1. Care Market Strategy
October 2017
Dr Simon Willson
Monika Gandy

2. The Why, How and What

3. Why We Did It Care Act 2014 A Focal Point Greater Clarity
about what we need from the market to meet our objectives and priorities
Care Act 2014
to hhelp providers make
Business Decisions
A Focal Point
for the way we will manage and develop the market
Why We Did It

4. How We Did It

5. What the Strategy Is and Isn’t
An attempt to bring clarity to how we think the market needs to evolve and develop in the coming few years
The identification & prioritisation of actions to support the current market now & make sure it adapts to issues, e.g. increased personalisation
A consolidation of what we are doing already, and will need to do in the coming years, to keep the market stable and to help it to continue to improve
The Strategy Is

6. What the Strategy Is and Isn’tX X
The finished article nor a document to gather dust. The plan acknowledges the need for further work, particularly in the areas of innovations, new models of care and better use of data to help providers make more informed business decisions.
An investment strategy
The Strategy Isn’t

7. The Strategy Unpacked

8. Partnership & Principles The Strategy Sets Out…
Our Role
Purchaser to ‘shaper’
Our Focus, & Priorities
For the next 12 months
Our Vision &
Mission
Partnership & Principles
How we will work together to deliver this
The Strategy Sets Out…

9. Our Vision
We will facilitate a diverse, vibrant and sustainable health and social care market that is able to offer choice and build upon people’s strengths to ensure they are able to achieve the outcomes that matter to them and are kept safe.

10. Our Mission
We wish to work with existing and new providers to stimulate a different type of care market in Essex. Building on the existing commitment, expertise and knowledge of providers, we wish to create a care market that is focused more on prevention and personalisation, and enables people to live independently for as long as possible.

11. Our Role
At the moment we largely act as a purchaser of care and support services from a large number of providers. In the future we will need to become ‘the shaper’ of a health and care market where individuals purchase care and support themselves.

12. A New Partnership
We are seeking to change the Direction of Travel from ‘them and us’ to partnership
The Care Act (2014) places duties on local authorities to promote the efficient and effective operation of the local market for adult care and support as a whole. We believe we can only do this by working more collaboratively with providers, adults and carers, as well as other key partners
We have therefore committed to a set of principles in order to help us work better we have agreed to work to a set of principles that will also inform the way we work with adults and carers

13. Principles Outcomes Focused Safe Promote Independence Engage
We will stay focused on what people need to achieve in order to meet outcomes they require
Safe
We are committed to keeping people safe- free from abuse and neglect, working collectively to manage and improve quality
Promote Independence
We will enable /support citizens to live as independently as possible by helping them make best use of their own strengths and the assets around them, focusing on their progress and recovery wherever possible
Engage
We will work with citizens and communities to understand their problems and jointly design and test solutions with them to achieve the right outcomes
Collaborate
Will work in partnership to ensure the whole system, including providers enables and supports the effective delivery of solutions for all citizens
Innovate
We will seek out opportunities to create, innovate and learn from best practice as a core part of what we do, always staying focused on citizen outcomes and be aware of risk

14. Our Focus 1. Developing a market that is sustainable and resilient
2. Increased personalisation
3. Independence, prevention, early intervention and recovery
4. Greater integration
5. Best use of technology and innovation
6. Improving day to day working
7. Supporting workforce development
8. Managing and helping to improve quality

15. Priority Actions (12 months)
1. Start to reshape the market to be able to respond to increased personalisation, independence and prevention.
2. Agree a clear approach for investing in the market to ensure sustainability and improve quality.
3. Work with providers to help them recruit and retain more care staff.
4. Develop a joint workforce strategy to develop and upskill care workers and care managers, building on existing approaches, such as ‘My Home Life’ and ‘Prosper’.
5. Create a clear engagement framework to ensure we have the right conversations, at the right time and in the right place, with care providers.
6. Work with adults, carers and providers to develop collaborative models of working in commissioning and assessing services, including considering co-production to promote self-management and/or community solutions.
7. Ensure the provider payment issue is resolved.
8. Develop trusted assessor approaches and home to assess models across Essex to improve transfers of care and make better use of provider skills

16. Success Measures Short Term (9-12 months) Longer Term (2-3 Years)
Reduction in care vacancies
Increased user and carer confidence and satisfaction with care providers
Joint workforce strategy
Increased robustness and confidence in the market
Invoices paid on time
Shared intelligence to manage risk, facilitate choice and manage resources
Increased satisfaction of providers with ECC
Market development – innovation & use of technology
Trusted assessor approaches are improving hospital discharges and ‘flow’ through the system
Greater evidence individual outcomes are being met
Emerging collaborative models of working to commission and assess services with adults and providers.
Increased choice
Developing approaches that promote the voice of adults and carers and support coproduction to promote self-management and/or community solutions.
Duty of wellbeing is being met

17. A Framework…to help you remember

18. The Care Market Framework

19. Messages for Providers

20. Key Messages to the Market
Increasing demand will not be matched by increases in public funding. There will be an emphasis on prevention and early intervention work.
We will be working with providers to build stronger relationships and setting up better ways to engage with them as well as with adults and carers.
We will be looking for more cost effective ways of delivering care and support and we are keen to work with providers who can offer innovative solutions, flexibility and value for money.
Message 4
Message 5
Message 6
We will increasingly be focusing our work on prevention, early intervention, as well as recovery and enablement, looking to develop service models and invest in areas such as independent living, supported living, technology and preventive services.
We will be working with partners looking for responsive and flexible models of support that prevent hospital admission and/or support timely and effective discharges.
We want to move towards outcome based commissioning and develop more person-centred models of support that are outcome focused.

21. Key Messages to the Market
In the future we will act as ‘a shaper’ of the care market where individuals purchase care and support themselves. We will be buying fewer services from providers directly and will be helping the ‘market’ to respond to the changing requirements of adults and carers as we promote self-directed support and increase the numbers of people taking up personal budgets and direct payments.
Message 8
We want to restructure the existing market by focusing more on our framework suppliers and developing more localised provision based on more mirco-provision of specialist services and making better use of existing community and voluntary groups and organisations that already support adults and carers.
Message 9
We will continue to invest in quality initiatives to improve the quality of the market.
Message 10
We need providers to help us to help them tackle the shortage of care workers.
Message 11
We will resolve the payment of invoices issue.

22. Moving Forward

23. Building acceptance for the changes required
What next? 5. 4.
Communication
Building acceptance for the changes required
Making sure commissioners providers and officers understand what we are trying to do, what the priorities are and making sure everyone sticks to the plan
Deciding how best to monitor and review the actions in the plan – most sit in other plans and are underway
Strengthening ownership and leaders for the strategy particularly amongst commissioners 3. 2. 1.

24. What can I do?
Understand the strategy and its framework and how we are going to manage and develop the market
Learn and understand its key messages
Discuss and share these with providers and other partners
Apply the principles: providers have to know we are seriously committed to working with them in a different way
Ask yourself ‘Is what I’m doing now or about to do contributing to delivering the care market strategy and one of its priorities. If not, should I be doing it?’
Put adults and carers as well as providers at the centre of your thinking
What Can I Do?
Challenge others who not working to deliver the strategy

25. Summary: The Headlines to Takeaway with You

26. Headlines (1) 3. New Role of ECC 2. The Market Shift
1. Strategic Alignment
4. Provider – SU Relationship
Increasingly, providers will contract directly with services users and not ECC
Adult Social Care Strategy
H&WB Strategy
5. Different Procurement Focus
The market shift is from ECC as the purchaser of care and support, predominantly provided by others, to ECC as the shaper of a care market where individuals purchase care and support for themselves.
ECC is only likely to purchase from a small number of specialist providers in the future
6. New Emphasis
This implies the role of ECC will change whereby it will create the conditions in which the market can develop, evolve and thrive to meet the needs of adults and carers.
Personalisation
Independence
Prevention
Recovery

27. Headlines (2) 7. Different Type of Services 9. Accessibility
8. Role of VCS Organisations
7. Different Type of Services
9. Accessibility
A belief that the needs of adults and carers in the future will be better met by services that are:
More locally based;
Providing solutions in a more dynamic and flexible way;
Focusing more on meeting personal outcomes and people’s natural strengths
A greater focus on adults with disabilities being able to access mainstream services and other opportunities more easily including education, training and jobs.
An understanding that community and voluntary organisations will play a greater role in the market but need to be ‘stimulated’ in order to do this

28. Questions?