5.2.12 Executive Member for Health & Wellbeing, Adult Social Care & Housing
To oversee the work of the Council’s Adult Social Care and ensure they are carried out efficiently and effectively.
To be the Executive Member responsible for:
a) overseeing the production of all statutory and service plans within the remit of the service;
b) joint working with health organisations and the voluntary sector;
c) taking forward the Council’s Better Government for Older People’s Strategy;
d) preparation for and implementation of agreed action plans from inspections including joint reviews and CQC reviews;
e) developing a range of partnerships and initiatives in liaison with community groups, e.g. the Carers’ Strategy.
Responsible for the development of new or revised Adult Social Services policies with due regard to corporate objectives, including equal opportunities and social inclusion.
Advise the Council on forthcoming developments in the Health Legislation including Public Health responsibilities.
To oversee the production and development of the Council’s future strategy for Social Care.
Responsible for overseeing Optalis, the Council’s Social Care Company from a service commissioning perspective.
To represent the Council as determined by the Executive on outside bodies and in discussions/negotiations with regional, national and government bodies.
To lead on the Commissioning Strategy for Adult Social Care and Health.
Responsible for overseeing transitional arrangements when children become adults, in conjunction with the Executive Member for Children’s Services.
To work collaboratively with the Executive Members for Children’s Services and Housing to ensure the needs of young people, and children and young adults with disabilities and/or with their families are met.
To ensure that decisions and policies within the Adult Social Care, Health and Wellbeing portfolio are in accordance with the Council’s Equal Opportunities Policy.
To hold the Director of People Services to account for the performance and improvement of the services and sufficiency duties.
To lead on engagement with the community and voluntary sector.
To act as the primary press spokesman on all matters relating to the whole of the Adult Social Care, Health and Wellbeing (including aspects that are delegated to the Deputy Executive Member for Adult Social Care, Health and Wellbeing).
To oversee the work of the Council’s Housing Services and ensure they are carried out efficiently and effectively.
To lead on the Commissioning Strategy for Housing.
To take responsibility for the development of new or revised Housing policies with due regard to corporate objectives, including equal opportunities and social inclusion.
To develop the Council’s strategy for the delivery of housing to meet different demographic needs, including affordable housing schemes.
To develop a strategy to ensure the availability of sites for a pipeline to supply the Council’s housing companies, including seeking external funding for development opportunities.
To take responsibility for overseeing the Affordable Housing Strategy and implementing the Council’s statutory housing functions; including responsibility for the overall management of the housing stock
To liaise with and advise the Affordable Housing Working Group as to requirements.
To take responsibility for the preparation for and implementation of agreed action plans from inspections including Housing Inspectorate reviews.
Responsible for Tenant Services including monitoring liaison with tenants through discussion with the Council’s representatives on the Tenant and Landlord Improvement Panel.
To ensure an effective communication and stakeholder engagement framework is built into each housing development scheme.
To mentor, support and develop the Deputy Executive Member.
To take responsibility for overseeing the development of the contract procurement strategy within the Adult Social Care, Health and Wellbeing portfolio, with particular regard to the following:
a) ensuring corporate and consistent standards for monitoring and evaluation of contracts;
b) examining with appropriate Officers ways in which contracts of all types can be better managed on a timely renewal basis to achieve greater value for money;
c) to examine potential new ways of procuring services including;
ii) market testing;
iii) public/private partnerships or the Private Finance Initiative;
iv) joint working with other public bodies;
d) monitoring and evaluating the performance and value for money of contracts that have been awarded.