Care Service Providers Survey

The Scottish Government’s Self-Directed Support and Care Inspectorate sponsorship team is seeking help to shape their planning to fulfil the following aims:

  • Implementation of the SDS action plan 2016-2018
  • Promoting the new Health and Social Care Standards which are aligned to SDS practice
  • Exploring Care Inspectorate practices with a view to promoting a greater degree of innovation and creativity
  • Supporting the CI conduct Thematic Inspection of 6/7 Local Authorities in 2017-8 focusing on the implementation of SDS, choice and control

Scottish Care members are invited to please complete the attached Care Service Providers Survey by the 16th August.

 

Guest Post from Local Integration Lead: Sue Newberry

Community, Culture and Co-production

When our family moved to the beautiful Isle of Whithorn our friends and neighbours said that ‘if incomers make it through three winters they probably stay!’ Well, 16 years later the Isle is still our safe haven – and to be honest, where else would you want to live?

We moved here from the Midlands and soon felt at home - not only because of the familiar stone dykes surrounding the fields, but more importantly because of the local sense of community and the local culture created by residents and our regular visitors.

I originally joined Scottish Care as a consultant to support Reshaping Care for Older People in Dumfries & Galloway in August 2013. Since then, a small team has been developed to support a range of different R&D activities and now Health and Social Care improvements. For this blog, I’m going to focus on one unique element of our work – and, after all,  we all need a bit of culture!

Research has demonstrated that organisational culture is now a major factor in the success of any organisation or partnership. In D&G, all four partners (the NHS, Social Services, Third and Independent Sectors), have started to work together to improve the culture of our partnership. We believe that this is will help to underpin how the partnership is able to co-design, co-produce and co-deliver sustainable care and support services in the future.

Measuring and changing Organisational Culture

Working with Human Synergistics UK, a representative sample of over 2500 individuals from across our partnership completed a questionnaire called the Organisational Culture Inventory ® or OCI. This phase of our work generated two important results:

  • our ‘current culture’ – where we are now, and
  • our ‘ideal culture’ – where our partnership wants to be in the future

The OCI measures what is expected of members of organisations and helps us understand how different team members feel in their work role. Results are plotted on an OCI Circumflex which shows the distribution of results across 12 different ‘styles’. For example, Style 12, (‘Self-Actualising’), is where ‘Members are expected to gain enjoyment from their work and produce high-quality products/services’.

 These 12 styles are grouped into three important clusters:

  1. constructive styles (shown in blue),
  2. aggressive/defensive styles (shown in red) and
  3. passive/defensive styles (shown in green).

The circumflex shown below illustrates the OCI Research Benchmark, the culture of the most successful organisations and partnerships – notice all the blue!

Our partnership results have highlighted differences between different sectors and between different groups of staff – all of which have helped inform our improvement plan. Team members, from all partners, have become accredited in the use of these tools and are working together with colleagues from all localities to create improvements.

Measuring and changing leadership styles

We believe that ‘Culture happens. Leaders and managers can let it happen or they can manage what happens. It is a choice.’ We want to harness and improve the leadership across all sectors, to move us closer to achieving the ideal overall culture for the partnership.

An important element of our improvement plan is already well underway, lead by our IJB members. Research has demonstrated that to be truly effective and efficient leaders we need:

  • a better understanding of ourselves
  • a better understanding of our own way of thinking and how resulting behaviour is perceived by others
  • an appropriate balance between ‘task’ and ‘people’ orientation.

The Life Styles Inventory (LSI) enables leaders to do just that, comparing self-reflections and feedback from our colleagues. Two cohorts of IJB members and senior leaders from across the partnership have already engaged in this process.

Working together

The LSI and OCI work together to help us identify improvements at an individual and at an organisational level. Creating the ideal culture begins with each one of us – we all need to ‘take a good, hard look in the mirror’ and see how we can improve. Is what we’re doing helping the partnership to achieve that long-term vision of our ideal culture? If not, we need to adjust our way of thinking and/or our own behaviours. Remember ‘Leaders and managers can let it happen or they can manage what happens. It is a choice.’ In fact … its our choice. Ignoring ineffective behaviours or ‘walking by’ won’t get the job done for HSCI.

As a partnership we have to be honest with each other to identify and change those things that are no longer fit for purpose. This could include a range of different things that need to be changed such as:

  • improving our understanding of each others’ roles and responsibilities
  • enhancing the way that our meetings are structured and who is invited to attend those meetings (and whose voice is not heard)
  • the way we treat, listen to and respect each other
  • sharing information across all appropriate partners to support the efficient delivery of care and support services

Focusing on the ‘tasks’ of creating new models of care, developing early intervention strategies, delivering sustainable intermediate care etc.  is, of course, vital. But this important work relies on all four sectors working together as equal partners to co-design, co-produce and co-deliver sustainable care and support services in the future. And to do this well we all need a bit of culture!

 

Dr. Sue  Newberry, Regional Integration and Improvement Manager, Dumfries & Galloway

Mental Health Nursing Forum – 2017 Awards

The Mental Health Nursing Forum (MHNF) has opened the nominations to its 2017 Awards, which will be held on 2 November this year.

For further details on these and to access the associated submission forms, please see below.

 

[gview file=”https://www.scottishcare.org/wp-content/uploads/2017/07/MHNFS_Awards_2017_-_Covering_Information1.doc”]

 

[gview file=”https://www.scottishcare.org/wp-content/uploads/2017/07/Sumbission-form-2017.doc”]

SSSC: Opportunity to join Council

The Scottish Social Services Council are looking for someone who is registrant to join their Council. This is a tremendous opportunity for someone with experience of working in the independent sector to join the Council and represent the views of the sector.

Scottish Care members are encouraged to give consideration to applying or passing this information on to someone who might be interested.

Please get further details on the Public Appointments website.

Applications have to be submitted by 16 August 2017

Job: Lippen Care Project Worker

Lippen Care Project Worker

Development of Angus Wide Palliative Care Strategy

15 hours per week – 12 months with possible extension to 18 months

An exciting opportunity has arisen for the right person to develop a fully integrated Palliative Care Strategy across Angus Health and Social Care Partnership. Join us and help improve how Angus deals with the hard times which can come with death, dying and bereavement.

We are looking for someone who can demonstrate leadership skills and the ability to communicate and engage with a range of partners/stakeholders. The post-holder will be educated to degree level or able to demonstrate experience of producing work at this level. You will be able to prioritise workloads and work unsupervised to meet outcomes and deadlines.

This is a new post and its purpose is to support palliative care in an integrated way across Angus to promote more open and supportive behaviours around death, dying and loss. This will be achieved by developing a strategy that integrates training, organisations and support across a range of partners and location types

This is a unique position which should be attractive to someone who wants to achieve change in an integrated manner. The post itself is funded through Lippen Care with the post holder employed through Scottish Care with line management held in Angus Health and Social Care Partnership.

It is essential that you have a current driving licence and skills in use of new technology

Salary – £41,000 per annum pro rata

Closing Date for applications – 18/8/17

Interviews to take place 11/9/17

Please contact Ivan Cornford [email protected] for an application pack and job specification.

 

 

Latest blog from our CEO: A human right to health and care?

A human right to health and care?

In my role as CEO I often get invitations to go to events and seminars furth of Scotland. As a rule I tend to turn down the vast majority of such invites feeling that they are not directly pertinent to the work of Scottish Care. Last week, however I accepted an invitation to join a small group of economists, senior Government officials from the four nations, and policy experts to explore and contribute to the latest research on how we should fund/finance health and social care in the United Kingdom. Organised in London by the Health Foundation and Rand Europe, during the seminar a group of twenty of us explored the various developing ‘options’ and their relative attributes.

How we finance health and social care in the years and decades ahead is an important issue faced as we are with the potential of a growing number of healthy older individuals and fewer and fewer people of working age to contribute through direct taxation. The technical debate on the relative merits of  individual insurance, direct taxation and mixed contribution modelling etc was all very challenging but what I was left with on the way home after the meeting was a whole range of thoughts on the inequality of our treatment of health and social care.

It is part of our practice and policy DNA to know that NHS services are free at the point of access. Indeed the NHS was created out of the ideal that good healthcare should be available to all, regardless of wealth. When it was launched by the then Minister of Health, Aneurin Bevan, on July 5 1948, it was based on three core principles:

  • that it meet the needs of everyone
  • that it be free at the point of delivery
  • that it be based on clinical need, not ability to pay

So today nearly 70 years later we would not expect to pay for a hospital bed or an A&E consultation or a GP visit. Indeed in Scotland even services we once paid for are now free, such as prescriptions. In that sense they are universal.

The First Minister has stated her particular desire to see that in terms of human rights in Scotland we will be able to do ‘even more, even better’ (See speech https://news.gov.scot/speeches-and-briefings/snap-human-rights-innovation-forum, December 2015). She at that moment and subsequently has encouraged the consideration that Scotland might become the first part of the United Kingdom to consider embedding the ‘right to health’ as part of our legislative framework. See a fuller description of this debate at http://www.healthscotland.scot/media/1276/human-rights-and-the-right-to-health_dec2016_english.pdf

Now what a ‘right to health’ might mean in practice and for those who access as well as deliver health services is open to much debate. But in this debate what has been noticeably absent is a consideration of how should that right to health relate to social care.

I have written elsewhere (https://www.scottishcare.org/scottish-care-news/blogs/lessons-from-a-boiler-breakdown/) about how integration has enabled us in Scotland to start to embed a whole system approach to the health and care impacts which an individual experiences, for good or ill, during their lifetime. Indeed I am increasingly of the opinion that one of the barriers to truly focusing upon the person is our continued encampment in health and social care camps. Whether it be the lack of fully pooled budgets, a split workforce strategy, an over-emphasis on one part than the whole, we are some way off from effective integrated working. But for individual citizens whether it’s from the NHS or a care home we receive our care is of less concern to than is the quality and essence of the care received.

In practice and policy we are a long distance from a Wellbeing Service incorporating health and social care. Indeed one of the issues that hit home to me in my meeting in London is the inequality of the two (however linked) systems we currently have. Because as much as we would never conceive paying for an NHS provision if we are living with cancer – why should we as an individual supported in the community be means-tested for our care and support if we live with dementia? Why is there an inequality in the way in which we expect people to pay for their social care be it in a care home or their own home, but do not expect the same if a person was in an NHS long-stay ward? Is the care we get from the NHS better or more important than the care we receive from social care staff? Does the presence of a stethoscope or uniform enhance the professionalism on offer? Are we emphasising clinical care as more fundamental to well-being than other attributes such as connection, relatedness, belonging etc?

If we are creating a joined up and integrated system we are going to have to start asking about the equality of access, affordability, contribution and capacity.

If we are to have a right to health, free at the point of access, then we are going to have to start asking not just how we finance social care but whether in a w(holistic) system which is truly integrated why should one part be free for some treatments and some conditions, and another part of the system be chargeable?

In essence if we are to have a right to health I believe that also means we need to have to develop a ‘right to health and (social) care’. In some sense in her speech which highlights the human rights bestowed by self-directed support legislation, the First Minister is making that same assumption. So what does a right to health and social care mean for the way we finance our joint system? What does it mean for the way we reward and recognise the value of the workforce in that integrated system? What does it mean for the contribution of the third and independent sector not just in social care but also in health?

So, all in all, an interesting trip south.

Donald Macaskill

@DrDMacaskill

Inaugural Scottish Care Lecture: 31 August

Scottish Care, in association with the Clydesdale and Yorkshire Bank, was delighted to host our inaugural and we hope annual Care Lecture. on the 31st August at the Banking Hall, 30 St Vincent Place, Glasgow.

The evening commenced with an informal drinks reception and participants were entertained ny the brilliant talents of some students from the Royal Conservatoire of Scotland before the formal Lecture began.

We were honoured that Ms Judith Robertson, Chair of the Scottish Human Rights Commission spoke to  the theme of ‘Human Rights in Social Care in Scotland.’

All proceeds from the evening went towards Cruse Bereavement Scotland.

The text of the Lecture will shortly be available in a Care Cameo.

Guest post from Local Integration Lead, Janice Cameron

My Hopes

I’ve been asked to write a blog for Scottish Care,  though I’m not sure I’ve got anything interesting to say; I thought that it was only people who have been to exotic places or “High Heid Yins” who write blogs of any interest.

I qualified as a nurse 34 years ago and have had various posts in the NHS and Independent Sector so surely after all those years I must have something of interest to say.

So here I now find myself putting my musings down on paper!!

Recently I had some wonderful news.

My son and his partner are expecting their first child, a first Grandchild for my Husband and I (already I can hear the chorus of “you’re too young to be a Granny”, which echoes my own thoughts !!!) however, I am absolutely over the moon. This got me thinking about the future and my hopes for my Grandchild, what would I hope for them: a happy, healthy, carefree life, safe and secure and surrounded by love.

I then started to think about me as I get older, what are the hopes for my future?

Will I always be independent, healthy, living in my own home or will I require the help of the services which myself and colleagues across Scotland are trying to ensure as part of Health and Social Care Partnerships (HSCPs), which are person-centred, flexible, responsive, innovative and fit for purpose?

As Integration and Improvement Leads, myself and my colleagues across Scotland have been involved in many pieces of innovative work around Falls, Social Isolation, Care about Physical Activity, Pressure Ulcers, Palliative Care, My Home Life and many more across very diverse areas and topics.

I have seen the impact that this has made and is making, so my hope for the future is that this continues to happen for a very long time to come.

On a more personal level, I hope as I grow older that I remain part of my community and that whether I am in my own Home or a Care Home, I am treated with dignity, respect and as an individual.

I hope my opinion will always matter and I will remain a valuable member of society and no matter how crabbit or misbehaved I get. I hope the person looking after me, whether that be my family or a carer, has the patience of a saint!!

This is my first attempt at a blog and I notice all good blogs have a quote somewhere so I have one from the Rev Jesse Jackson:

“At the end of the day we must go forward with hope and not backward by fear and division”

I think I have now exhausted my braincells so I hope my husband has the kettle on!

 

Janice Cameron

New research on care home workforce highlights critical recruitment, retention and sustainability concerns

Today (Monday 17 July), Scottish Care has published its most recent data on the independent sector care home workforce in Scotland.

The membership organisation for independent sector social care services – which represents almost 1000 care home, care at home, housing support and day care services for older people – surveyed its care home members on issues such as recruitment and retention of staff, payment of the Scottish Living Wage and the sustainability of services.

The findings, contained in this new report, include:

  • 42% of care home services believe paying SLW has made them less sustainable
  • Average turnover of staff in care homes is 22%, up from 17% in 2015
  • 79% of care homes have found recruitment of nurses more difficult (with 21% significantly increasing their use of agency staff)
  • 77% of care homes have staff vacancies
  • 44% of care homes rely on the EU as a recruitment pool for care staff, with 63% recruiting nurses from the EU which will potentially be significantly impacted by Brexit

Scottish Care CEO, Dr Donald Macaskill said:

“This significant report is the latest piece of research produced by Scottish Care which highlights the critical stage the care home sector finds itself in Scotland. Whilst there is much to be positive about in the description of dedicated care and support, the research also depicts a sector holding on by its fingertips. 

 “We are struggling to recruit new staff and hold on to existing staff. There is a shortage of nurses which is little short of scandalous. There is a wholly inadequate resourcing of initiatives such as the Scottish Living Wage. Put simply, care homes cannot continue to survive on the breadline. 

 “Discussions on reform are coming to a critical stage. I hope this research sharpens the minds of all involved to realise that unless we identify real positive actions which include an adequate funding of care homes, we will be in a state which will be irretrievable. 

 “There is at the moment a small number of care homes closing because they simply cannot survive. It is incumbent on government at local and national level to recognise the real dangers this sector faces today and to respond accordingly or within the year, we will be faced with a real emergency.

“We cannot continue to get care on the cheap.”

 

To read the report, click here.

To view the accompanying report infographic, click here.