Havering faces increasing pressure to support its adult social care services, with the highest rate of unpaid carers in London, according to a report discussed at the Havering Council Cabinet meeting on 15 October 2025. The council's ability to meet its statutory obligations is further complicated by funding constraints, though it must provide services regardless of budget limitations.

The interim Adults Commissioning Strategy for 2025-26, presented by Councillor Gillian Ford, Deputy Leader of the Council and Cabinet Member for Adults and Wellbeing, highlights the growing strain on resources due to demographic changes and funding limitations. The strategy aims to address these challenges by focusing on prevention, community engagement, and financial sustainability.

This interim strategy was necessitated by a restructure within NHS North East London (NEL) Integrated Care Board (ICB) aimed at cutting running costs by 50%. This restructure will significantly impact Place and end the current integrated commissioning model. As Councillor Ford stated, We had commissioned and established a very effective Joint Commissioning Unit in Havering, which has now unfortunately had to be separated out due to the ICB funding and the cuts of the 50%. This is impacting long-term planning, requiring the council to develop a parallel restructure of its commissioning team, to be completed by December 2025.

Havering's population has grown significantly, with a high proportion of residents aged 65 and over and the lowest proportion of working-age adults in London. This demographic shift, coupled with a 4% rise in household deprivation, is placing increased pressure on local services. The council aims to ensure equitable access to services, particularly for those facing socioeconomic challenges, by focusing on identifying and reaching those with unmet needs.

We already know that Havering is the second oldest population in London, with a higher proportion of people being over the age of 65, said Councillor Ford. But we also have the lowest proportion of working age adults in London, and household deprivation has risen by 4%, which is quite a staggering figure.

The report pack notes that Havering has the highest rate of unpaid carers in London at 8.7%, above both the London and national averages. To support these carers, the council plans to implement several measures:

  • Increased capacity for 1-1 assessments for local carers in Havering.
  • Training for front line staff to increase awareness of informal and unpaid carers.
  • Training for informal and unpaid carers themselves to better equip them to deliver their roles, and build personal networks of others in similar positions.
  • Continued delivery of the joint Carers strategy and engagement via the Carers Board.
  • Further development of the Joy Directory including printed versions to enable local Carers access to all of the services and support available to them in Havering.

The effectiveness of these measures will be measured through the recommissioning of the Carers Hub contract in 2025, with a new contract commencing in 2026, and targeted training for frontline staff across primary, secondary and community care. The strategy outlines key commissioning intentions, including support for carers, preventative services, and dementia care.

To address the funding gap between the increasing needs of the elderly population and the available resources, the council plans to:

  • Review all commissioned services that are coming to an end within the next 12 months, identifying opportunities for cost savings through joint commissioning, removal of duplication and a focus on prevention focused interventions.
  • Focus on the identification of opportunities to deliver more integrated services between NHS and the Council.
  • Prioritize initiatives that focus on early intervention and prevention to reduce costly hospital admissions or long-term care placements.
  • Consider innovative funding and contracting models for all recommissioning exercises in 2025/26.

As Councillor Ford stated, These services, as has been said, Laura has said that these services have been commissioned, and they're three, three, four year length terms, some of them. But we've had to put this in place in case there's anything else within that interim that we need to do. But a lot of the services have already been commissioned.

Councillor Ford explained that the interim strategy was necessary due to restructuring within the Integrated Care Board (ICB) and uncertainties surrounding funding. This is going to be a 12-month strategy, and it's going to be focusing on the commissioning principles, the overarching priorities and the key commissioning intentions for 2025-2026, she said.

Specific preventative services that will be prioritized in the strategy include:

  • The redesign and recommissioning of the prevention contracts across both Live Well and Age Well portfolios.
  • Further development of our community reablement offer ensuring that it becomes the default option at our ASC front door with no decisions about long term care being made prior to a period of reablement.
  • Partnerships with the voluntary sector will play a crucial role in delivering preventative services that support live well and age well principles. This includes implementing awareness programmes, early diagnosis, and intervention strategies that are accessible and inclusive.

These services aim to reduce the long-term demand for adult social care by promoting independence, wellbeing, and community resilience, and by providing early-stage support to prevent crises and reduce reliance on statutory services.

Despite the challenges, Councillor Ford emphasised the importance of maintaining strong relationships with health partners. This doesn't actually mean that the ties are going to be severed from our partners, because absolutely those relationships are still as strong as ever and will continue to deliver everything as jointly as we can, she stated.

During the meeting, councillors raised questions about the implementation of the strategy and its impact on other partners. Councillor Keith Darvill asked about the impact on other partners in the arrangement. Councillor Ford responded that the council would continue to have conversations with its partners and work collaboratively with them.

Councillor David Miller inquired about the increasing needs of the elderly population. Barbara Nicholls, Strategic Director of People, explained that the complexity of needs has changed as people are living longer. Andrew Blake-Herbert added that the funding does not follow the person, and the council has a statutory function to provide services regardless of budget constraints.

The Cabinet agreed to approve the interim Adults Commissioning Strategy, recognising the urgent need to address the growing challenges in adult social care. The strategy will be reviewed in June 2026.

The Interim Adults Commissioning Strategy 2025/26 and the Equality and Health Impact Assessment (EqHIA) are available for review.