Welbeing. Annual Review

Transcription

1 Welbeing Annual Review

2 Contents 3 Foreword by the Chief Executive Officer 4 About us 5 Key achievements in Customers in and beyond 8 Customer satisfaction 9 Key performance indicators 1 Welbeing - Wealden and Eastbourne Lifeline Annual Review 2014

3 Welbeing - Wealden and Eastbourne Lifeline Annual Review

4 Foreword by the Chief Executive Officer Following last year s change of legal status and the huge amount of work that was involved, 2014 proved to be a year of good growth and one focused upon diligently strengthening the company s underlying systems, processes and IT systems. We recognise that our continued growth must be based upon rock solid foundations and that has been a key part of our focus this year. Supporting this process we have now established an in-house IT function which is a significant step forward compared to the prior contracted service we used. This follows on from our previous successful implementation of an in-house HR department was also a year in which we started to see the real impact of the Government s funding reductions to social care commissioners. Having withdrawn Supporting People funding from users within Staffordshire, many thousands of people have been left without financial support in respect of their telecare services. Recognising the potential risk to users, the Welbeing team has worked tirelessly to support those who wish to move to a private pay service whilst highlighting to the social care teams those who would be left at risk by the removal of the telecare service. Amongst the new business won we are able to include over 6,000 connections, which have been brought into the company following the acquisition of Aspire Homes telecare business and the winning of a large scale fully managed telecare project which will be undertaken for Cheshire West and Chester Council. These new pieces of work, along with others, are reinforcing the fact that over the last couple of years Welbeing has moved from being a regional service provider, with most of its work in the South East of England, to being a truly national provider of services and one of the UK s leading telecare providers. I have no doubt that during 2015 we will continue to build upon this success and ensure that we have a business which is completely attuned to the needs of our customers and service users. Steve Smith Chief Executive Officer 3 Welbeing - Wealden and Eastbourne Lifeline Annual Review 2014

5 About us As well as being one of the largest telecare organisations in the UK, Welbeing is also one of the UK s fastest growing. We now provide services to over 60,000 users - both private and corporate clients throughout the UK. The Welbeing team continues to grow rapidly to support this expansion and now employs 130 staff. In December 2013 to support a strategy of continued UK wide growth from its base in Eastbourne, Welbeing changed its legal status to become a private limited company. This has allowed the necessary investment for expansion to be provided by Eastbourne Borough Council. Steve Smith was joined on the new senior management team by Mark Bannister as Managing Director and John Hennock as the Commercial Director. With 40 years combined experience of providing round-the-clock reassurance to vulnerable people and the people that care for them, we are now a leading provider of telecare based support services. From our monitoring and response centre we take care of 60,000 vulnerable people who are linked to the contact centre through their sheltered housing emergency call systems or individual lifeline telephones which can be installed in any home with a telephone line. Welbeing works across four main divisions monitoring and response centre; telecare installation and maintenance; customer support and corporate services. Our principal activities are: 24 hour telecare and telehealth monitoring and response service co-ordinated through Welbeing s contact centre, located in our head office in Eastbourne Supply, installation and maintenance of community alarms and advanced telecare devices such as smoke detectors, fall detectors, flood detectors and medical alerts. Welbeing also provides other valued community services including: Visiting and check calls for individuals Outreach and floating support Lone worker protection Out-of-hours contact centre for housing providers and local authorities Telephone answering services Telehealth Telehealth is the remote monitoring of vital signs for people with chronic health conditions like congestive heart failure, asthma, diabetes and chronic obstructive airways disease. We are working with partners in the research and manufacturing sectors developing telehealth solutions. Telehealth enables people to be discharged early from hospital, prevents hospital admissions and cuts down on visits to hospitals and health centres. It also provides regular and timely information about the patient s condition. Lifeline The standard lifeline device has provided invaluable support to thousands of people over many years. This proven system enables people to raise the alarm from anywhere in their home, simply by pressing a small lightweight push button trigger which can be worn as a pendant on the wrist or clipped to a pocket. Telecare Applying state-of-the-art technology based around the established lifeline system we provide our customers with enhanced safety and security through our comprehensive range of telecare devices. We offer a choice of different options all supported by our high quality 24 hour response service: Home safety sensors which warn the user and centre about smoke, hypothermia risks, high temperatures, fire, water and gas leaks and carbon monoxide levels Systems that can remind people to take medication Monitors that detect movement or inactivity enabling us to detect possible health and welfare issues or respond to intruder alerts Sophisticated sensors and equipment that can be used to monitor lifestyle and enable people to control their environment. Welbeing - Wealden and Eastbourne Lifeline Annual Review

6 Key achievements in 2014 In line with the objectives set last year Welbeing has made significant progress in bringing these objectives to fruition. Highlights include: 1. TSA Accreditation Re-accreditation to the latest version of the TSA Code of Practice was achieved at the beginning of the year. Rather than an intermediate annual review this year s audit was based upon a full 3 year review, a process of high scrutiny exploring in detail our performance in respect to the Telecare Service Association (TSA) Code of Practice. We passed the inspection with flying colours adding additional elements to our accreditation. 2. Disaster Recovery Facility This service was brought online within the year and now provides one of three stages of resilience in support of our contact centre platform. Recognising the need to provide the highest possible quality of service to our users we have invested heavily in strengthening our systems and processes including significantly upgrading our disaster recovery facilities. As part of this programme of works we have brought online a duplicate contact centre at our Hawthorn Road offices. The duplicate contact centre will be left in a switched on and operational state but only utilised in the event of a major system failure at our primary St Leonards Road site. Service users should therefore be assured that even in the event of a major failure of our systems or indeed of a problem with the building, we will still be able to take and process emergency calls from our users. 3. Aspire In late 2014 we completed the purchase of Aspire Housing s telecare CareCall business and with that brought on board a team of both administrators and field engineers. The team are now operating out of a new office based in the home town of Aspire Housing Newcastle-under-Lyme. Aspire services include general needs housing for rent and shared ownership, sheltered housing, extra care housing and help for people to live independently. Aspire manage around 9,000 homes, 120 shops and 1,500 garages. The transfer of the telecare business brought with it a total of 1,500 fullymanaged telecare users and the monitoring of Aspire s sheltered housing schemes. This new business builds upon a number of existing clients across the West Midlands and adds significantly to the engineering resource within the area. 4. Cheshire West and Chester Towards the end of 2014 we won the Cheshire West and Chester telecare contract. This was a tendered contract and was subject to a high level of bidding. Welbeing, with a tender score of 96%, overcame strong opposition to win. The contract provides a range of fullymanaged telecare services which are tailored to the needs of users within the Council s area coverage. Working with both social and healthcare teams Welbeing is helping to keep service users safe in their own homes, avoid hospital admissions and where a service user has the misfortune to be hospitalised, ensuring they are able to be discharged in the shortest period of time. 5. Head of Sales Recognising the importance of organic growth Adrian Sowden joined the Welbeing team in the position of Head of Sales & Marketing. Adrian has significant experience within the telecare sector having been previously a Sales Director at Tunstall Group. Adrian will develop the business development team with a focus on identifying new business and also ensuring that existing Welbeing customers have first class account management. 5 Welbeing - Wealden and Eastbourne Lifeline Annual Review 2014

7 Customers in , 534 calls to our contact centre We received a total of 836,534 calls to our contact centre and provided assistance in 23,261 emergency situations 84% over retirement age 84% of our customers are over retirement age, including 401 people over the age of 100 but 5% are under 50 75% are living at home alone 75% of our customers are lone person households and rely on our 24 hour service 365 days a year 46% have mobility issues 46% of our customers have mobility issues and 40% are affected by sensory impairment 18,145 in supported housing We help 18,145 vulnerable people in supported housing schemes throughout the country 4,000 new individual subscribers During the last 12 months we have welcomed nearly 4,000 new individual subscribers Welbeing - Wealden and Eastbourne Lifeline Annual Review

8 2015 & beyond The focus over the next 12 months will be multi-faceted: As well as continuing our growth model based upon a balance of acquisitions and organic growth we will also be refocusing upon our internal structures, systems and processes to ensure that we are able to maintain current levels of growth into the future without compromising on any aspect of the quality of service we offer. Indeed, as may be seen from the initiatives outlined below, we are currently actively involved in a number of initiatives to further improve the quality of services we offer to our users. To achieve this we will endeavour to: 1. Field Service Management System Fully implement our new field service management system. This new IT system will revolutionise the way we process data between the office and the field-based telecare engineers. The new software system will enabled our customer care team to electronically despatch work which will be received by the engineer via a GSM enabled tablet device. As each engineer s vehicle will serve as a stores location, we will be able to track all materials in the system and create automated requests for equipment replacement as the engineers use equipment in support of customer installation and maintenance requests. 2. Online Customer Portal To make life simpler for our corporate clients we will be providing them with a personalised online referral portal. The portal will allow referrers (for telecare and telehealth services) to make referrals online with key information to allow us to provide services to users. As the portal will be tailored for each corporate customer we are able to collect data which is bespoke and important to them and report on this as requested. As well as referrals via the new online portal service, users will also be able to refer via the traditional means of secure and fax. 3. ISO 9001 Whilst Welbeing is already a fully accredited TSA member organisation meeting the various codes of practices, we still wish to achieve accreditation to an international recognised quality standard. We are therefore planning to implement ISO 9001 throughout the company, starting the process during Once we have achieved accreditation we will add to the remit the areas of data security and environment management. This level of certification will place Welbeing in a very small group of telecare/telehealth providers which are ISO 9001 accredited. 4. Regional Operational Management Whilst Welbeing has its roots in the South East of England, the company has been extremely successful in expanding throughout the UK with a number of new clients in the Midlands and North West. To support this increased level of growth we shall, during 2015, strengthen the management team with the appointment of a Regional Operations Manager. We would anticipate other roles will be created as the business develops into other geographic areas. 5. Technology Enabled Care Services (TECS) In order to comply with the terminology now being used within the NHS and care sectors we will be progressively adopting the term Technology Enabled Care Services. As well as incorporating both telecare and telehealth technologies the term has a broader application and will be used for a host of new technologies that are being driven by developments within mobile communications and software applications. 7 Welbeing - Wealden and Eastbourne Lifeline Annual Review 2014

9 Customer satisfaction Thank you once again to everyone who kindly took part in our 2014 customer satisfaction survey. Service quality Speed of response Helpful staff Good value Installation 100% 100% 100% 97% Monitoring 98% 96% 99% 98% Response 100% 100% 100% 98% We sampled 5% of our customers via telephone interviews with a 50 prize draw incentive of M&S vouchers or a donation to a charity. The fieldwork was carried out between Jan-March Complaints and commendations are viewed as a positive opportunity for Welbeing to learn from its customers about areas where improvement is required and areas where the Company is exceeding expectations. During the year the Company received much positive feedback and a total of 22 complaints, all of which were investigated and resolved to the satisfaction of the complainant. Feedback has been taken into consideration to achieve improvements in the way that we deliver our services. Welbeing aims to acknowledge all complaints within 5 days and respond in full within 20 days. Our target for 2014 was to keep complaints below a level of no more than 1 per 50,000 calls taken; we received 1.89 million calls during the year and this represents a rate of 1 complaint per 54,000 calls received, better than our target. Our target for 2015 is to continue to improve the service so as to keep complaints to a level of no more than 1 complaint per 50,000 calls taken. During 2014 we continued to work with commissioners of services, individual service users, special interest groups such as Age Concern Eastbourne and East Sussex Seniors Forum to inform our service planning. As part of this process we have met with a wide range of organisations, visited retirement housing schemes, welcomed several groups of service users at our operations centre in Eastbourne and convened consultation and awareness raising forums. Key themes emerging from the feedback we have received include: The need to support closer working relationships between ourselves, social care and health care professionals. This is something that we actively pursue and have established regular liaison meetings with statutory authorities, embedded our Telecare Assessor within a number of social care teams and support multidisciplinary Telecare Champions groups in areas in which we work. To strive to develop lower cost models recognising the significant reduction that has/is taking place in social care funding. We are investing in more efficient systems for working in order to increase productivity and reduce unit costs. The need to develop new models of support to bridge the gaps that a reduction in social care funding may generate. During the year we have held discussions with a number of social care commissioners in respect of different service delivery and funding models for their telecare services. To provide meaningful data to care organisations allowing them to better develop their models of care. We have appointed an IT professional who is developing our systems to provide our customers with reports tailored to their need to provide preventative services. To continue to innovate to further protect and improve the lives of our service users These issues were addressed in our 2014 service development plans and remain active work areas in our plans going into We are also aware of the implementation of the Care Act during 2015 and the implications that this will have as more individuals are provided with personal budgets with which to purchase their care and support packages. We are working with our partners within health and social care and the voluntary sector to develop mechanisms to support personal budget holders to make informed choices. Welbeing - Wealden and Eastbourne Lifeline Annual Review

10 Key performance indicators In 2014 Welbeing aimed to match or exceed Telecare Services Association (TSA) key performance requirements in all operational departments. Performance for 2014 and targets for 2015 Call Response Times Welbeing s target for 2014 was to answer 98.5% of calls within 1 minute and 99% of calls within 3 minutes compared to the Telecare Services Association (TSA) standards of 97.5% and 99% respectively. Our performance exceeded the 1 minute target in all bar two months (January and February 2014), during these months we took on four new contracts and the call volumes that we were advised of in respect of these contracts proved to be a significant underestimate of the actual call volumes associated with the contracts. We exceeded the 180 second target in all months, with our performance staying above 99.75% throughout the year. Our target for 2015 is to continue to answer 98.5% of calls in under a minute and more than 99% in less than 3 minutes. Installations Faults Our target for 2014 was to comply with TSA standards (90% of urgent maintenance within 48 hours and 100% within 96 hours, 90% of non-urgent maintenance within 10 working days and 100% in 15 working days). These targets were met throughout the year and our target for 2015 is to continue to comply with TSA standards. In-person Response Where Welbeing provides an in-person emergency response service we aim to comply with TSA standards of 90% of mobile response call outs to be achieved within 45 minutes and 100% in 60 minutes. These standards were achieved in 2014 and we will continue to aim to achieve perform to the same standards in Our target for 2014 was to meet TSA standards for responding to installation requests (90% of urgent requests in 2 days and 100% in 5 days, 100% of non-urgent installation requests in 15 days and 100% in 20 days). These targets were met and we were able to carry out all installations within 5 working days. Our target for 2015 is to continue to comply with the TSA standard. 9 Welbeing - Wealden and Eastbourne Lifeline Annual Review 2014