Staffordshire and Stoke-on-Trent ICB & IBC HealthCare Explore How CareCubed Enhances Sector Relationships and Transparency
The Challenge
- Improving consistency in decision-making across care-packages.
- Buying the right least restricted care at the right cost.
- Optimising two high-cost, highly restricted cases in right-sized care and cost efficiency.
- Purchasing the right care, with the least restrictions, at the right cost.
- Evidence to rationalise care packages and understand the variations in spend.
The Solution
- Using CareCubed to benchmark existing and new placements with providers.
- Use of CareCubed to provide a transparent environment for providers and commissioners to share information and gain insight. Use of CareCubed to gain clarity around cost discrepancies for a variety of specialist care types.
Results
- Right-sized packages deliver better care and reduce spend.
- Workforce sustainability is improved.
- Understanding of market nuances is enhanced for both parties.
- ~£364,000 per annum saving from 2 cases
- A consistent approach and greater transparency lead to strong, meaningful relationship between the ICB and its care providers.
CareCubed Cost of Care (CareCubed) is the UK’s leading tool for providing data-driven benchmarks and evidence-led insights into care costing negotiations.
In use across the UK by both commissioners and providers, CareCubed aims to bridge the gap. Creating an environment where transparent conversations and shared analysis become the sector standard.
In a recent case, the benefits of this integrated, collaborative approach to the relationship between care provider and care commissioner was fully demonstrated between Staffordshire and Stoke-on-Trent ICB (Integrated Care Board) and IBC Healthcare, a specialist care provider in England.
“Attracting the right staff has become an increasing challenge in the sector, so having a structured, evidence-based way to ensure we are getting our staffing right-sized is critical.”
For Staffordshire and Stoke-on-Trent ICB, the need for a more innovative approach had been building for some time. While their existing method was built upon their own deep historic knowledge of the local market, the changing landscape and increased cost of delivering services meant there was a greater need to adapt to increasingly complex cases, higher expectations of transparency and significant budget pressures.
For IBC Healthcare, they were already placing greater value in approaching care commissioners with greater transparency and openness and were looking for ways to further improve their relationship with the ICB.
