It is clear that providers and officers hold very definite ideas about one another, most of which are not positive. These perceptions are not universal but have sufficient currency to be affecting how both parties currently relate to one another. If not addressed, they will undoubtedly inhibit the development of increased partnership working which both sides have expressed a desire to achieve. We have seen that, excluding evidence from the survey, domiciliary care providers hold more negative views of ECC than other provider groups, probably due the increasing fragility of their businesses and the scepticism arising out of the recent cost of care work and current retendering process. Conversely, larger providers hold a more positive view of ECC which may be attributed to the fact that most of these have regular contact with a named contract manager.
It goes without saying that the current negative perceptions, and the attitudes that flow from them, are not helpful. Moving forward there is a need for both providers and officers to set aside how they currently feel about one another and to demonstrate sufficient progress in developing more positive relationships so that these perceptions can genuinely alter.
It is recognised that these perceptions will not change overnight. However, if both parties operate with more goodwill, flexibility and a stronger sense of collective endeavour then they will develop more trust and confidence in each other, and be better placed to meet the current challenges and those that lie ahead.
At each of the workshops we tested the commitment of both parties to want to work together. Whilst it was clear that both sides have an appetite for this, it was felt that this could only happen if certain 'conditions' were met. These collective conditions focused specifically on issues related to trust, openness, honesty and respect.
Providers felt that they would increasingly opt out of LA work if it not only proves to be financially unviable, but also if it continues to be too difficult and complex to deliver what ECC wants. For this reason, it was particularly important for providers that ECC was more honest about what can be achieved in the current climate. ECC needs to respond to this issue if it wishes to maintain a vibrant and diverse market, as market forces alone will not address the challenges ECC is facing in terms of provider cost, quality and need.
In turn, ECC requires more collaboration from providers i.e. a better level of engagement and responsiveness to the challenges it faces.
Moving forward, this commitment to work together and to remain focused on making a difference to the lives of vulnerable adults, and how this relationship will be constructed will be all the more critical given the current operational realities - statutory, financial and commercial. It will need to function in a way that clearly supports and values everyone working well together in a positive and constructive manner.
It is suggested that a 'New Deal' is agreed between ECC and the majority of its providers. This would set out the principles of closer working based on the agreed assumption statement that was explored during all of the workshops. If this way forward is agreed, both parties will have to explore how they can ensure the majority of providers, and all relevant officers, sign up to these principles and ensure they are fully enacted.
