Sunderland City Council: local authority assessment
Overall summary
Local authority rating and score
Quality statement scores
Summary of people's experiences
People told us they received clear information, regular reviews, and emotional support from the local authority staff. They said the staff supported them and listened to their personal preferences and wishes such as quieter living environments and family connections. People experienced positive outcomes such as moving out of homelessness and achieving greater independence.
People told us there was good support provided when transitioning from hospital to community. There were examples of empowerment such as the use of direct payments to create and achieve short term support. Support was tailored to people’s individual needs. People reported positive experiences with assessment and support, including increased independence, choice, and control. Support services had helped individuals to live more fulfilling lives and achieve their goals. There was a strong focus on reablement to support people to remain independent at home. The local authority experienced challenges with capacity and demand for reablement services and people told us there were limited respite options. Difficulties in recruiting and retaining staff in the care sector were ongoing but the local authority continued to strategically plan and act around this. People were involved in shaping service provision, there was ongoing improvement work in coproduction to ensure peoples experience fed service development.
Unpaid carers' voices were valued, and their needs were addressed. Unpaid carers could access respite care, training, and emotional support. Unpaid carers did not all feel involved in planning and decision-making processes. There was strong collaboration between the local authority and carers' centre to improve the experiences of unpaid carers. Unpaid carers received a range of support, including information, advice, respite options, and advocacy services. However, some unpaid carers told us there were disruptions in service provision during transitions which led to uncertainty and stress for families, and there was a limited choice for respite.
Summary of strengths, areas for development and next steps
The local authority's restructure focused on improving people’s outcomes and their journey through adult social care. Staff and individuals consistently praised the stable leadership team's innovative approach to service restructuring. This restructure positively impacted people needing care, stakeholders, and staff.
There were waits for assessments, though data showed these were improving. A recently restructured multidisciplinary front door team enabled quick responses to needs. This streamlined process ensured people felt heard and understood, with staff encouraged to use creativity and innovation to meet individual needs. Relationship-based practice was strengthened by joined-up working.
Effective systems identified risk and addressed urgent cases, prioritising crisis situations to prevent deterioration. While Direct payments uptake was low, leaders were actively working to improve this through broader community engagement and education about social care.
Data analysis informed decision-making and resource allocation. The local authority actively monitored the market, identified gaps, and collaborated with providers to develop new services, offering support through training, guidance, and quality monitoring. Effective brokerage and commissioning arrangements matched needs with appropriate services. Staff created bespoke services when existing provisions were unsuitable, and processes efficiently matched people waiting for care with providers, reducing waiting times.
Transparent processes supported financial assessments, with clear policies and social worker involvement enabling tailored support. Although delays in financial assessments existed, the local authority had addressed this by recruiting additional staff. Strong business support and data management teams used a data-driven approach to identify trends and target interventions. Safeguarding practices were personalized, involving individuals and unpaid carers.
Efficient referral and triage processes fed into clear risk assessment and case categorisation. Staff maintained strong relationships with local care providers and ensured communication was regular and transparent. Clear processes managed concerns, and feedback and audits drove learning and improvement. Integrated records facilitated information sharing, improving efficiency and decision-making.
Quality assurance systems included regular reviews and audits. Practice changes included an emphasis on face-to-face assessments and upholding human rights during mental capacity assessments, implemented following safeguarding adult reviews. Recording systems highlighted repeat data patterns to ensure safe practice, such as medication error management triggering alerts after multiple occurrences.
Collaboration between adult social care, children's services, and the Integrated Care Board was effective. Staff demonstrated person-centered planning with colleagues and partners, creating tailored support plans for people with complex needs. Collaboration with external partners like police, health, and providers was strengthened by regular governance and process reviews. Social work and healthcare were successfully integrated, particularly in complex cases using the Complex Adults Risk Management Process (CARM) process, signposting, and short-term assessment to prevent and delay needs. Improved data sharing and shared funding agreements further strengthened joint decision-making.
Early intervention approaches, such as supporting young people with potential future needs, were strengthened by regular meetings to coordinate transition plans and strong partnership working with external partners.
Leaders demonstrated passion for their community and a clear understanding of service gaps, implementing innovative solutions. The senior leadership team and staff were committed to the local authority’s vision and strategy. Relationships between leaders, staff, and the community were holistic, person centered, and strength based. Resources aligned with individual needs and wellbeing.
A culture of continuous improvement, learning from mistakes, and sharing best practices was evident. Ongoing investment in staff development included training, apprenticeships, and leadership programs, with a focus on person-centered practice and trauma-informed care. A positive organizational culture fostered a supportive and inclusive work environment, with regular supervision and peer support. Joint working between the principal social worker and principal occupational therapist provided additional training for newly qualified staff.
The local authority was progressing innovative technology use, such as magic notes and telephony applications, improving efficiency and communication. The senior leadership team was committed to staff wellbeing, innovation, and co-production.