Peterborough City Council: local authority assessment

Summary of people’s experiences

People told us that information was accessible, and staff from the local authority communicated effectively using a variety of formats and support tools.   However, some partners told us people and unpaid carers who were digitally excluded had difficulty accessing essential information.

We heard people from seldom heard groups, such as refugees and asylum seekers, do not always engage with the local authority due to a range of reasons including difficulty with the process and receiving the correct information.   Some partners told us the local authority needed to strengthen their connections with local communities.

There were good levels of satisfaction from people and unpaid carers who told us they had a positive experience with the local authority; they felt they were listened to and received a timely response to requests for support. However, some people with sensory impairments reported having limited access to appropriate support and services, and some found it difficult to contact the local authority by telephone.

People told us they received timely assessments which were strength-based and person-centred and respected people, and their families' wishes and experienced timely support when their needs changed, receiving unplanned reviews and changes to care provision.

However, some unpaid carers reported having limited choice and flexibility, with some unpaid carers feeling they only received meaningful support when in crisis. Some unpaid carers were unaware of direct payments and had not been offered this option during the support planning process. Additionally, some unpaid carers reported feeling uncertain about who to contact or what to do if their situation changed, and there was limited contingency planning.

People told us they had been able to access reablement services on more than one occasion, which had positively impacted their ability to remain independent. People told us technology enabled care options were discussed with them during the care and support planning process to enable them to maintain high levels of independence.

Summary of strengths, areas for development and next steps

The local authority de-coupled from Cambridgeshire County Council in August 2023, and this resulted in Peterborough developing new teams and the recruiting to posts formerly held by Cambridgeshire County Council staff.  The local authority also reviewed pathways and processes across the customer journey including safeguarding, commissioning, and contracting.

Over the past 18 months Peterborough has made considerable progress in better understanding the needs of people in Peterborough and working with partners and the voluntary sector to gather information in relation to population demographics and the needs of the community.  The local authority recognised they still have work to do but are embedding new ways of working that will have a positive impact on the people of Peterborough.

The local authority has also placed emphasis on co-production, with five partnership boards in operation and working with their internal Communities Team to engage with seldom heard groups.

Efforts to improve waiting lists had seen positive results with reduced wait times and no one waiting over the local authorities target of 2 months for their referral to be allocated.  Completion of planned reviews in a timely manner remained a challenge and at the time of our assessment there were 363 people waiting longer than the target completion timescale of six months.  The local authority told us they had completed a review of their processes and the remit of the Review Team and implemented changes accordingly.

The adoption of a conversation-based assessment model had increased engagement with unpaid carers but had led to some confusion with unpaid carers left wondering if they had received a carer’s assessment.  There was mixed feedback from unpaid carers, with some explaining that they did not always feel like they were given choices or had to reach breaking point before receiving the support they had requested.

The local authority had set a generic rate for direct payments, which is aligned to a real living wage, for people who have self-employed Personal Assistants.  Although some partners were unsure of the council’s understanding of different communities, we found evidence of well-developed partnerships with a wide range of communities and VCSE groups and well embedded good practice with staff in relation to supporting, protecting and respecting protected characteristics. The local authority recognised that their data around protected characteristics was not comprehensive and required more focus, and work was in progress to address this.  However, the local authority had made efforts to ensure equality, diversity, and inclusion were fully embedded within services and provisions. For example, staff gave examples of sensitive consideration of gender identity which we saw evidence of within our assessment.   Staff told us that they had received training and considered the protected characteristics people had when supporting them.

The local authority has enhanced their Early Help offer with a multitude of services and has a clear strategic focus on prevention. The local authority has embraced digital transformation, with the introduction of Artificial Intelligence tools to support people and staff, along with a comprehensive technology enabled care offer.

Strengths-based, person-centred approaches were embedded in assessment practice, and there was a notable focus on human rights and equality and inclusivity with a range of additional support options available to people including translation and advocacy services and information available in formats such as Braille, large print and as Easy Read guides.

There was co-ordination across services and agencies to improve continuity and efficiency of care. For example, local authority staff had developed good working relationships with health colleagues in primary health services.