Carers Charter refreshed for the next decade
Barking and Dagenham's Carers Charter has been updated and refreshed for the next ten years, aiming to provide enhanced support for unpaid carers across the borough. The refreshed charter, adopted by the Health & Wellbeing Board and ICB Sub-Committee (Committees in Common) on Tuesday 17 March 2026, outlines a 10-year framework for supporting unpaid carers, co-produced with carers themselves.
The charter is structured around four key areas: Working together for carers,
Carers wellbeing and employment,
Supporting young carers,
and Carers in the wider community.
The accompanying action plan, detailed in the Carers Charter - App B Action Plan, details specific deliverables and will be updated annually.
Progress on the action plan will be measured through various means, including the number of people attending training, the number of referrals to services, the percentage increase in carers accessing employment/training opportunities, and the number of new initiatives delivered. Specific actions include promoting the identification of hidden carers through training, raising awareness of Admiral Nurses' work for dementia carers, enhancing awareness of carers' needs during hospital discharge, exploring diverse respite care options, developing the care technology offer for carers, and raising awareness of available break initiatives. For young carers, actions involve developing partnerships with schools to increase awareness and support, delivering workshops on transitions and life skills, and providing activities and peer support groups. For carers in the wider community, actions include promoting vaccinations, working with health partners on wellbeing, identifying carers in community settings, improving information and guidance, developing a carer-friendly community, and promoting the Carers Charter and services widely.
The refresh of the charter follows a deep dive into the health needs of informal carers in Barking and Dagenham, as part of the Joint Strategic Needs Assessment (JSNA) 2024-27, detailed in the Carers JSNA Deep Dive Report. The assessment highlighted that while many carers feel included in discussions about the person they care for and have good social contact, a significant number face emotional, social, and financial challenges.
Beyond the JSNA, the refresh was informed by feedback from carers through face-to-face group sessions, focus groups, and online consultation via the Council's consultation and engagement website, One Borough Voice. These sessions engaged with various carer groups, including those with learning disabilities and autism, young carers, Black, Asian, and Multi-Ethnic groups, parent carers, family carers, and those attending informal groups. Additionally, insights from the Barking and Dagenham Healthwatch 2025 report into the Lived Experience of Carers were used, and feedback from the Care Quality Commission (CQC) inspection of Adult Social Care Services was also considered.
Key areas for improvement identified in the JSNA include general health and wellbeing, finances and employment, recognition of the carer role, strategic alignment, enhancing awareness and access to support, and the specific needs of young carers. The report noted that carers in Barking and Dagenham are more likely to provide over 20 hours of care per week compared to national averages. The Census 2021 recorded 14,200 (7%) people as providing unpaid care in Barking and Dagenham. While specific national averages for hours of care were not provided for direct comparison, carers in Barking and Dagenham are more likely than London and England carers to be providing 20+ hours of care per week.
Unpaid carers in Barking and Dagenham face significant financial challenges, with almost two-thirds worried about living costs and future financial security. This is exacerbated for those caring for multiple people or for over 35 hours per week. A considerable portion of caregivers leave employment or reduce work hours, further reducing household income. The Census 2021 indicated that a higher proportion of unpaid carers in Barking and Dagenham live in deprived households compared to non-carers (84% vs 64%), and fewer are in employment (51% vs 59%), with a higher proportion working part-time. Carers receiving benefits, including Carers Allowance, are more likely to report financial problems, with two-thirds of unpaid carers receiving Universal Credit living in poverty.
Measures being considered include maintaining the offer of debt/money advice previously provided through the Homes and Money (HAM) Hub within the new Neighbourhood model, ensuring carers can access advice regardless of existing debt. Information and advice services for carers will include guidance on flexible employment opportunities that do not impact benefits, such as the LBBD Trailblazer programme. The Carers Strategic Group will explore additional routes to reach carers interested in flexible working, benefits advice, or direct payments, through channels like Community Navigators, schools, and Neighbourhood Working.
The committee agreed to formally ask partner organisations to adopt the charter and its action plan, and to nominate individuals to contribute to the Carers Strategic Group to drive its delivery. Partner organisations will also be requested to nominate individuals to contribute to the Carers Strategic Group to drive forward the delivery of the Carers Charter and Action Plan. Regular updates on the delivery of the Carers Charter will be provided post 18 months from the Carers Strategic Group. This initiative aims to build a carer-friendly community and support carers in their vital roles, contributing to prevention and early intervention, and reducing health inequalities. The refreshed Carers Charter aims to support carers in their caring role through a shared vision, contributing to building a Carer Friendly Community. The support in place for carers focuses on prevention and early intervention, as well as specialist support, which is anticipated to facilitate longer-term cost avoidance within health and social care through prevention, resilience, financial independence, and reducing health inequalities.
