Bernadette walsh

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Bernadette walsh

  1. 1. Mears thinking for the future of social care<br />
  2. 2. Mears<br /><ul><li>The Mears Group is the one of the UK’s largest providers of social care and social housing repair and maintenance solutions
  3. 3. We provide 150,000 hours of domiciliary care per week
  4. 4. Look after over 500,000 social homes
  5. 5. Employ 12000 people across the UK </li></li></ul><li>Mears solutions to transform social care <br />Fully integrated services – Mears has formed a partnership with AKW and Tunstall to offer a fully integrated package of domiciliary care, housing repair, telecare & adaptation services.<br />Mears invests upfront to ensure long term savings – Significant savings can be achieved if telecare is fully integrated with the provision of care. Mears will fund the purchase of telecare upfront in return for a share of the savings achieved by reducing residential care and NHS admissions. We will bear the costs if inadequate savings are made.<br />Single Assessment Process – Mears will undertake upfront assessments looking at all the care needs of an individual & providing the services to meet these.<br />Home Improvement Agencies – solutions for the Personalisation Agenda - HIAs should evolve to become Independent Living Agencies.<br />
  6. 6. Integrated services = more for less<br />Adaptations<br /><ul><li>Home modifications reduce the need for residential care. A delay of one year costs £26,000 per person.
  7. 7. For a disabled wheelchair user, the cost of residential care is £700 - £800 a week amounting to £400,000 over 10 years. An adaptation produces savings within the first year.
  8. 8. The average cost of a disabled facilities grant (£6000) pays for a stair-lift and level-access shower, a common package for older applicants.
  9. 9. The same expenditure would be enough to purchase the average home care package (11.2 hours per week) for just over 40 weeks.</li></li></ul><li>Integrated services = more for less<br />Telecare<br /><ul><li>Can make a real difference but even more so if directly integrated with the care provision through assessment, delivery and review processes
  10. 10. The case for telecare is already strong.</li></li></ul><li>Telcare case study –Medication<br /><ul><li>50% people do not comply with their medication regimes
  11. 11. Solution - Medication reminder/ dispenser
  12. 12. Benefits to the individual:
  13. 13. Non-intrusive, reduces dependency, increases independence and independent mindedness
  14. 14. Outcome based care – move away from task based delivery
  15. 15. (see case studies)</li></li></ul><li>Val - Managing Medication<br />The challenge<br /><ul><li>Lucy cares for her mum, Val, who has early onset dementia with rapid deterioration of memory
  16. 16. Val was either over dosing or not taking her medication at the right time.
  17. 17. Serious incident where overdosing on Warfarin, could have led to blood loss if she had cut herself.
  18. 18. Lucy was so worried that she took all medication away and hand delivered it herself at the correct time.
  19. 19. Val also needed weekly hospital visits due to fluctuations in her condition.</li></ul>The solution<br /><ul><li>Val was given a Tunstall medication dispenser, linked to a Lifeline home unit which dispenses her tablets and provides audible and visual alerts each time Val needs to take her medication. If Val doesn’t access her medication, an alert is raised to Lucy or the monitoring center to let her know.
  20. 20. Val’s condition has stabilised and she only needs monthly hospital visits.</li></ul>Lucy: “It’s such a relief, knowing that mum is taking the right medication at the right time, I’ve even been able to have a short holiday for the first time in years.” <br />
  21. 21. MEARS SOLUTIONS<br />
  22. 22. Solution 1. Housing operatives and Care workers as a team within Social Housing<br />Current challenges<br /><ul><li>Poorly maintained housing creates falls hazards and health risks for vulnerable people
  23. 23. Repairs operatives sometimes not properly trained to work in homes of vulnerable people
  24. 24. Repairs operatives can face ‘no access’ issues when trying to carry out essential maintenance in the homes of vulnerable people
  25. 25. Larger scale home improvement can create additional risks and costs</li></ul>Mears Solutions<br /><ul><li>Care worker and repairs operative as one team, with joint appointments wherever possible
  26. 26. Care worker reports housing risks/ falls hazards
  27. 27. Repairs operative trained by care worker to understand the issues around working in the homes of vulnerable people
  28. 28. Respite management during home improvement works</li></li></ul><li>Solution 2. Telecare and personal care integration options<br />Current Challenges<br /><ul><li>Telecare underdeveloped in most Local Authority areas
  29. 29. Need to link more clearly the benefits of technology with the benefits of personal service delivery
  30. 30. Need to make commissioning more outcomes based</li></ul>Mears Solutions<br /><ul><li>Mears purchase telecare package that is most suited to the individual
  31. 31. Mears delivers care program
  32. 32. Mears paid for investment in telecare out of savings achieved hospital and residential care
  33. 33. If no savings achieved, then this is at Mears’s risk</li></li></ul><li>Solution 3. Single assessments<br />Current Challenge <br /><ul><li>Lack of joined up approach to telecare, adaptations, care and other services</li></ul>Mears Solution<br /><ul><li>Single Assessment Process covering key areas such as housing, telecare and domiciliary care.
  34. 34. Coordinating these services together, will help ensure that activity is integrated and will reduce the number of interventions required.
  35. 35. Mears would also coordinate delivery of these services with regular review points.</li></li></ul><li>An assessment which places the needs and wishes of the individual at its core<br />A single, integrated, cross agency plan that expresses those needs and wishes as outcomes<br />A flexible service delivery model designed to achieve those outcomes<br />The possibilities of a single assessment approach<br />The <br />Resident<br />The <br />Home<br />The <br />Care<br />
  36. 36. Our assessment form will capture key information consistently across the various agencies<br />Support Network Availability<br />Personal Information (contact, health, social)<br />Physical & Sensory Impairments<br />Individual Aspirations<br />Current Personal and Community Routines<br />Desired Health and Social Care Outcomes<br />Aids & Adaptations Needs<br />Health and Social Care Priorities<br />Property Alteration Needs<br />Delivery and Environmental Risk Assessment<br />
  37. 37. Demand<br />Resident Needs <br />Joint Assessment<br />Property<br />Needs<br />Housing <br />Budget <br />Aids/Adaptation Budget<br />Care <br />Budget<br />How do we contract for outcomes?<br />Budget<br />Agreed Complete Care Outcomes<br />Agreed Combined Budget<br />Agree the “Complete Care” Service Package required to meet the agreed outcomes <br />“Complete Care” Package contracted by the LA<br />(Complete Care Package – agreed fixed price)<br />“Complete Care” Package delivered by Mears<br />LA agree that the outcomes were achieved and pay Mears<br />Mears: Continually review the right packages to meet outcomes<br />
  38. 38. Solution 4. Making the most of what we have - Home Improvement Agency’s (HIAs)<br />Current Challenge<br /><ul><li>HIAs provide advice and management to service users on adaptations, handyman services, energy, financial & safety advice.</li></ul>Mears Solution<br /><ul><li>Mears believe their role should be extended to enable them to offer a full service to vulnerable people including an increasing number of individual budget holders.
  39. 39. Our vision is for HIAs to become Independent Living Agencies, helping people understand all the choices offered to them, acting as broker to help them get the right service and the right information. </li></li></ul><li>Summary<br /><ul><li>Savings and Service improvement can be made from making the most of what we have already but do require new ways of working
  40. 40. The alternative is even lower hourly rates and pay, less people receiving care and shorter visits. Service users deserve better than that.</li>

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