Kingston Council's People Committee has approved a new adult social care strategy for 2026-2029, with a strong focus on promoting independence, increasing choice and control over care, and providing enhanced support for unpaid carers.

The strategy, developed after extensive engagement with residents, carers, and families, aims to put individuals at the heart of social care services. Key priorities include enabling people to stay independent and live well, ensuring fair and equal access to services, and facilitating smoother transitions from children's to adult social care.

Promoting Independence and Well-being

To promote independence, the strategy includes plans to ensure short-term care supports individuals in retaining or regaining skills and confidence after illness or operations (reablement). The council will continue to invest in the latest care technology and digital tools for alerts and connection, and ensure easy access to the right aids and adaptations for homes. Furthermore, work with housing and property teams will be strengthened to create a wider choice and availability of housing types, including supported housing options.

Ensuring Fair and Equal Access

Fair and equal access to services is a core priority. The council will proactively work with diverse local communities to build trust and understand specific needs, addressing why certain groups may face barriers to support. Partnerships with community organizations, health partners, and public health teams will continue to develop targeted, culturally appropriate interventions aimed at tackling health inequalities. Access to independent advocacy will be improved to help individuals understand their rights and ensure their voices are heard in care decisions. Communication will be made clearer, easier to understand, and available in accessible formats.

Enhanced Support for Unpaid Carers

Valuing and supporting unpaid carers is a key objective. The strategy outlines steps to identify carers earlier so they can access timely advice, information, and support. Carers will be helped to plan ahead, including making arrangements for emergencies. Access to carers' breaks will be improved, offering respite and self-care opportunities with the assurance that the person they care for is well looked after. Collaboration with health and community partners will also focus on better supporting older unpaid carers.

Smoother Transitions for Young People

Specific improvements are planned for the transition process from children's to adult social care services. The strategy includes continuing shared transition commitments with children's services colleagues. These involve identifying young people early for a smooth transition, focusing on their strengths to foster independence, and ensuring their own views are central to all decisions. The aim is to provide fair, high-quality care that meets individual needs, with services working together to ensure young people receive the right help on time. Regular reviews of young people's needs and goals will update their support. New models of care and housing are also being developed to support independent living, with a focus on appropriate accommodation for young people known to adult social care.

Councillor Sabah Hamed, Portfolio Holder for Adult Social Care, Public Health and Equalities, stated that the priorities are designed to deliver the council's vision of putting people at the heart of its services and making a positive difference to residents' lives.

Sam Morrison, Executive Director for Adult Social Care and Health, highlighted that the priorities are a result of extensive engagement and aim to be transparent about what is important to residents. The council's adult social care service had previously achieved a Good rating in its 2025 CQC inspection.

Measuring Success

The success of the strategy will be measured through various methods. Regular surveys, including annual statutory surveys, will gauge what is working well and where improvements are needed. The quality of care will be reviewed by examining individual care plans and working closely with providers. Engagement with local groups will provide feedback for changes. Local and national data will be used to identify and target areas for improvement. Partnership boards, such as the All Age Carers Board and All Age Autism & ADHD Board, will assess the impact of jointly led work. An annual progress report will be published, detailing performance against the strategy's priorities.

Anticipated Challenges and Mitigation

Implementing the strategy may face challenges, particularly concerning workforce shortages in specialist therapy roles, which is a key risk for the Specialist Expertise at Hand model. The current NHS budget position reported by the ICB and health providers may also make it more challenging for them to invest in early support and intervention. Substantial savings planned across the ICB, alongside local staffing restructures, could impact delivery and health provision. The sustainability of high needs education services is also a significant risk due to rising placement costs and EHCP assessment requests. The inability to recruit or retain specialised educational psychologists, speech and language therapists, and occupational therapists is another concern.

Mitigation strategies include close collaboration with NHS South West London Integrated Care Board (ICB) and health providers to agree workforce arrangements and boost recruitment. Rigorous monitoring of investment and grant spend, alignment of block transfers with reform activities, and increased local capacity through capital investment in mainstream inclusion bases are planned. A robust recruitment and retention strategy, incorporating different staffing models, regional collaboration, and a 'grow your own' approach, will be developed. Agency or locum staff may be utilized to backfill assessment roles, allowing skilled expertise to focus on transformational work.

Discussions during the meeting also touched upon the importance of collaboration with health, voluntary, and community partners to provide seamless, joined-up care, and ensuring clear information, advice, and guidance is readily available to residents. The strategy also addresses skills and employment opportunities for those accessing social care.