Milton Keynes City Council: local authority assessment

Summary of people’s experiences

People shared many encouraging experiences of adult social care provided by the local authority. Many described compassionate, person-centred assessments and flexible support that promoted independence, wellbeing, and choice. Carers spoke highly of the support they received, including carers assessments and direct payments, which helped them feel valued and sustained in their caring roles. People praised staff for going the extra mile, offering practical help and emotional reassurance to people.

People appreciated timely interventions that helped prevent or delay the need for formal care, such as support to attend health appointments, access supported living, and staying connected to their communities. Direct payments were described as empowering, enabling individuals and carers to tailor support to their personal needs. The newly commissioned carers service and dedicated smartphone app were well received, offering accessible advice and 24/7 information in one place.

Communication was often described as clear and responsive, and people felt safe, respected, and listened to. Co-production was a strong feature of the local authority’s approach, with the Stronger Together Board providing an inclusive space where lived experience shaped services. Members felt empowered and proud that their contributions led to tangible improvements, including increased uptake of direct payments and more person-centred assessments.

Carers and people using services valued the variety of community-based options available, such as day centres, respite care, and short breaks. They also highlighted the benefits of coordinated partnership working, which supported smooth transitions from hospital and helped people remain safely at home. Some people shared how the local authority provided emergency support during times of crisis and helped plan for future care, offering reassurance and continuity.

While some people suggested improvements to written materials and greater inclusion of underrepresented groups, they were confident that the local authority was actively working to address these areas. Overall, people described adult social care in Milton Keynes as supportive, empowering, and responsive to their needs.

Summary of strengths, areas for development and next steps

The local authority provided a broad range of accessible care and support services, with assessments designed to be person-centred and focused on individual strengths. National data measures indicated that satisfaction with care, feelings of autonomy, and opportunities for social contact in Milton Keynes were broadly consistent with national averages, reflecting a stable and responsive service offer. Assessment processes were supported by clear eligibility frameworks and efficient financial assessments, typically completed within the five-day target. While some variation in waiting times was noted, the local authority maintained robust risk management practices, prioritising urgent and high-risk cases and applying “waiting well” protocols.

There was a notable increase in carers’ assessments, reflecting the local authority’s commitment to identifying and supporting carers. Referrals to the newly commissioned carers offer helped ensure carers received tailored support, enhancing their wellbeing and ability to continue in their roles. 

The local authority demonstrated strong and effective partnership working that had a clear and positive impact on people’s lives. Collaborative initiatives such as the Linford Wood Place project and the MK Deal showcased how joint working across sectors could improve outcomes, particularly in supporting timely hospital discharge and enhancing neighbourhood health. By utilising the Better Care Fund to establish an integrated neighbourhood model, the local authority strengthened its focus on prevention and community wellbeing. Partners consistently described their relationships with the local authority as productive and responsive, contributing to improved coordination, better patient flow, and more holistic support for individuals. These partnerships were underpinned by robust governance structures and a shared commitment to delivering person-centred care.

Intermediate care and reablement services were delivered in collaboration with health partners, with a clear emphasis on recovery at home through “home first” and recuperation initiatives. Transitions from hospital and into adulthood were well coordinated, supported by integrated team working and timely planning. The local authority demonstrated a good understanding of risks across care journeys and took appropriate steps to manage these. Out-of-hours arrangements and contingency plans were well established, including procedures for managing potential service disruptions. 

Safeguarding systems were well embedded, with consistent oversight from managers to support decision-making around Section 42 enquiries. Over 1,000 inter-agency risk management meetings were held in the past year, reflecting strong collaborative efforts to keep people safe. The local authority worked closely with the MK Together Safeguarding Partnership to identify priorities, and its Safeguarding Adults Annual Report outlined responsive actions taken. While feedback from safeguarding enquiries was not always consistently shared with partners, the local authority responded to learning from Safeguarding Adults Reviews through action plans and staff training.

Governance, management, and accountability arrangements were well established across adult social care. The leadership team was stable, and services were structured with clear oversight of Care Act responsibilities. Regular meetings at all levels supported strategic alignment, with system leadership linked to steering groups and safeguarding priorities. The local authority made notable improvements in how data and information were used, enhancing oversight and accountability. Data informed performance monitoring, strategic planning, and commissioning decisions. A range of adult social care strategies were in place, covering carers, dementia, prevention, preparing for adulthood, supported housing, and equity, diversity and inclusion. 

A strong culture of continuous learning and improvement was evident, underpinned by inclusivity and support. Staff had access to a wide range of learning opportunities and were encouraged to pursue professional development. They were empowered to work creatively and supported with professional guidance and resources, including budgetary support. Co-production was clearly embedded across adult social care, with the “Stronger Together” board serving as a central forum for collaboration. The local authority demonstrated a commitment to listening and learning, incorporating feedback into strategic planning and decision-making.