Trust & Transparency Archives

Continuing Health Care (CHC) Annual Assessment (10:16)

Continuing Health Care (CHC) Annual Assessment

David describes the process of the Continuing Health Care reassessment to evidence that Pats progressive condition had changed so she was no longer eligible for Continuing Health Care funding.

In the first example the assessor introduced herself and announced she was there to save the NHS money! In the second example David likens the experience of proving Pat no longer had any ‘medical needs’ to the Monty Python sketch –

What Have The Romans Done For Us. Neither of the reassessments were upheld, and Pat continued to receive the quality care that she needed.

How care should be…Genuinely person centred (3:12)

How care should be…Genuinely person centred “Surely the thing people go into care for is the interaction”

The carer talks about what needs to happen to ensure care is genuinely person centred. We should be asking people to sign up to something, and genuinely deliver care that meets the standards people should expect.

Empowering Care Plans (1:59)

Empowering Care Plans

Christopher highlights the potential of the Real Care Deal emphasing its broader application which could be wider than Norfolk amplifying examples of good practice and care countrywide. Chris continues to talk about the importance of the individuals true ownership of their care plan with examples of what this mean so that they can lead their care process.

This includes having the freedom to request reviews and making personal decisions, even if there’s a potential for risk, by mitigating dangers rather than completely eliminating them. Equally Chris highlights the importance sometimes difficult, but honest conversations with people about their care and support, ensuring that people still have agency to decide for themselves.

Interview with Norfolk County Council’s principle in charge Ian Wake (13:31)

Interview with Norfolk County Council’s principle in charge Ian Wake

Here is a recent conversation with Norfolk County Council’s Director in charge of adult social care. We find out his vision and determination to centre in the human experience and how we work together as humans.

The Real Care Deal is about what good care looks like (4:12)

The Real Care Deal is about what good care looks like.

Christopher Collins, a Care Quality Commission registered manager with QCM Healthcare, explains his role and the range of care his teams provide across Norfolk. He talks about “The Real Care Deal” as a way to focus on what good care looks like, giving people in care settings a real voice rather than centring on complaints. For him, it’s about recognising each person as an individual, making sure they can speak for themselves, shape their own care plans, and feel in control of their future.

Continuing Health Care – Coordinating a CHC Review (8:10)

Continuing Health Care – Coordinating a CHC Review

David describes a frustrating phone call with Liaison Care. Liaison asked for lots of documents about his wife – her medication chart, care plans, and risk assessments – but dismissed the detailed care journal the speaker already keeps. The call was full of misunderstandings, and Liaison didn’t seem to know much about Pat’s condition (PCA – Posterior cortical atrophy) or the care agencies involved.

Attempts to link up with Nightingale Care and Complete Care were also messy, with wrong contact details and confusion about arranging meetings on Microsoft Teams. In the end, the David feels the approach isn’t working and that the whole process may need to start again.

Difficult decisions: Trust and Transparency (3:25)

Difficult decisions: Trust and Transparency

Chrisptopher gives talks about what meaning trust and transparency has in relation to care and the Real Care Deal.

He shares the story of a senior nurse with mobility issues who needed to transition from using a frame to a hoist for safety reasons. Despite the nurse’s long-standing relationships with her GP, district nurse, and OT, none of them were able to tell her about the needed change.

After a difficult conversation Chris received gratitude from the nurse’s daughter for addressing the tough decision. Later, the nurse herself apologised for her initial reaction and appreciated the speaker’s honesty.

This story highlights the importance of difficult but necessary transparency in care decisions.

Building connection and community in care (3:12)

Building connection and community in care.

Gina and Ian talk about how they have seen the shorter but more regular visits provided by NR Care alongside wider support from staff at The Great Hospital whilst ensuring residents get what they need it has also nurtured greater connection between residents themselves.

Ian notes that what is often most important to people is not necessarily what you need but what you wish for which is often as simple sittiing down over a cup of tea and a chat.

With the wider activity, communal restuarant and events at The Great Hospital these combined factors have organically begun to reduce isolation and nurture connection. Gina gives examples of how the Local Authority has been working alongside them.

Sleeping without fear (5:09)

Sleeping without fear

Empathy enables trust to grow. Seeing peoples experience of homelessnes through a perspective of truama Zena and Angela talk about working without judgment., They recognise how overwhelming it is for people living homeless to suddenly have the things we take for granted such as food, a room, running water, warmth or something as basic as an ensuite.

Alcohol dependency prevents many residents getting into other places creating a cycle of isolation and a world where you can’t enter anywhere. Highwater House allows alcohol use and in doing so provides sanctuary and the safety to sleep without fear.

Building Trust and Transparency through consistent quality care (3:00)

Building Trust and Transparency through consistent quality care.

Sue emphasises the importance of trust and transparency in professional settings, comparing it to person-centred and personalised care. She discusses the need for consistency in delivering services, regardless of who provides them.

Sue reflects on their experience with the Norfolk County Council and the ICB, stressing the significance of quality teams and the importance of collaborative work among multidisciplinary teams. She describes their roles in clinical case management, commissioning, monitoring, and quality assurance, highlighting how close collaboration can lead to better outcomes and cost savings in care.