Mears – from good to great through outcomes thinking

1. Mears – from good to great through outcomes thinking Alan Long

2. Mears Group

3. LGIU has undertaken research into outcome based commissioning in care • 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

4. LGIU reports summary. • 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

5. Achieving great care needs change.. • 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

6. Conclusion • The system needs fundamental change not tinkering • Needs much stronger partnership working between Providers, Commissioners and Service users