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Implementing a Value-Based Outcomes Framework in a Local Authority Reablement Service: A Mixed-Methods Study of Critical Success Factors
Gareth Cooke 
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Hamish Laing
,
Hamish Laing
Research Square
Swansea University Author:
Hamish Laing
Full text not available from this repository: check for access using links below.
DOI (Published version): https://doi.org/10.21203/rs.3.rs-8231927/v1
Abstract
AbstractObjectives: To identify the Critical Success Factors (CSFs) for implementing a value-based outcomes framework within a local authority adult social care reablement team, exploring the rationale, barriers, and implementation strategies.Design: A pragmatic, mixed-methods study, combining quali...
| Published in: | Research Square |
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| Published: |
https://www.researchsquare.com/article/rs-8231927/v1
Research Square Company
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| URI: | https://cronfa.swan.ac.uk/Record/cronfa71517 |
| Abstract: |
AbstractObjectives: To identify the Critical Success Factors (CSFs) for implementing a value-based outcomes framework within a local authority adult social care reablement team, exploring the rationale, barriers, and implementation strategies.Design: A pragmatic, mixed-methods study, combining qualitative data from two semi-structured focus groups with quantitative data from an online staff survey.Setting: Torfaen County Borough Council reablement service, Wales, UK.Participants: 46 adult social care staff (including reablement workers, social workers, and team managers) responded to the survey. Two focus groups were conducted: one with reablement practitioners (n=9) and another with team managers and wider representatives (n=19).Results: Staff demonstrated strong support for person-centred outcomes but low awareness of Value-Based Healthcare (VBHC) principles (only 4% were familiar). Key barriers included resistance to change (34%), limited organisational capacity (34%), and financial constraints (17%). A central tension existed between frontline person-centred care and system-level efficiency pressures. Leadership was identified as the primary enabler (44% of respondents), alongside service user involvement in goal-setting (46%) and a phased implementation approach (15%). Digital systems were not perceived as a primary barrier or solution, with issues centring on the inconsistent use of existing tools rather than their absence.Conclusions: Implementing a value-based framework in social care is feasible but requires a tailored approach distinct from clinical models. Success is contingent on strong leadership to navigate cultural change, co-production with service users to define meaningful outcomes, and a modular implementation strategy to build momentum. Investment should focus on change management and process redesign rather than new digital infrastructure. This study provides a transferable framework for local authorities seeking to embed value-based care principles to demonstrate impact in an era of constrained budgets. |
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| Item Description: |
This is a pre-print, pending peer reviewed publication |
| Keywords: |
Value-Based Health Care, Reablement, Social Care, Local Authorities, Outcomes, Implementation Science, United kingdom |
| College: |
Faculty of Humanities and Social Sciences |
| Funders: |
VBHC Academy School of Management. |