mears – from good to great through outcomes thinking

Alan Long

Mears – from good to great through outcomes thinking

Mears Group

• 210 responses from 113 Councils• 75% said Time and Task system is

an important blockage to development of outcomes thinking

• 90% say they pay on task and time system

• 13% say they pay by the minute

LGIU has undertaken research into outcome based commissioning in care

• The concept of outcome-focused services is highly valued but rarely delivered • ‘Time-task’ models can cause a challenge in times of shrinking resources.• Paying providers on a time basis gives them a poor incentive for investing in the

maintenance and rehabilitation of service users • Also pushes commissioners into a position where their only means of making

savings is to reduce the hourly rate. Over time, this has a serious impact on care quality and on care workers.

• Defining and measuring outcomes is challenging, but possible. • Relationships with providers are central to achieving better outcomes for

individuals in receipt of care

LGIU reports summary.

• Quality is the best way to reduce long term cost

• Price for the delivery of outcomes not minutes

• Reward quality of care that delivers real long term cost reduction e.g. reduced residential care, fewer hospital admissions

• Integrate services together- Care, Assistive technology and Community equipment

• Accept we should be paid less if we don’t deliver

outcomes

• Create the choice that service users want, notwhat is forced upon them

Achieving great care needs change..

• The system needs fundamental change not tinkering

• Needs much stronger partnership working between Providers, Commissioners and Service users

Conclusion