The Southern Trust's home care provision is under scrutiny, with claims that a significant amount of money could be saved by reevaluating its spending. The Department of Health is urged to intervene and order a 'value for money' study, as the Trust's internal service costs are twice as much as commissioning from external providers. This discrepancy highlights a potential waste of resources and an opportunity to improve efficiency.
The Independent Health & Care Providers (IHCP) chief executive, Pauline Shepherd, has raised serious concerns about the Trust's performance. She argues that the Trust is spending too much on in-house home care services, while external providers could offer more cost-effective solutions. By making use of independent providers, the Trust could save around £11 million, which could then be reinvested to reduce waiting lists and improve care packages.
Shepherd emphasizes the need for a comprehensive value for money exercise, comparing internal costs with external commissioning. The Trust's current model, where 60% of care is commissioned from the independent sector, is seen as inefficient. By shifting more care to external providers, the Trust could achieve a 70/30 balance, similar to other Trusts, and significantly reduce costs.
The rising cost of living and increasing expenses for care workers are also impacting morale and staff turnover. Shepherd highlights the low morale and high turnover rates, with some care home providers reporting staff turnover as high as 40%. This turnover is attributed to the stressful nature of the job and the availability of better-paying alternatives in other sectors.
The Southern Trust's care commissioning model is compared unfavorably to other Trusts in Northern Ireland. The cost per hour for delivering home care is significantly higher in the Southern Trust, indicating a need for a thorough review of its value for money. Shepherd suggests that the Department should mandate a value for money exercise, comparing the Trust's internal care service with external independent sector provision.
The IHCP's letter to the Permanent Secretary, Mike Farrar, highlights several issues with the Trust's internal domiciliary care service. The unit cost of internal care is nearly double that of the independent sector, and the Trust's delivery model is out of alignment with regional standards. The potential annual savings are estimated at £11-12 million, which could significantly impact regional commissioning policy and winter capacity planning.
The letter also points out the Trust's workforce instability, with high sickness days and a large number of vacancies. Almost half of the workforce is on zero-hours contracts, and operational resilience indicators are concerning. The IHCP argues that the Trust's model is less efficient, less stable, and less responsive during peak demand periods compared to the independent sector.
In conclusion, the Southern Trust's home care provision requires urgent attention and a comprehensive review. The Department of Health is urged to intervene and mandate a value for money study, as the current model is inefficient and costly. By addressing these issues, the Trust can improve its care services, reduce costs, and ensure a more sustainable and responsive system for patients in need.
