reshaping residential care for older people
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Reshaping Residential Care for Older People. Ron Culley Chief Officer - Health and Social Care COSLA. Absence of strategic commissioning National Care Home Contract Concerns about quality at bottom of the market 20% graded 3 or less; other sectors average 7.5% Sub-optimal markets

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reshaping residential care for older people

Reshaping Residential Care for Older People

Ron Culley

Chief Officer - Health and Social Care

COSLA

genesis of the task force
Absence of strategic commissioning

National Care Home Contract

Concerns about quality at bottom of the market

20% graded 3 or less; other sectors average 7.5%

Sub-optimal markets

Low and variable occupancy rates

Investment issues

Genesis of the Task Force
remit of task force
Remit of Task Force
  • Established by Council Leaders and Ministers to examine the key purpose and desired structure of residential care services fit for the aspirations and needs of future generations
  • Developed on a partnership basis
  • Reported January 2014
  • Due to be published April 2014
vision
Vision
  • To support older people in Scotland, now and in the future, to live in homes where they feel safe and respected as members of their communities.  We will do this by:
  • Adapting person-centred and personalised care and support solutions to people’s changing needs;
  • Developing accommodation and care options that are flexible, built around people’s needs and also part of a wider community;
  • Ensuring all human rights are protected and in particular the rights to privacy and dignity are respected at all times
  • Nurturing a caring workforce which is passionate about delivering high quality person-centred services, and developing caring as a career of choice;
  • Planning services responsibly to develop sustainable communities;
  • Making funding and charges simple and transparent; and
  • Assuring quality and safety
strategic direction
Strategic Direction
  • Evolution and expansion of the extra-care housing sector;
  • An intermediate sector focused on rehabilitation and prevention;
  • Asmaller, more specialised sector focused on delivering high quality 24-hour care
tailored care and support
Tailored Care and Support
  • Personal outcomes and goals;
  • Normalisation of healthcare arrangements – accessible GP, nursing and other specialist input as required;
  • Greater control over the ‘who-what-where-how-when’ of care delivery;
  • Greater opportunity to involve unpaid carers in support arrangements.
personalised funding
Personalised Funding
  • Use of Direct Payments?
  • Greater transparency in the fee rate, separating out the cost of care, rent, board and recreation;
  • Consideration of the conditions of residence, ranging from tenancy or owner occupier models through to residency agreements;
  • Greater control over personal budgets and income sources such as DWP benefits.
daily living
Daily Living
  • Expanded opportunities to choose to live with a spouse, partner or friend;
  • Greater opportunities for life outside of the home;
  • Greater control and choice over recreation and physical activities.
place making
Place-making
  • Embedded in Community
    • Physical Planning
    • Community Engagement
  • Audit of Physical Estate
workforce
Workforce
  • Skills and knowledge
  • Links to community and health care
  • Career Progression
  • Pay and Conditions
    • Living Wage
strategic commissioning
Strategic Commissioning
  • Health and Social Care Integration
    • Strategic Plans
    • Pooled Budgets
    • Market facilitation
  • Risk Register
  • Flexible Regulation
funding
Funding
  • Insufficient funding for the care home sector
  • Ensure charging arrangements are transparent and stratified
  • Review of the current rates for Free Personal Care
  • Fully explore the opportunities and costs of amending the capital limits in a Scottish context
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