Transcript Document

Caring for our future
Caring for our future: Shared
ambitions for care and support
Adult social care engagement exercise
Emerging thinking of the Quality and Workforce Group
Imelda Redmond
November 2011
What is ‘Caring for our future’?
• The Government launched Caring for our future: Shared
ambitions for care and support was launched on Thursday 15th
September and runs until early December.
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• It is a discussion with people who use care and support services,
carers, local councils, care providers, and the voluntary sector
about the priorities for improving care and support.
• Caring for our future is an opportunity to bring together the
recommendations from the Law Commission and the
Commission on the Funding of Care and Support with the
Government’s Vision for Adult Social Care, and to discuss with
stakeholders what the priorities for reform should be.
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How will the engagement work?
• The engagement is looking at six key areas:
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o Quality and Workforce
o Personalisation
o Shaping local care services
o Prevention
o Integration
o The role of the financial services
• The Government asked a leader from the care and support community to help the
Government to lead the discussions for each of the six areas, supported by a small
reference group. Our discussions over the autumn will help us shape these
priorities.
• It also wants to hear people’s views on the recommendations made by the
Commission on Funding of Care and Support and how we should assess these
proposals, including in relation to other potential priorities for improvement.
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The Quality and Workforce Reference Group
• Our reference group has been considering how we could improve the quality of
care and how could we support the care workforce to do this.
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Reference group co-leads
• Imelda Redmond (Carers UK and Marie Curie Cancer Care)
• Glen Mason (DH, Workforce)
• Luisa Stewart (DH, Quality)
Reference Group members
• Sharon Allen - Skills for Care
• Andrew Dillon - NICE
• Julienne Meyer - My Home Life
• Mark Goldring - MENCAP
• Martin Green - ECCA
• Julie Jones - SCIE
• Cynthia Bower - CQC
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Emerging priorities for action (1)
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• Social care needs to be placed in the broader context of opportunities for economic
activity. The spend on social care is billions, yet the sector struggles at times to recruit
and retain staff. Unpaid care also makes a large contribution and support for carers to
remain economically active is important, also for their own wellbeing. LAs should have a
duty to ensure sufficiency of supply for their population (whether LA funded or selffunders).
• Consumer information is likely to grow in future as a key driver of quality, encouraging
and incentivising care managers and staff to strive to deliver higher quality services. A
priority for action is to ensure there is a portal for key information for consumers
about the quality of care at provider level (care homes; domiciliary care providers and
potentially Personal Assistants).
• To enable local authorities to move to commissioning for quality and value for
money, we should build on the emerging work from Think Local Act Personal (TLAP),
including work in the sector to identify a range of quality metrics and markers at provider
level that could be used by commissioners as quality measures in contracting.
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Emerging priorities for action (2)
• Commissioning for quality also requires sufficient funding in the system. The
combination of the current funding squeeze and inflation means providers are
having to do more for less, which is jeopardising quality. It also jeopardises
provision of services (as providers leave the market).
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• Local authorities should have a duty to ensure sufficiency of supply in their
area.
• We need to further develop the social care quality framework, building on the
Social Care Outcomes Framework and existing quality architecture in the
system eg. Local Accounts and developing the NICE quality standards. This
needs to set out a clear quality governance framework with the roles,
responsibilities and incentives of the respective players eg. providers,
councils, regulator, local HealthWatch . We should consider an interim forum
(led by the sector) to help define quality and disseminate best practice in a
format that is appropriate.
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Emerging priorities for action (3)
• The future of social care will increasingly require a diffuse model of leadership that
develops leaders in all settings and at all levels in the sector and is also able to support
working across boundaries with health, housing and other areas. We propose:
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A senior cross sector forum that would oversee improvement made up of members from the
National Skills Academy, NHS Leadership Academy and other high quality leaders from the
public, private and voluntary sector.
A National Leadership Fund, overseen by this forum, that funds a variety of different leadership
development activities from mentoring for first line managers, funding of a graduate entry
programme and elearning opportunities through to development for our most senior leaders.
An approach to leadership development that supports integration, transformation and quality in
the sector as the organising principles of adult social care.
• Recruitment needs to bring in younger people, those new to retirement and those being
displaced from other sectors, by focusing on improving the image of social care, quickly,
skilling staff up with a focus on the quality of the relationship between the person using
the service and the member of staff and creating clear and varied ways of progressing
a career in social care. We propose:
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Expanding the existing apprenticeships scheme, with full funding available to 18-25 year old
and 60+ age groups
Removing financial and bureaucratic barriers to people becoming volunteers or volunteers
becoming members of the paid workforce
Incentivising employers to employ young people by meeting training costs in the first year of
employment or meeting the NI costs
Considering a national recruitment drive, creating a brand for social care jobs that is positive
and attractive.
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Commission for funding care and support
recommendations: Key findings
The group has heard strong support for the Dilnot Commission’s
recommendations – people think Government must act now and not delay reform
any longer. The strategic approach taken by the Commission supports
empowerment of consumers and supports the personalisation/choice agenda.
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Recommendations of direct relevance to the Quality and workforce agenda are:
– Information and advice strategy
– Improved assessment and portability of assessment
– Improved integration between health and social care
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Questions for other speakers:
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• How do these findings resonate with
your key messages?
• What messages would you wish to
reinforce?
• What messages are missing?
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Questions for the audience:
• What does great care look like?
• How do we achieve this?
• What are the levers?
• Who does what? e.g. National
Government / Local Government /
Independent sector / arms length
bodies
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Your feedback:
• On-line (http://caringforourfuture.dh.gov.uk/category/priorities/),
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• Feedback form ([email protected]) or by post to:
Caring for our future,
Area 117,
Wellington House,
133-155 Waterloo Road,
London,
SE1 8UG
• Please note that the deadline for written comments is 2 December 2011.
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