5-year Strategic Plan

Transcription

1 5-year Strategic Plan Updated Oct 2013

2 Introduction Guild Care is a registered charity, established in 1933, providing innovative solutions to the care needs of local older people, younger people with special needs and unpaid carers living in Worthing and its surrounding areas. We are proud of our work that supports some of our community s most vulnerable people and currently operate three care homes with nursing for private and state-funded residents, a sheltered housing scheme, home care service and a wide range of community services. Our services for public benefit include: care homes with nursing and dementia care; sheltered accommodation; home care; community services focusing on the health and wellbeing of older people and carers; community outreach services and respite care for carers of people with dementia. The Ashdown Centre offers respite care for children, young people and young adults with special needs. All services are made accessible through the provision of combined Guild Care charitable monies, fundraising, grant, statutory and private funding. Why Guild Care supports older people and carers? Since I have been unable to get around through age and disability, Guild Care has opened up a new world for me. I have started enjoying life again. Rene Seabrook Guild Care has cared for the people of Worthing for 80 years. Our community services help address health inequalities and improve the health and wellbeing for thousands of the most disadvantaged people in our community through identifying their needs and providing support. All our services are in high demand with over 23% of Worthing s population over 65 compared to a national average of 17%. Over 85s are 4.5% of Worthing s population. These figures are the highest in West Sussex. Population projections for the county indicate that between the number of over 65 year olds could increase by 38% and over 85 year olds by 69% 1 As life expectancy increases with early death rates from cancer and heart disease falling significantly over the last 10 years, people are reaching an age where they are frailer when they require nursing care. Dementia as a disease is a progressive, degenerative and incurable brain disorder, which is estimated to affect between 2-5% of people over 65 and up to 20% of people over 85. It is forecast that the number of people living with dementia will more than double by 2051, affecting 1 in 3 people either with the disease, as a carer or relative. 1 Source: The Annual Report of the Director of Public Health and Wellbeing 2009/10

3 For every person requiring care, there is often a carer in the background providing the majority of that care. 12% of people in Worthing aged 65+ are carers (in the 2001 census this was 9,500) of whom 17% spend 50 hours or more per week caring. This figure in the Worthing area equates to over half the total population of people aged 65+ providing unpaid care in West Sussex, which in 2009 was projected to be 17,983, rising to 27,360 by Guild Care feels it is vitally important that we support the most vulnerable people within our society. Our plans to build a new purpose built dementia and end-of-life care home, will address both the serious lack of high quality, affordable accommodation for people with dementia and will also offer dedicated community space for the expansion of our dementia respite services to the benefit of many local carers. The purpose of Guild Care s 5-year strategic plan is to provide a framework that outlines the key objectives that the organisation will seek to deliver as part of an overall approach to the continued modernisation and development of the charity ensuring it is able to care for the people of Worthing for the next 80 years. Suzanne Millard Chief Executive 2 Percentages of people providing care in 2001 applied to ONS project population figures, as cited in a Fair Old Age

4 Vision, Mission and Values Our vision Guild Care s vision is of an organisation at the heart of a thriving local community where people are able to choose and help shape the services they need to enjoy healthy, engaging and independent lives. Our mission Our mission is to deliver innovative and life-changing care services which help older people, younger people with special needs, those with dementia or a learning difficulty, and their carers, to share and enjoy a richer family and community life. We will enhance the physical and emotional wellbeing of all our customers through accessible, personalised activities including community-based services, quality accommodation, respite support and dignified end of life care. Guided by our customers, staff, volunteers and funders we will ensure that our services keep ahead of changing individual needs. Our values The following statements sum up our core values which determine the way we operate: Accessibility - We are committed to bringing services with distinct health and social benefits within easy reach of all our customers. Support - We have an open and encouraging culture, which considers and respects the diverse aspirations of our customers, staff and volunteers, and seeks to develop their skills and talents. Partnerships - We work with other organisations to share our expertise and knowledge, to improve the wellbeing of our local community Independence - We believe in our customers right to choose the support they need, enabling them to retain their dignity and control of their lives. Responsibility - We are an effective, efficient and responsive organisation, thinking ahead and planning for the future. Excellence - We are unwavering in our commitment to quality. In all areas of our work we continually challenge ourselves to deliver pioneering services and solutions.

5 Strategic Aims Guild Care s Board of Trustees have identified the following 6 key strategic priorities in order to provide a framework to progress the work of the organisation in line with our mission, vision and values and desire to ensure that Guild Care continues to serve the people of Worthing throughout the 21 st century. 1.0 Charitable Objectives Guild Care will continuously review our range of charitable services ensuring that they are accessible and relevant, and that we are supporting our customers. 2.0 Accommodation Guild Care will ensure that its buildings are fit for purpose, well maintained and redeveloped as appropriate in order to provide quality accommodation for both our customers and staff. 3.0 Community Services Guild Care will seek to develop its range of community-based services through contract, grant and charitable support in an innovative manner which focuses on the health and well being of our customers. As part of this work Guild Care will make sure that we are also supporting the needs of local carers. 4.0 Customer Services and Quality of Care Guild Care will ensure that all of our staff, including our volunteers, provide an excellent service for our customers and stakeholders. The organisation will also seek to achieve excellence within the quality of its service provision. 5.0 Staffing Guild Care will continuously review the training requirements of staff and volunteers making sure that they are fully competent to deliver the services that we provide and that staff performance is monitored against job role requirements. It will also seek to ensure that employment within Guild Care is a rewarding experience that offers opportunities for growth and development. 6.0 Effective Management Guild Care recognises that as a charity it must manage resources effectively if it is to deliver continuity of service. As such it will continue to implement effective budget and staff management procedures that reflect the changing care and economic environments in which we operate to achieve our care priorities and business objectives.

6 1.0 Charitable Objectives Guild Care will continuously review our range of charitable services ensuring that they are accessible and relevant, and that we are supporting our customers. To be recognised as the local provider of choice Guild Care will: Objective Initiatives By when 1.1 Review the balance of our services to ensure that where appropriate they are accessible to all users (in some form) regardless of individual ability to pay 1.2 Review and update our marketing and branding to ensure that the public is aware of our service provision and charitable status All services will consider their public benefit and set clear criteria for their individual services requirements The Board of Trustees will assist WDCSS to become a separate organisation providing a countywide service in the best interest of carers The Board of Trustees will work with SMT to agree how to invest the surpluses planned to be generated by the end of the five year plan to support our public benefit Our Communications Department will carry out a full rebranding exercise designed to update our image to reflect our current range of services Mar 2013 Mar 2013 Dec Continue to be an active contributor within our community Build on our collaborative approach to working with other third sector organisations, faith groups and statutory services to ensure Guild Care continues to provide a range of services that meet the needs of our community 2.0 Accommodation Guild Care will ensure that its buildings are fit for purpose, well maintained and redeveloped as appropriate in order to provide quality accommodation for both our customers and staff. Guild Care will continue to aspire to be the local provider of choice through: Objective Initiatives By when 2.1 The modernisation of our accommodation portfolio Complete the purchase of land at Northbrook, Durrington Design and build a new care home to provide affordable accommodation for dementia and end of life care. The designs to include a range of facilities for respite dementia care services Dec 2012 Oct 2014

7 2.2 The sale of our Ashmount care home site following closure and developing longer term plans for Irene House 2.3 Reviewing all our sites with the remit to ensure they fit their longer term purpose 2.4 Reviewing the longer term requirements for sheltered housing provision at Dolphin Court Complete the sale of Ashmount following exchange of contracts Research options for the redevelopment of Irene House as a modernised specialist care home or as a development site. Complete a maintenance survey of all sites & develop a 5-year plan to address the ongoing maintenance & renewal requirements for all Guild Care properties Review the need to extend Methold House Head Office accommodation prior to the expiry of the 2011 planning application Consider the opportunities presented by the WRVS and CAB vacating their buildings on the Methold House site. Develop a refurbishment plan for Caer Gwent to ensure it continues to attract new residents to the home Review the long term suitability of Ashdown Road as a children s centre Review the options that are available for the continued use and development of Dolphin Court and ensure that plans are in place for longer-term management of the scheme, which provides appropriate accommodation for tenants Apr 2013 Apr 2014 Apr 2013 Apr 2015 April 14 April 14 April Community Services Guild Care will seek to develop its range of community-based services through contract, grant and charitable support in an innovative manner which focuses on the health and wellbeing of our customers. As part of this work Guild Care will make sure that we are also supporting the needs of local carers. Guild Care will continue to aspire to be the local provider of choice through: Objective Initiatives By when 3.1 The development of an organisational approach to dementia care 3.2 The extension of our dementia care services as part of a wider programme to support carers Develop an overarching dementia strategy that supports all services and implement prior to the opening of the new care home Develop an internal strategy to ensure that all staff are aware of and benefit from the dementia research being undertaken by the organisation Increase the number of specialist dementia services within our Home Care and Community Programme in line with growing customer need April 14 2 New Services 2013

8 3.3 The development of our new care home as a centre for respite care services for people with dementia 3.4 Maintaining our commitment to a responsive development of our healthy living services 3.5 Continuing our development of Ashdown children and young peoples service Work with all stakeholders including WSCC and the PCT to ensure that our new home acts as both a resource and centre of expertise and provides a range of respite care services for people with dementia Work with statutory and grant funders to identify areas of sustainable service development to support a wide ranging programme that continues to meet customer needs Continue to develop specialist services such as GOLD to ensure they are embedded within the programme Work with parents, carers and statutory partners to continue to develop engaging services for children and young people with special needs and provide support and respite for their parents / carers. Oct New Services 2013 Extended 1 Service And 2 services established 4.0 Customer Services Guild Care will ensure that all of our staff, including our volunteers, provide an excellent service for our customers and stakeholders. The organisation will also seek to achieve excellence within the quality of its service provision. Guild Care will continue to aspire to be the local provider of choice through: Objective Initiatives By when 4.1 Ensuring that the quality of services we provide all aspire to excellence Identify a new kite mark that assists us to meet our quality objectives Continue to develop links with local GP s, NHS and physiotherapy practices to improve customer access to services Develop an RN Training Programme and work on achieving flexible employment practices that improves skill mix and sustains clinical skills and competences Improve end of life care standards through Guild Care s End of Life Care Strategy and the Gold Standards Framework. The Gold Standards Framework will be introduced at Linfield as a pilot scheme and extended to our other homes once the standard has been achieved Develop role of in-house Champions to promote good practice Apr 2013 April 2012 Linfield Pilot in progress Sept Continuously seeking involvement All services will continue with their annual

9 from all stakeholders to assist with the design and range of our services to ensure that they not only meet the charity s vision and mission but also reflect the needs and wishes of our customers customer service surveys which are designed to capture information on customers future needs & requirements All services will develop further opportunities for customer feedback through focus groups, relative support groups, comment cards and customer/resident forums Mar Measuring the impact our community services deliver 5.0 Staffing Commission and undertake a comprehensive assessment that will measure the benefits our community services deliver both to the people who receive them and to the wider community we serve Jan 2013 Guild Care will continuously review the training requirements of staff and volunteers making sure that they are fully competent to deliver the services that we provide and that staff performance is monitored against job role requirements. It will also seek to ensure that employment within Guild Care is a rewarding experience that offers opportunities for growth and development. Guild Care will continue to build upon its reputation as the employer of choice within the local area through: Objective Initiatives By when 5.1 Developing an open and consultative staff culture where people are supported to voice their concerns and increase dialogue across the organisation 5.2 Consistently delivering excellent training and development taking into account changing needs and local environment 5.3 Developing succession plans within all services by seeking to grow individuals within Guild Care and prioritising internal promotion over external recruitment practices Commence regular staff surveys and review the structure of Service Managers and Staff Forums Undertake a training needs analysis to identify staff development needs Develop training programmes to support the key development needs identified within the TNA which will include supporting the implementation of the End of Life Care Strategy and the Gold Standards Framework Continue to develop close links with local colleges and businesses to support our training programmes Develop and extend the training programmes that we provide to our external customers Introduce a competency based skills matrix for all job roles to enable staff and managers to identify skills gaps Set up an internal training academy to support succession plans Sept 2013 Dec 2012 Jan 2013 Sept 2012 Dec 2012 Apr 2013

10 5.4 Continuing to promote the employment of volunteers within all Guild Care services to add value to the work that we undertake Commission and undertake a comprehensive assessment that measures the impact of the work of our volunteers to promote the benefits for both volunteers themselves and the customers they support Develop appropriate training and development programmes for volunteers that support them to broaden their areas of expertise whilst working with Guild Care. Jan 2013 Under Review 6.0 Effective Management Guild Care recognises that as a charity it must manage resources effectively if it is to deliver continuity of service. As such it will continue to implement effective budget and staff management procedures that reflect the changing care and economic environments in which we operate to achieve our care priorities and business objectives. Guild Care will achieve this objective through: Objective Initiatives By when 6.1 Opening the new care home as part of an overall plan to improve the financial position of Guild Care 6.2 Reviewing and updating our Business Planning Process to ensure all services continue to develop and meet their budgeting requirements 6.3 Reviewing governance procedures to ensure that our Board of Trustees are trained to carry out their roles and that we have a clear set of procedures under which the Board will operate Deliver the Building a Home to Remember fundraising campaign and achieve the 1.5 million target Review the income model for the home prior to opening to ensure that we maintain an appropriate margin whilst remaining consistent with our objective to provide affordable accommodation Review the need to separate trading activity from charitable activity within Guild Care to ensure that we maximise our ability to fundraise for non income generating services Launch the new 5-Year Strategic Plan for Guild Care following consultation with staff and customers Introduce a streamlined business planning process to support the delivery of the strategic plan Introduce annual service appraisals that focus on the identification of quality and risk within service delivery Implement a regular programme of training for all trustees Actively recruit new trustees with the necessary skills and experience to support and monitor the organisation Carry out a Trustee review of all Apr K Oct 2013 Mar 2017 Sept 2012 Reviewed Oct 13 Sept 2012 Sept 2012 Sept 2012 Dec 2014 Mar 2013

11 6.4 Reviewing our retail operation and developing new sites designed to improve fundraising income 6.5 Continuing to invest in technology that supports the delivery of efficient and cost effective services governance procedures and produce a manual for future reference Explore the feasibility of opening a 2 nd site to expand the GreenHouse Charity Superstore concept Closely monitor the performance of our existing retail outlets to ensure they continue to provide an acceptable surplus Review the performance of all stores as leases are renewed Introduce a Smart Phone system for Home Care Services Ensure the new home makes best use of technology to support good care Continue to broaden the use of icare as a care planning management tool including the introduction of the medication module Replace our telecommunication systems to reduce maintenance costs and enable us to offer an improved service to staff and customers end 2013 Mar 2013 Oct 2014 Sept 2013 Mar 2014 Financial Statement (Updated October 2013) The following information provides an overview of how the opening of our new care home is expected to improve the financial performance of Guild Care over the 5 year project. 5 Year Profit and Loss 2012/ / / / /17 Total Income 9,561,230 9,977,872 10,132, ,790 12,502,082 Total Expenditure 8,984,310 8,990,258 9,670,061 11,060,718 11,401,307 Operating Surplus (Deficit) 576, , ,072 1,100,775 Investment Income 17,000 18,000 21,021 21,021 21,021 Finance Cost - Interest only -96, , , , ,671 Depreciation -174, , , , ,276 TOTAL SURPLUS (DEFICIT) 323, ,229-54, , ,120 5 Cash Flow 2012/ / / / /17 Opening Cash Balance 2,413,614 2,981,367 2,851,320 2,330,938 2,626,213 Closing Cash Balance 2,981,367 2,851,320 2,330,938 2,626,213 3,051,577 The increase in surpluses we expect to achieve by 2016/17 will be used to support further services for the local community and provide existing services with a degree of protection from the impact of changes to funding streams.

12 Head Office, Methold House, North Street, Worthing BN11 1DU. Telephone Fax Registered charity established 1933 Guild Care is a company limited by guarantee registered in England under number