Purpose

To seek approval from the Executive on the proposals for
transformation of the SSYA service, and interrelated opportunities
for the creation of a new in-house Enablement service

Content

RESOLVED
 
KEY DECISION
 
That the Executive:
 

a)       
Endorsed the proposed implementation of Phase 2 of the
Transformation of Provider Services to proposals for the
transformation of the Specialist Support Service Younger Adults
(SSYA) service and commissioning of external providers to deliver
the longer-term Specialist Support Services for Younger Adults
(SSYA). 

 

b)       
Endorsed the creation of a new in-house enablement
service. 

 

c)        
Delegated to the Executive Director of Adults, Health
Partnerships and Housing in consultation with the Deputy Leader and
Executive Member for Adults and Health Partnerships to undertake
any required consultation with people currently supported by SSYA,
with staff, and to carry out both the procurement and commissioning
exercises required to commission this support from the external
market. 

 

d)       
Delegated authority to the Executive Director of Adults,
Health Partnerships and Housing to take any further decisions and /
or actions required to support the implementation of the
recommended proposal. 
 
Reasons for
Recommendations:
 

i)         
The Specialist Support Service for Younger Adults provides
care and support to people with a physical or learning disability
living in their own home. 

 

ii)        
The service works across 5 longer term settings where people
live in their own home (a flat) with the accommodation provided by
a registered social landlord and care and support provided by NNC
via SSYA. It is these settings that are referred to as Supported
Living. 

 

iii)       
The majority of people supported
have been receiving support from the service for more than 2 years.
Their care and support needs are stable and can be met by an
external provider and do not require the specialist intervention
from the Council’s in house provider services.
 

iv)      
As of 1st April 2025, 41 people are supported in
the longer-term settings with 1,117 hours of care and supported
provided during the day and 321 hours of care at night across these
settings each week. A further 16 people are supported in their
individual homes within the community. 
 

v)        
51 staff work across the 5 longer term settings providing
care and support. 
 

 

vi)      
Current service provision is therefore effectively
longer-term care and support for people whose needs remain
relatively stable and settled. This does not align with our
Transforming NNC Adult Social Care Provider Services –
Strategy and Case for Change which set out an ambition to focus on
reablement and enablement and seek to provide care and support only
where the external market is unable to do so. This review of SSYA
and the recommendations of this report represent phase 2 of the
implementation of the strategy.  

 

vii)     
The care and support needs of people currently supported by
SSYA can be met effectively by the independent (external) care
market. Our in-house unit costs are approximately 50% more
expensive than the independent market. By commissioning the care
and support for the people currently supported by SSYA externally,
there is the potential to mitigate the current overspend within the
service and generate additional savings. Transferring staff to
external providers will also ensure that people using the service
benefit from continuity of service, delivered by the same familiar
staff members.
 

viii)    
Externally commissioning SSYA services would create an
opportunity to accelerate the creation of a new in-house enablement
service, with some SSYA staff being reassigned to an enablement
service. 
 

ix)      
An enablement service would provide the Council with an
opportunity to work intensively with people who may have or develop
care and support needs, to maximise their independence and reduce
the ongoing costs of purchasing their care and support in the
future.
  

x)        
A straightforward example of this would be ‘travel
training’, our enablement service would provide capacity to
work with people intensively to support them in utilising public
transport safely and confidently as opposed to commissioning
transport to support people to attend day services. This would
enhance people’s independence and opportunities to be active
members of their local community and reduce the costs to the
Council related to the provision of
transport.  
 

xi)      
As part of the adult social care diagnostic completed in
November 2024, an analysis of the feasibility of a future
enablement service was undertaken. The diagnostic proposed a
preventative service to support children transitioning into adult
social care, as well as adults who have never lived independently
who will receive intensive enablement to support them to maximise
their independence with the aim of reducing need for long term
support from adult social care.  Case reviews undertaken as
part of the diagnostic indicated that 35% of individuals aged 18-64
with care and support needs could have benefitted from an
enablement service, helping them to be more independent and prevent
needs for formal care and support.  
 

xii)     
Each year the Council support on average 199 people aged
18-64 who are new to Adult Social Care and an enablement service
would provide capacity and a way to support these people to live
more independently. Conservatively, 70 people each year would
benefit from an enablement service; given the relative youth of
this cohort of people who draw on Adult Social Care, the benefits
of an enablement service could be felt for
decades. 
 

xiii)    
This approach also better utilises the skills and experience
of our SSYA workforce who have a track record of working with
people successfully to support them in gaining independence. Their
ability to do this consistently is reduced because the service is
focussed on providing longer term care and
support.  
 
Alternative Options
Considered:
 
Option 1: Do
Nothing 

Description: Continue delivering SSYA
in-house with no changes. 

Advantages: 

o   
No disruption to staff or people using the
service. 

o   
No additional implementation costs. 

Disadvantages: 

o   
Fails to address the current overspend in the SSYA
service 

o   
Does not align with the Council’s strategic goals as
set out in the Transforming Provider Services
Strategy 

o   
No capacity freed up for an enablement
service. 

Recommendation:  Not
recommended. 

 
 Option 2: Repurpose
All SSYA Staff and Commission Out Support 

Description: All SSYA staff are
redeployed to a new enablement service; external providers take
over current support roles. 

Advantages: 

o   
Retains staff within the Council. 

o   
Enables creation of an enablement service. 

o   
Aligns with strategic goals. 

Disadvantages: 

o   
Financially unviable; increases costs. 

Recommendation:  Not
recommended. 

 
Option 3: Retain and
Reconfigure SSYA In-House 

Description: Keep SSYA in-house but
reorganise to reduce costs. 

Advantages: 

o   
Less disruptive than full outsourcing. 

o   
Potential for some cost savings and enablement
capacity. 

Disadvantages: 

o   
Savings depend on internal efficiency
improvements. 

o   
Does not fully align with strategic goals. 

Recommendation:  Not
recommended.