection, details of what SBC had implemented since were highlighted.  This included ongoing work on the ‘front door’ to services, the introduction of performance dashboards and performance clinics, the strategic prioritisation of carers this year, the co-production of an Adult Social Care Strategy with the Making It Real Board (MIRB), signing-up to the Social Work Race Equality Standards and reviewing equality, diversity and inclusion training, and a new process for recording and learning from formal complaints.

·       Action Planning: The Council was finalising its detailed Action Plan based on the feedback from the CQC, feedback from the people it supported, learning from complaints and compliments, scrutiny review, and engagement with partners.  This detailed plan of development (which aimed to be a ‘business as usual’ document rather than merely a response to the CQCs findings) would align with the SBC ‘Powering Our Future’ programme, transformation and improvement plans, and the SBC Adult Social Care Strategy and Local Account.

Progress would be tracked via the Adult Social Care Business Planning Steering Group, the Adults, Health and Wellbeing Senior Management Team, Corporate Management Team (CMT), Lead Member oversight, and the Adult Social Care and Health Select Committee.  Checks and balances on progress would be achieved via the staff ‘Making It Happen Group’, performance reporting (including monthly reporting to the SBC Chief Executive), leadership forums, deep dives, sector-led improvement, and peer challenge.

Responding to the information provided, the Committee drew attention to the CQCs finding around the need for an increased understanding and support offer for self-funders, and felt this was particularly pertinent in light of the Council’s financial position and the ongoing pressures associated with adult services (which had been discussed by the SBC Executive Scrutiny Committee earlier today (18 December 2025)).  The SBC Cabinet Member for Health and Adult Social Care noted the imminently anticipated announcement on the latest Local Government Financial Settlement which should provide clarity on the future Council budget, though it was also highlighted that ‘debt’ was a subjective term and that there were instances of people receiving support where it would not be appropriate to chase an outstanding bill / balance.

Regarding the transitions audit schedule referenced within the TSAB Annual Report 2024-2025 (page 14), the Committee observed that SBC had provided a positive quote in relation to ‘significant developments in the transitions process’, and felt this appeared to be incompatible with the CQCs view that significant improvement was needed to support young people transitioning from children’s to adult services.  In response, SBC officers acknowledged that, whilst there had been good progress around transitioning for those individuals with disabilities, work was required on this topic.

A final query was raised around the location of SBC Adult Social Care services and the benefits (particularly financially) of bringing them together.  Aside from day service provision and those staff embedded within health provider buildings, it was confirmed that only the SBC Occupational Therapy service was now sited outside Dunedin House, and there were plans in place to bring this over to the Council’s new primary accommodation.  The item concluded with the Chair asking for thanks to be passed on to all staff within SBC Adult Social Care.

AGREED that the information provided in relation to the outcomes from the recently published Care Quality Commission (CQC) report following the late-2024 inspection of Stockton-on-Tees Borough Council (SBC) adult social care services be noted.