York’s Adult Social Care system operates within a context of growing demand, financial constraint and increasing complexity, shaped by demographic change and wider system pressures.

Rising and More Complex Demand

Demand for adult social care in York is increasing, driven primarily by an ageing population and improvements in life expectancy. More people are living longer, often with multiple long-term health conditions, frailty, or cognitive impairments such as dementia. At the same time, there is a growing number of disabled adults or those with complex needs, many of whom require lifelong support.

This shift means services must respond to more varied and complex needs, often requiring coordinated, multi-agency support. There is also an increasing expectation that care should be personalised, flexible and centred on individual choice, placing additional demands on how services are designed and delivered.

Financial Pressures and Resource Constraints

Adult Social Care is delivered within a context of finite public funding and rising costs. Increasing demand, combined with higher provider costs (including workforce costs), means the Council must carefully prioritise spending and ensure resources are directed where they have the greatest impact.

This economic environment requires a strong focus on efficiency, sustainability and value for money, particularly in commissioning and service delivery. The Council must balance statutory duties under the Care Act 2014 with the need to manage limited budgets responsibly, ensuring that support remains available for those with the most complex and urgent needs.

Prevention and Independence as a Strategic Response

Given these pressures, the strategy emphasises the importance of preventing or delaying the need for formal care. Supporting people to remain independent, healthy and connected to their communities is both a demographic and economic priority.

Early intervention, access to information and advice, use of community resources and reablement services all help to reduce demand on long-term care. This approach not only improves quality of life for individuals and carers but also helps to reduce pressure on more intensive and costly services, including residential care and hospital admissions.

Workforce and Care Market Challenges

A critical element is the sustainability of the care workforce and provider market. Adult Social Care relies on a skilled, stable workforce, yet recruitment and retention remain ongoing challenges. At the same time, providers face financial and operational pressures, which can affect the capacity, resilience and diversity of care provision.

These challenges necessitate investment in workforce development, improved working conditions, and stronger collaboration with providers and neighbouring authorities to ensure a stable and effective local care market.

Inequalities and Inclusion

There are also inequalities in health and wellbeing outcomes across York’s population. Some groups experience poorer access to services or worse outcomes, requiring targeted action to ensure fairness and equity in care provision.

Addressing these inequalities requires better use of data and insight to understand need, alongside culturally appropriate and inclusive service design.

Integration with Health and Wider Systems

The pressures facing Adult Social Care are closely linked to those within the wider health system. Issues such as hospital admissions, delayed discharges and ongoing care needs require closer integration with NHS services and community partners. Improving transitions between hospital and home, as well as coordinating care across organisations, is critical to both improving outcomes and managing demand effectively.

CQC Assessment December 2025

The CQC assessment of adult social care services rated it as “Requires Improvement”, highlighting shortfalls in key areas including assessment, safeguarding, and care coordination.

On the positive side the assessment highlighted strengths – which include committed staff, positive feedback about frontline workers, and effective community-based initiatives such as Local Area Coordinators, which help connect people to services and reduce isolation. The report recognised that our strategic ambition was evident, with transformation plans, a developing adult social care strategy, and improved partnership working beginning to take shape.

However, there are areas which we must address. The report highlighted that while there is clear intent and early improvement activity, the Council needs to strengthen leadership, reduce waiting times, improve safeguarding, and deliver consistent, person-centred care outcomes. Ensuring that we tackle these issues will be a core aspect of the roles- to enable us to drive improvements quickly and effectively to ensure that we can provide the best services possible for the people of York.

Adult Social Care Strategy 2025–2028

The strategy sets out the Council’s framework for delivering high-quality, sustainable care and support that enables people to live independent, healthy and fulfilling lives. It focuses on improving outcomes through strong partnerships, effective use of resources, and a person-centred, strength-based approach. The overarching goal is to create a responsive, resilient and integrated care system that supports independence, improves quality of life, and makes best use of limited resources while focusing on those with the greatest needs.

• Vision

The strategy aims for everyone in York to live well with the right care and support when needed. It prioritises independence, reducing inequalities, and ensuring services are respectful, accessible and tailored to individual needs.

• Core Approach

A strength-based model underpins the strategy, building on individuals’ capabilities and community assets rather than focusing solely on needs. Preventing or delaying the need for formal care is central, alongside promoting wellbeing, inclusion and independence.

The strategy also emphasises:

• Co-production with people, carers and communities
• Data-driven decision-making
• Integrated working with health, housing and voluntary sectors
• Investment in workforce skills and wellbeing

• Key Commitments

The Council commits to:

• Delivering joined-up, high-quality care through strong partnerships
• Supporting people to live independently at home or in their communities
• Promoting wellbeing across all life stages
• Ensuring safety, dignity and choice
• Valuing and supporting unpaid carers
• Investing in a skilled workforce
• Using resources fairly, transparently and sustainably

• Main Priorities

The strategy identifies several priority areas for improvement:

1. Prevention and Early Support
   Strengthen early intervention to reduce demand for long-term care and hospital admissions.
2. Housing and Independence
   Expand accessible and supported housing options to help people remain independent.
3. Efficient and Effective Services
   Improve commissioning to ensure best value, quality and sustainability.
4. Partnership Working
   Collaborate more with local authorities, NHS and community organisations for better integrated services.
5. Use of Data and Technology
   Enhance data quality and adopt digital and assistive technologies to improve care delivery and efficiency.
6. Hospital Discharge Support
   Improve transitions from hospital to home to support recovery and reduce readmissions.

• Legal and Service Context

The strategy aligns with the Care Act 2014, ensuring duties such as promoting wellbeing, safeguarding, market shaping, and meeting eligible needs are fulfilled. Adult social care services include home care, residential care, reablement, community support, safeguarding, and support for carers.