Erica LockhartChief Executive

Is it possible to work in Partnership?30th May 2012

- Formed in 2000 from the former Surrey Residential Homes Association, Surrey Domiciliary Care Association and Surrey Nursing Homes Association.

- This important alliance was the foundation for Surrey Care Association to become the voice of all Care Homes, Domiciliary Care Agencies and Supported Living Providers in the independent care sector in Surrey.

- It was a membership subscription Association managed on a voluntary basis by proprietors from a range of care services in the county of Surrey.

Journey of SCA

• LSC funded 3 year Care Sector Development Project to develop workforce skills

• It was inclusive of all the sector• After 3 years – all stakeholders said “we can’t let this go”• So the vision for SCA Ltd was born

Key principles:• New not for profit company established Sept 2006• Appointed CEO • Developed a Concordat – with key stakeholders who

also provided pump priming funding of £50,000

What Changed

Supporting Social Care Providers in Surrey• Workforce Development

Facilitate workforce development and training

• Market DevelopmentWorking with Commissioners for independent sector

• Business DevelopmentSupport providers to remain viable in the long term.

• Improving outcomes for Service Users and Carers

• Working in Partnership with key stakeholders Surrey County Council, NHS Surrey and Skills for Care, Coalition for Disabled People and Action for Carers

To Now 6 Years On

• No membership fee

• Inclusive – ALL Social Care Providers in Surrey

• Strong governance arrangements

• Totally independent

These were most important decisions made

on formation

Open to All

Finances

£100,000 a year to support core costs from SCC

£500,000 a year to support training and development activities (reduced from £650K last year) – SCA charge management fee and admin overheads – likely 10 – 20% reduction this year

Contract successes over the years – “the timing was right”

Uniquely we received a £500,000 one off reward from a PSA started by the LSC – in reserves

How Do We Do It?

15 year Partnership Agreement• To work together on development of the sector

for all citizens of Surrey• Context – SCC purchase only 15% of care beds

mainly LD, and Dom Care limited hours, most purchasers are in self funder market.

• SCC want people of Surrey to have quality services even when they do not purchase

Working Together

Examples• Adult Social Care Transformation Board• Safeguarding Board• Provider Network – Exchange Members, Officers,

Board• Key Stakeholder Consultation and they listen!• Sharing information• Health and Wellbeing Development Board

Does It Really Work ? Yes

• Recent Dom Care Tender – development specification learning from previous tenders, regular dialogue with providers and more referral detail

• End of Life Care – working closely with NHS designing training and securing the money

• SfC WDF contract £218,000 for NVQ and QCF

• Cuts for LD providers – success? Not been able to reverse but yes in style of approach

• Fee increases for 2012 – 0.5% but commitment to doing work together on actual costs of care

Successes

Yes• But needs willingness of Local

Authority to see value – good guidance now from Think Local Act Personal and Toolkit coming out soon.

• How can a LA manage without independent sector providers working with them?

Can It Be Replicated?

• Provides cohesion and unity across Surrey bringing communities together and setting a framework for continually delivering a high standard of care to service users.

• Continuously evolving to meet providers needs and maximise opportunities.

What Do Our Providers Say?

• Networking opportunities creating an open dialogue between stakeholders (providers, councils, LA’s, suppliers) benefiting from sharing knowledge of work practice.

• Raising awareness and building a reputable profile of the sector, recognising the long-term value of social care for example; ‘Showcase is excellent and very inspiring’. ‘Very impressed with Surrey Care Awards, excellent recognition which would often get overlooked for care workers’.

Key Themes

• Representative voice when challenging the system, taking collective views back to SCC and government involved with policy thinking - vital consultation link through SCA.

• Strong communication platforms (online, conferences, network meetings, Surrey Care Awards) offering advice and support on; available funding and grants, keeping abreast of new policy direction and legislation and CQC registration.

• Very strong in delivery of training courses – continual training and funding opportunities.

Key Themes (Continued)

• Knowledge and expertise in provision of care – supportive business management advice especially assistance with new providers entering the sector. Support with processing and delivering tenders, letting providers know what tenders are available.

• Insightful and helpful feedback i.e. strategy’s being implemented at county level. Explanations of what this means for the providers and what providers need to do to implement required changes.

• Opportunities to meet senior officials and commissioners – business opportunities.

Key Themes (Continued)

• More of the same• More focus on NHS and Joint Commissioning• Contributing to National agendas eg Think Local,

Act Personal and Market Facilitation• Developing commercial partnerships – but key is

retaining our independence and strong brand identity

• Surreycare.co.uk – further development • Working with other local Care Associations-

sharing ideas, knowledge and best practice.

The Future

• Workstreams for this year:• Market Facilitation and Procurement• A set of five market scenarios have been written that will help stakeholders in local

social and health care communities rehearse key market issues outside the pressures of their own reality 

• Protocol for Market Relations • Describing key behaviours that we would like to see adopted by all key parties involved

in the market, enabling more productive and less antagonistic relationships to inform and develop what is needed locally.

• Local Care Association Good Practice (being scoped)• The role of local care associations in facilitating the strategic development of local

markets and achieving value for money

•  • 45. Local Care Association Good Practice (being scoped)• The role of local care associations in facilitating the strategic development of local

markets and achieving value for money

Think Local Act Personal

• Workstreams for this year continued:

Local Care Association Good Practice (being scoped)

• The role of local care associations in facilitating the strategic development of local markets and achieving value for money

So ....with good relationships and a push from ADASS/National drivers the door might be open for more working together

Surrey’s experience shows IT IS POSSIBLE

Think Local Act Personal

www.surreycare.org.ukwww.surreycare.co.uk