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