Press Release

11th August 2017

Future Care Capital responds to latest monthly delayed transfers of care data

A mixture of a rising demand, demographic pressures, and people living longer with ever more complex long-term conditions, has led to a record number of social care transfer delays between the NHS and local authority care providers.

According to the latest statistics on social care transfers for June 2017, published by NHS England, these new figures illustrate some of the key pressures on social care support across the country. The proportion of these delays that are attributable to social care, as of June 2017, now stands at 38%. This is compared to June 2016, when it stood at 32.4%.

The main reason for social care delays was “patients awaiting care package[s] in their own home”, disproportionately affecting disabled people and individuals in later life.

Joel Charles, Deputy Chief Executive of Future Care Capital, said:

“NHS England’s latest statistics for delayed transfers highlight the growing pressures faced by the social care system. It is telling that the number of delays due to social care are at a record high, which is in part down to patients having to wait for appropriate care packages to return home. Bed blocking is not a new problem. NHS staff and other care professionals work incredibly hard to manage demands upon the system, but it is increasingly clear that the provisions in place to manage transfers need reform.

“Too often the current social care debate is focused on funding – when what is also needed is a nuanced discussion about the way health and care services interact at the local level. Patients who are unable to leave hospital and return home when they are medically fit continues to place pressure on the availability of NHS beds, having a knock-on effect across our health and care system.

“There needs to be a wholesale change in approach. Future Care Capital is committed to setting out a positive vision for the future of health and care services, by driving forward a unification agenda. By getting health and care providers to work more closely together to bridge the gap between provision for all generations in the community, there is an opportunity to deliver greater collective wellbeing in our society.

“We look forward to contributing to the government’s consultation on the adult social care green paper in the autumn, which will afford a critically important opportunity to set out a new approach to delivering health and care services.”

ENDS

Notes to Editors

Press contacts

For all press enquiries, please contact Joel Charles, FCC Deputy Chief Executive, at [email protected].

References

NHS England, Monthly delayed transfers of care data, England, June 2017 (sourced 11th August 2017) – accessible here: https://www.england.nhs.uk/statistics/wp-content/uploads/sites/2/2017/06/June-17-DTOC-SPN.pdf

About Future Care Capital (FCC)

FCC is a charity, emerging from the sale of the awarding organisation, the Council for Awards in Care, Health and Education (CACHE), in September 2015.

Beginning life as the National Nursery Examination Board (NNEB) in 1945, the charity has evolved throughout its 70-year history and continues to have Her Majesty the Queen as its Royal Patron.

Following the sale of its awarding organisation business and assets (including the CACHE and NNEB brands) the charity has now embarked on its next chapter.

The Trustees have developed a detailed Strategy for the future direction of the charity and have recently approved the 10-year Business Plan. The Trustees have identified the following vision, goals and aspirations that follow on from the Charity’s objects:

Charitable Objects: To promote education, training, quality and standards in care, health and education and allied disciplines.

Vision Statement: The charity will be known for being the leading independent voice for applying evidence that will advocate for and deliver a step change in health and care, including the advancement of quality and standards as well as education and training for allied professions as a sustainable charity.

Mission: Engage, educate and involve all generations in the development and delivery of unified health and care provision.

Key Beneficiaries: Those in receipt of care.

Key Goals and Aspirations:

  • Be recognised as a leading advocate and thought leader;
  • to deliver a step change in the advancement of quality and standards, education and training in care and health and allied professions; and
  • sustainably grow impact.

The charity has adopted an agile approach to delivery underpinned by an enabling internal culture and supporting systems that reflect its core values of empathy, diversity, openness and professionalism.

The charity’s core offerings are delivered through two collaborative but independent delivery vehicles:

Evidence based Advocacy – developing new policy propositions and solutions supported by evidence-based research, stimulating debate and innovation through events, publications, projects and discussions with diverse stakeholders including the general public.

Social Impact Investment Fund – an investment fund managed by the charity to invest in sustainable social enterprises through an Innovation Fund, which support better quality and standards of services in care, health and related education and training, which will generate a commercial return for the charity, supported by a ‘collaborative hub’ with the charity at its centre, facilitating knowledge sharing, supporting innovation and best practice, and gathering evidence and insights to feed into the charity’s Advocacy operations.

Legally structured as a charity, FCC intends to operate as a dynamic, agile and commercially aware organisation: a true social enterprise.

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