Clinical innovation


in, we still work closely with the NHS on periodic reviews and treatment plans. It’s a cost-effective model that supports effective discharge from hospital and reinforces our specialist skills.


Building relationships Strong relationships are vital for getting these messages across to commissioners. Modern technology arguably makes that a great deal easier as communication no longer needs to be face-to-face. Tours of facilities can be given via Zoom or video clips emailed, and conference calls enable virtual meetings from multiple sites. It pays to keep regular contact with


commissioners to keep your service front of mind. It also allows you to share recent updates or changes to your service. The day your email lands in a commissioner’s inbox could just coincide with patient need and yours may be the first service they contact as a result. Don’t discount the value of face-to-


face contact, however. This is arguably more easily done with discharge teams in hospitals as this is where care staff will carry out suitability assessments but take opportunities to meet and talk whenever possible. Offer to pay a visit to wherever they are. Your physical presence will be memorable, and commissioners can ask questions easily. Similarly, in this digital age, a traditional letter through the post, personally addressed, can be hugely effective at cutting through the overcrowded inbox. Include a brochure that can sit on their desk and be returned to repeatedly, the messages re-read and also picked up by colleagues.


Be prepared to be flexible We are all too aware that budgets for care are tight and that demands a certain level of creativity in how we offer and develop our services. Long term placements are the ideal for any provider but even in complex care, you may have the capacity to offer step-down or short-term placements that ease the immediate pressures but don’t commit commissioners to a longer- term arrangement. The willingness to be adaptable and offer solutions is likely to be viewed very positively and gives you strong starting point for negotiations the next time there’s a challenging situation other providers can’t meet. Of course, flexibility applies to the


physical environment too. Taking in major pieces of equipment to enable dialysis, for example, could mean rooms need to


be repurposed, or additional power or water supplies installed. Think about the practicalities of it being accessed both by staff and patients, with dignity and safety always first and foremost. Care in a community setting can drive


real progress in a person’s abilities because of the additional services that are often in-house. Residents might have access to physiotherapy, massage therapy, speech and language or occupational therapy, as well as entertainment and activities that positively impact on their wellbeing. This can mean that the care package they


arrived on isn’t necessarily going to be the package they still need in six months’ or a year’s time. Unlike the elderly care sector, specialist


providers are more likely to offer services to individuals over a longer term, for many years in complex cases. It’s important to re-evaluate the level of care that individual needs on a regular basis to ensure that staffing levels are appropriate, and medication or other interventions continue to be necessary. This pro-active approach demonstrates


to commissioners that as well as providing personalised care, costs are also considered and any reduction in resources needed for that person’s care are reflected back to funders.


Celebrate the outcomes While it’s key to detail the skills you have in- house, the outcomes your services achieve are equally important to illustrate. Skills on paper are only half of the story.


Case study – David’s story David’s story is an illustration of how adapting services to the needs of prospective residents can give commissioners greater flexibility in how care is delivered, enabling those with highly complex needs to move from hospital into a more appropriate long-


term care environment. David had a protracted stay in hospital


after a stroke left him needing a tracheostomy. Already living with kidney disease, his condition deteriorated, resulting in the need for haemodialysis three times a week. His quality of life was understandably


limited within the hospital environment which is not designed for prolonged admissions. However, because of his complex needs, there were few realistic discharge options. As specialists in tracheostomy and ventilation care, Fairlie Healthcare had the expertise to support David’s respiratory needs safely. The remaining challenge was dialysis.


Checklist


n Make sure you understand the pain points for commissioners and identify where you can help.


n Build strong relationships and make regular contact to keep your services front-of-mind.


n Offer clear cost breakdowns and justifications – make your value and expertise clear.


n Be creative – how can you meet commissioners and discharge teams where they’re at?


n Work in partnership with the NHS or other community services.


n Developing the right model of care for an individual can be a lengthy process so be prepared to invest the time, but it will be easier to replicate if a place is needed for an individual with similar needs in the future.


n Demonstrate your outcomes. Show commissioners why you’re worth their money.


n Review services and patient need regularly to minimise resources that are no longer needed.


November 2026 www.thecarehomeenvironment.com 33


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