More with less

Daniel Casson, managing director of Casson Consulting and director of LaingBuisson’s social care conferences, discusses some of the pressures the sector faces

In preparing for the LaingBuisson Social Care Summit North and Innovation in Care event, I have been talking to many people about the social care environment and context: the pressures, the opportunities and practicalities. The constant theme is that more than ever before the social care community is being asked to do more with less. This came over during a roundtable event I recently chaired for The Access Group with Neil Eastwood and Katie Furey.

Providers such as HC-One talked about their Flex Force programme where it is making it easier for care workers to be flexible in the shifts they work and the patterns of their work. This sort of new thinking is what keeps our community vibrant and ever adaptable.

Where are the pressures?

Recent reports from the Association of Directors of Adult Social Services (ADASS), the Care Provider Alliance (CPA) and the Nuffield Trust highlight some of the intense resource issues we are facing. ADASS president, Melanie Williams, said that the increase to employer National Insurance will place adult social care under pressure, ‘which will be insurmountable for some care providers, who people rely on for everyday basic needs like washing and dressing.’

The CPA survey of care providers concluded 64% of care providers will have to make staff redundant, and 22% are planning to close their businesses entirely. The Nuffield Trust says ‘the 18,000 independent organisations providing adult social care in England will be faced with increased costs of an estimated £2.8bn in the next financial year.’

The regulatory system

In England, the Care Quality Commission (CQC) is grappling with several challenges, including a crisis of confidence, IT system issues, and inspection delays. These problems are hindering its ability to regulate effectively, impacting the quality of care.

Providers face additional hurdles such as staffing shortages and financial constraints. All these factors create uncertainty and hinder providers’ ability to plan, grow and develop new services. Additionally, the lack of timely feedback and support from the CQC can serve to exacerbate staffing shortages and the financial pressures, making it even more difficult for providers to maintain high-quality care.

How to survive and thrive?

To survive and thrive, providers must focus on innovative solutions, in many cases leveraging technology to streamline operations and improve care delivery. Investing in staff and retention is crucial to maintain a skilled workforce by creating an atmosphere that works for care workers. Good care rostering, flexible work patterns and welfare promotion are essential.

Even though the issues are often a lack of suitable payment from local authorities, greater collaboration with them, with the health authorities and with other care providers can help share resources and best practices.

While making these practical, pragmatic improvements, we need to continue advocating for policy changes and increased funding to address systemic issues and ensure sustainability.

Is it time for new models of care?

One of the significant issues we will focus on is the potential for new models of care, and this is at the heart of the innovation conundrum. It means adapting systems and creating new ones.

One of the speakers at the summit is Andrew Laird, chief executive of Mutual Ventures, who explained to me the potential for place-based sustainable services including leveraging the power of community and helping people to help themselves. Their ethos is at the heart of one of the ways that social care providers can survive and thrive by working alongside people and communities, local authorities and health services to help people live healthier lives within their local communities.

Complex care at home

Care providers can position themselves as central to the government’s dual strategy of moving from sickness to prevention and from home to community.

In this vein, I have been exploring with Claire Sutton of the Royal College of Nursing the potential for complex care at home, and, in preparing for the summits, I am pleased Deborah Sturdy, chief nurse for adult social care, will be in discussion with leaders in care, such as Martin Smith of Home Instead, Stella Shaw of Stellar Care and Kelly Klifa of Heim Health, to look at the ways complex and sometimes clinical care can be delivered to people in their home and their community.

If this government is serious about the possibilities of moving care from hospital to community, there is real potential for care providers to be part of the glue that will help the system survive and thrive.

Data sharing

As a consultant in innovation in care I am driven by the way we can use data in today’s climate. Consultant Clive Flashman has opened my eyes to ways we can share data to improve care for people. If the data held by social care organisations in care plans and in their daily interactions with people can be shared with clinical partners, allied health professionals and others, this will reduce duplication of effort and ensure continuity of care, which we all crave.

A streamlined approach will allow for better resource allocation, as providers can identify and address gaps in care more effectively. Additionally, real-time data access enables quicker decision-making and more personalised care, improving outcomes while reducing costs. Collaborative data sharing also fosters innovation, as providers can learn from each other’s best practices and implement evidence-based solutions. Overall, data sharing empowers providers to deliver higher quality care with fewer resources.

Conclusion

I have shared with you the thoughts of some of the care leaders I have spoken to over the past three months. There is concern that many care providers will not survive due to the current pressures. Our community depends on collaboration, innovation and clear alignment with government policy.

The innovation event in Manchester will be a source of innovative thinking, and we will be delving into how health and care devolution has impacted the system since 2016. In doing so we will explore the areas I have introduced above and seek answers to the survive and thrive imperative.

The LaingBuisson Social Care Summit North (the Northern Powerhouse) and The Innovation in Care event will take place alongside each other on Thursday 13 February at Manchester City’s Etihad Stadium. For details about the event click here.