Chichester District Council CABINET 3 February Careline Business Plan

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1 Agenda Item 9 Chichester District Council CABINET 3 February Contacts Careline Business Plan Cabinet Member: Mrs Eileen Lintill, Cabinet Member for Leisure, Wellbeing and Community Services Tel: , elintill@chichester.gov.uk Report Author: Steve Hansford, Head of Community Services Tel: , shansford@chichester.gov.uk 2. Executive Summary This report provides an update on the West Sussex County Council (WSCC) Telecare contract tender outcome, and the implications for Chichester Careline. It seeks approval of the revised business plan for for Careline, and funding for the continuation of a Control Centre Supervisor post (previously approved for 2014/15). 3. Recommendations 3.1 That the Careline Business Plan be approved. 3.2 That the continuation of a Control Centre Supervisor post (previously approved for 2014/15) and the funding of 24,700 for the financial years 2015/16 and 2016/17 is approved. 4. Background 4.1 On 1 October 2014 WSCC published a tender for a contract to supply Telecare equipment to people in West Sussex who were referred by health or care professionals which would be funded for 13 weeks by WSCC. The services related to the supply of personal alarms and equipment which facilitated early discharge from hospital and prevention of admissions to hospital or care by supporting independent living. Services tendered included the installation, monitoring, mobile response and maintenance of personal alarms. It also included monitored and non- monitored equipment for Carers. 4.2 Chichester Careline led a bid on behalf of a partnership of the West Sussex based Telecare providers known as the West Sussex Telecare but was not successful in winning the contract. The contract will be awarded after 19 January 2015 and commence thereafter for an expected period of two years.

2 4.3 The tender included a wider range of services than was anticipated before it was issued. The resulting contract, therefore, not only means a continued loss of referrals and associated business but also a loss of income from an existing contracted service to supply non-monitored equipment to support Carers which has now been withdrawn. 4.4 Chichester Careline has continued to operate in this highly competitive market where there has been increasing private sector interest and growth. It has grown its monitoring services and this year increased its number of private customers by offering an introductory free period offer which has enjoyed high retention rates. It enjoys a high level of satisfaction from its personal alarm customers with 100% of those returning surveys in November 2014 stating it provided a good quality service. Careline has a reputation for providing a high quality caring service which is integrated with local services. This has stood the service in good stead and enabled it to retain customers and attract new business. However, increased staff costs and the need to remain competitively priced create pressures on the service. 4.5 The industry is experiencing growth in the volume of telephone demand which has implications for staffing levels. Some of the increased demand comes from corporate clients who provide specialist accommodation due to changes in their operating models. This includes the withdrawal of on-site wardens generating more enquiries from residents and their carers. It is also the experience that some clients have increasing levels of need. This nature of the telephone demand means that Careline staffing levels must be maintained in order to answer emergency calls promptly and maintain accreditation targets. 4.6 In order to position the business for the WSCC tender, and, to inform a new business plan to deal with the outcome, a detailed analysis of the business has taken place to better understand the different demands of elements of the business and the associated costs and income. 5. Outcomes to be achieved 5.1 Careline services will support the corporate aims of Chichester District Council, particularly to provide support to our communities and individuals who are vulnerable and also ensuring that people can feel safe. We will achieve this by offering Careline services to all individuals who may benefit from the service, not just older people but young people with additional needs, carers and their families. We will offer a holistic service which effectively assesses their needs and tailors a service to best meet them, through appropriate use of monitored and standalone equipment which enables and supports independent living. Careline offers a friendly, caring service with local knowledge with ready access to other support services in this council and the public and voluntary sector, and tries to find assistance where there is financial hardship 5.2 Careline will continue to provide a caring and cost effective monitoring service which is valued by both corporate and private clients and enables vulnerable people to have the confidence and means of support they need to live independently; stay in their own homes; or allows them to lead more active lives and continue to contribute to the local economy.

3 5.3 Ensure Careline continues to be a sustainable local business which makes an economic contribution to the district by continuing to offer its services to clients across West Sussex and neighbouring areas; increasing its customer base and income opportunities; and developing partnerships which support and enable these outcomes to be achieved. 6. Proposal 6.1 The Business Plan shapes and directs the business activity over the next two years and will be reviewed at the end of each year. The Business Plan is set out in the Appendix (Part 2 due to its commercial sensitivity). The plan further develops our partnership with the other West Sussex Telecare providers in order to maximise our collective marketing capability. We will work to mutual advantage to offer our services through a bespoke website and share marketing material and engagement with agencies operating across West Sussex. 6.2 The Business Plan sets out the detail of the proposed actions which Cabinet is asked to approve. The activities covered can be summarised as: Retain customer base and maximise corporate client income Regular targeted marketing Consider business development opportunities Actively seek new business 6.3 Careline will seek opportunities to develop partnership/s with the private sector who supply aligned services where there are service development opportunities of both mutual advantage and clear benefits for our clients. 6.4 Careline will also work with more closely with CDC teams such as Health and Wellbeing to further develop mutual opportunities to raise awareness of our services and their benefits through focussed local activity. 6.5 To deliver the Business Plan will require the continuation of the Control Centre Supervisor post. It is essential to maintain current staffing levels in the Control Centre in order to meet increased demand; retain the required accreditation standards and support the Manager in order to provide a level of service which supports retention of corporate and private clients. It is, therefore, recommended that the funding for the Control Room Supervisor, approved in the Budget Spending Plans , is continued at 24,700 for the next two financial years. The draft budget for 2015/16 currently anticipates the costs of this post. The two year funding will provide an opportunity to assess the implications of the renewed WSCC contract and allow the measures set out in the Business Plan for to be delivered. 7 Alternatives that have been considered 7.1 Several alternatives have been considered in the formulation of the Business Plan and some elements have been included in the plan for consideration. The

4 following alternatives have also been considered and rejected for the reasons set out: 7.3 Accept reducing level of business and income and seek CDC financial support to continue reduced service to vulnerable people - This suggests no activity to increase customer base which potentially denies some residents the opportunities support can give and ignores the demographics of the area. 7.4 Discontinue the service and allow a commercial business to take over the business. 7.5 Do nothing - This is not an option as it risks a steady loss of business which will mean increasing costs to the remaining clients or seeking financial support from the council 8 Resource and legal implications The Careline Service will require marketing support and advice to develop and deliver the individual actions in the business plan, and the continued support of finance, procurement and legal services with specialist advice. It will also seek support from other aligned CDC services such as Revenues and Benefits, Housing, Health and Wellbeing to provide a range of advice and support to its clients. The funding for the continuation of the post is included in the draft corporate budget. 9 Consultation Chichester Careline regularly seeks feedback through Customer satisfaction surveys, monitoring meetings with corporate clients, and other partners and agencies providing community care to its potential client base. 10 Community impact and corporate risks The services Chichester Careline offers have a positive influence on the lives of our most vulnerable residents and there would be a loss of the local nature of the service which adds to the quality of the service offer through its local knowledge and relationship with other council and community services. There are reputational risks for CDC if the level of response to calls for assistance is not maintained or if the service were to be withdrawn without comparable alternative provision. There are also financial risks in sustaining the service in such a commercially competitive environment. 11 Other implications Crime & Disorder: Yes positive effect in protecting vulnerable people through service to Domestic Abuse victims and enabling vulnerable clients to raise alarm if they feel unsafe in their home.. Climate Change: None Human Rights and Equality Impact: Yes continuation of a service which supports vulnerable adults Safeguarding: Yes reduces risk protecting vulnerable adults such as use of GPS

5 locating devices for Dementia sufferers who may go missing and become vulnerable and enabling other users to activate alarm if they feel threatened. 12 Appendix 12.1 Careline Business Plan (includes exempt information and available only to members and senior officers) 13 Background papers - nil