This post is based on an LGiU member briefing: Interim results: LGiU survey on outcome-based commissioning in adult social care
In April 2012, the LGiU undertook a survey of local government in partnership with Mears, a leading provider of home care and support services.
The survey* was distributed to local authority officers and elected members working in social care as the first stage of a larger piece of research into outcome-based commissioning in the sector, which will be published in October.
Key findings from the survey include:
- while most respondents reported the regular use of outcome-based commissioning, a sizeable minority of 35.9 per cent said that it was only used ‘to a limited degree’ in their authority. More than 70 per cent saw commissioning for outcomes as a ‘very important’ priority for social care in future.
- More than 90 per cent agreed that pressure on resources was making them reconsider the way in which they provide social care.
- 74.4 per cent of respondents regarded ‘a culture of running services on a time-task basis’ as an important barrier to outcome-based commissioning in future.
- the number of councils commissioning social enterprise providers in future is expected to double.
So in short, the majority of local authorities regard a shift to outcome-based commissioning as very important, but the current ‘time-task culture’ is a bigger barrier to achieving better outcomes.
For this reason, LGiU are launching a campaign to find examples of effective outcome-based commissioning in social care. The nationwide campaign will look to share councils’ experiences in outcome-based commissioning, payment by results and integration of domiciliary care with housing services.
For more information, of to share information about the work of your authority, please leave comment below of get in touch with me direct on firstname.lastname@example.org
*The survey received 210 responses from 113 councils, of which roughly half were officers and half councillors. Of the officer responses, 22 were Directors, 29 were second tier managers and 34 were third tier managers. Of the councillor responses 34 were Leaders or Cabinet Members, and the remainder were backbench councillors.