Through researching the national agenda, current market shaping and care provisions, Lisa developed a strong understanding of the issues that people have with the care that they receive.
She found that despite written promises of personalisation and strength-based approaches to care, commissioning groups and support organisations often end up maintaining their perceived status as a micro institution, where the persons care is dictated by the needs of the service (for example the shifts, rotas, finances and geographical boundaries). This type of care appears to be task driven, time focussed, inflexible and measured by way of statistical output rather than the achievement of desired outcomes. Due to this, the individuals receiving the care have very little control of their lives and a paternalistic, risk averse culture remains.
Acknowledging this, Lisa sought to identify a way to provide support that gave the person choice and control. She was inspired to work with individuals and partner organisations to ensure that everybody felt a sense of belonging and could contribute to their communities which would lead to societal integration and citizenship. Lisa then reached out to a Director of one of the region’s most accredited Home Care Providers to discuss her vision. During their initial discussions they found that their values were perfectly aligned.
They had a firm belief that they would be able to offer the right support required to enhance the lives of individuals through a bespoke care and support service.
They then worked in partnership to combine their expertise in healthcare, social work and business development. They connected with Healthwatch, the Small Supports Programme by the National Development Team for Inclusion (NDTI) and committed to the Driving Up Quality Code. Using the Calderdale Framework Lisa devised a strategy that would develop a service that aim at addressing the issues.
Social care values are at the heart of the Department of Health and Social care publications; which includes Compassion in Practice, *The Care and Support Bill and the Government’s response to *Winterbourne View and the *Francis Report. Upholding and applying these values would require the recruitment of people who shared these values and would ensure they were upheld in every aspect of their role in care and support provision.
This would begin with moving away from traditional recruitment methods. Cura Care UK utilises a value based recruitment policy; which includes understanding shared life experiences, asking value-based scenario questions and personality profiling. This is followed by a bespoke onboarding process which would be individual to the person with whom they support. To achieve a passionate, cohesive and static workforce, Cura Care UK have a robust health and wellbeing programme alongside a workforce strategy that recognises staff potential and support career progression. Each team member has a shared understanding of Cura Care UK’s vision, mission and values.
