1. Care Market Strategy: Provider Workshop
28 June 2017
Peter Fairley
Andrew Spice
Simon Willson
Monica Gandy

2. Objectives for the Sessions
To explore what the future shape of the health and care market in Essex might look like from the provider perspective;
To describe what providers think this might require them to do differently;
To set out what providers think the county council and its partners need to do differently;
Explore and understand how we can work together to shape the market in Essex and what we might need from each other to make this happen.

3. Setting the Scene

4. Our legal duties under the Care Act 2014
Duty on local authorities to promote a sustainable, diverse and vibrant market for care and support that delivers high quality services for all local people.
Focusing on outcomes and promoting wellbeing
Promoting choice to drive quality
Supporting sustainability
Working with partners and people who use care/carers
Approaches to market intelligence and facilitation
Importance of workforce development and pay
Securing quality and outcomes through contracting

5. Aim of the Care Market Project
Purpose of the Project
Scope
Methodology – collaborative, inclusive, evidence based and informed choices
Key Timelines and Activities
Key risks:
Input and engagement from stakeholders – managing expectation
Creating a shared understanding
Something that is too vague and undeliverable

6. Market Strategy - Overview
The Strategy
Delivery Plan
Diagnosis/Problem
Future Direction
Coherent Action
(joined up)
Detailed Actions
More outcome focused – personalisation (choice and wellbeing)
Low cost/no cost solutions
‘Asset’ based approach (individual & community)
Sufficiency (supply, quality and workforce)
Integrated & more innovative
Flexible and adaptable
Vision and Principles (description of the future)
Commissioner Statements
‘Big ticket’ action items /cross cutting e.g. Prevention, increased DPs and ISFs, greater focus on independent living, more support for unpaid carers etc., etc.,
To follow publication of the strategy & determined in collaboration with providers and SUs
May June July August Onward

7. The Care Market Now (1) Cost pressures Vacancies
Good quality but on average 25 providers at serious risk at any given time
Barriers to entry for new providers or existing providers to adapt or change offer
Pricing variations because of multiple buying mechanisms
A lack of a clear commissioning strategy
There is little mix in the composition of the current mainstream care offer – almost all private sector providers
Evidence that many, in particular SME providers, are operating at stress levels – operating at minimum margin or lower, leading to lack of resilience and quality issues

8. The Care Market Now (2)
Innovation is almost exclusively with third sector and other none for profit organisations. There are some examples of system redesign. There is little evidence of a system wide culture which supports the development of new models of working
Current analysis of overall space to demographic demand suggests that there is sufficient supply in the short to medium term. However, this hides supply issues in particular geographical areas and for particular service types (e.g. nursing), and supply issues because of available staffing
In terms of choice and variety, the offer, particularly within the older people’s market, is limited – essentially residential care or time and task home support
Some core ‘business processes’ need improving and more reliability e.g. payments, discharge, placements

9. What does the care market look like for you in the future?

10. Exercise 1: Exercise in THREE parts
Parts one and two are to be completed in SILENCE

11. Part 1:
Individually – describe in as few words as possible what the care market of the future looks like for you
Focus on strategic/generic issues not current operational issues e.g. working more directly with SUs; focusing more on personal outcomes and less on time and task; using new technology etc.,
ONE idea per card (Big, neat writing please!)
Write as many cards as you want
You can put your name and organisation on the card if you wish
30 mins

13. Part 2:
Place your completed cards (writing face up) on the floor in the inner circle
Review all the cards on the floor
If you DISAGREE with any statement, place it in the outer ring
15 mins

14. Part 3:
Officers will group the cards into thematic areas where possible
Group observation & discussion
15 mins

15. BREAK – 20 minutes

16. What will providers be doing differently?

17. Exercise 2 In groups, supported by officers
Based on the future you have described, how do you think you would be working differently? E.g. What would that look like for them; what would it mean for their staff, for SUs; what skills might they need; what might it mean for hospital discharge and/or other specific activities e.g. reablement, assessments and reviews; working with other providers and services (integration and collaboration) ; how might quality be measured; assessing quality, managing risk; how would SUs be kept safe etc.,
Ideas on a flip chart and summarised. Report back Top 3.
mins

18. Quality & Safeguarding Risk management
Workforce
Processes and Systems
Communication
Leadership & Management
Structures (including relationships to other organisations, integration)
Quality & Safeguarding
Risk management

19. What do providers think the council and its partners would need to be differently?

20. Exercise 3 In 3s, 1 officer to sit with each trio Using the PROFORMA
What do providers think the county council and its partners would need to be doing differently?
3 changes per trio to be fed back to the group
mins

21. Do Differently (Including more of , less of as well differently)
Partner
Do Differently (Including more of , less of as well differently)
Suggestion 1
Suggestion 2
Suggestion 3
County Council
Borough/District Council
CCG
Hospital
Voluntary/Community Group(s)
Family/Carer

22. How can we work together to complete this strategy?

23. Exercise 4
WHOLE group discussion
20 mins

24. Next Steps and Evaluation