Contents. 04 Mission statement. 05 Introduction. 06 Look Ahead s vision and values. 07 Strategic objectives and priorities

Transcription

1 Business Plan 2015

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3 Business Plan 2015 Contents 04 Mission statement 05 Introduction 06 Look Ahead s vision and values 07 Strategic objectives and priorities 08 Key performance indicators 09 Annual plan 10 Financial strategy 11 Five year financial forecasts 12 Forecast income and expenditure for the years ending 31 March 13 Forecast balance sheet as at 31 March 14 Forecast cash flows for the years ending 31 March 03

4 Look Look Ahead Ahead Housing Care and and Support Care Our mission: To enable those with particular needs to live ordinary lives within the community 04

5 Business Plan 2015 Introduction Look Ahead is a regional specialist care and support provider, delivering services across over 30 different local authorities. Over the last forty years we have been providing a wide range of support, care and accommodation-based services across London and the South East. Today, we support over 8,000 individuals each year with a wide range of support needs including mental health, homelessness and learning and physical disabilities. We also work with young people, teenage parents and individuals with experiences of substance misuse and offending. We support these individuals through a range of different services including supported housing, floating support, foyers for young people, registered care homes and family mediation services. We also provide support to personal budget holders, both within our services and those living in the wider community. We pride ourselves on our personalised approach to support delivery and on working in partnership with our customers by co-producing services. We constantly strive to transform and improve our services by nurturing a dynamic and creative organisational culture to embrace change and continuous improvement. Through the business planning process, we drive these vision and values forward through the delivery of our strategic objectives, reinforcing our commitment to supporting more customers to move forwards with their lives. 05

6 Look Ahead Care and Support Look Ahead s vision and values Vision Values Look Ahead provide safe, high quality social care, support and housing services and we will: Design and deliver personalised, co-produced services based on the principles of choice and recovery Drive innovation, quality and value for money for our customers, stakeholders and commissioners Foster a dynamic and creative organisational culture that embraces change and continuous improvement Deliver tailored local solutions across our regional and client group areas Achieve planned, measured and sustainable growth Maintain our strong, stable financial foundations Look Ahead s Board will embody and promote the vision and values and will ensure that the organisation and its staff meet the standards we set ourselves. Quality: We treat our customers with the same dignity and respect as we would want for ourselves and our family members Creativity and innovation: We encourage and recognise creativity and innovation through the sharing of ideas and experience between customers and staff Continuous improvement: We challenge and question ourselves in order to drive improvement in every aspect of our business Valuing our staff: We value our staff and are committed to enabling them to reach their highest potential Integrity and transparency: We approach all our business activities with integrity and transparency, adhering to the highest standards of business ethics Openness and trust: We will develop and sustain relationships based on openness and trust with all our partners and customers 06

7 Business Plan 2015 Strategic Objectives and priorities for 2015 In order to continuously improve our service delivery and manage the organisation over the next three years, Look Ahead s management team has established the following strategic objectives and identified annual priorities against which progress will be monitored. These have informed the annual business planning process for all Look Ahead projects and services. Strategic Objective Annual Priorities Deliver excellence in service quality to sustain business and deliver growth Provide high quality services which promote the dignity, safety and wellbeing of our customers Support our customers to maintain good living standards in their homes Seek new opportunities to grow the business Promote customer choice and independence through personalised services Deliver personalised services that enable customers to direct their own support and reach their goals Provide all customers with opportunities to use their experience and expertise to improve services and support others Deliver a fair and equal service to all of our customers Develop and manage strong relationships with commissioners and partners Understand local markets and adapt to commissioners changing priorities Develop productive relationships with local partners to improve outcomes Identify opportunities to showcase service excellence and innovation Enable staff to develop their careers and reach their highest potential Develop strong leaders at all levels Develop and sustain a skilled, responsive and customer-focused workforce Provide opportunities for staff to develop and progress, making effective use of succession planning Recognise, encourage and reward excellence in performance Use our resources most effectively to deliver best value for money Meet all financial targets Maximise use of our property assets to support delivery of new service models Develop information management systems to improve efficiency and service delivery 07

8 Look Ahead Care and Support Key performance indicators for 2015/16 Performance indicator Target % of all services achieving outstanding or good in internal quality management audits 75% No. of CQC locations rated overall as inadequate by CQC 0 No. of CQC locations with one standard rated as inadequate 0 % of new operational staff who have completed mandatory training within first 12 weeks (including safeguarding and medication) 90% No. of units without valid CP12 gas safety certificate 0 % of customers satisfied with overall service 85% % of repairs completed as first-time fixes 85% % rent lost through voids 6.0% Rent and service charge arrears as % of amount charged 6.5% Surplus 3.5% Net new business growth 2 million Agency staff spend 5.5% Voluntary staff turnover 25% 08

9 Business Plan 2015 Annual plan 2015 Taking the objectives established for the organisation over the next three years, our Senior Management and Operational Teams have identified clear priorities to retain existing services and achieve growth in services for our core client groups. These have been cascaded through the organisation, informing the annual business planning process for both local services and central support teams. They are also key in establishing the framework for setting individual staff performance targets for the year ahead through our annual Performance Development Review process. 2015/16 Operational Performance Targets All safeguarding cases are reported and managed in line with the organisational safeguarding policy and that all relevant safeguarding reports are held on file locally All staff comply with health and safety and risk management procedures and have attended relevant training All customer accommodation meets at least the minimum standard as defined within the customer living standards policy Every member of staff has a SMART personal development plan within four weeks of their Personal Development Review All staff to achieve minimum 95% completion of their personal training plan All managers to maintain individual staff succession plans and to review this every quarter All actions in Quality Improvement Plans completed within agreed timeframes and signed off by Operational Managers 100% of support plans and risk assessments in place for existing customers Maintain void and arrears within service target Deliver a 2015 budget that is robust, commercially competitive and ensures the long-term viability of services Achieve all key performance indicators included within the specification for your service Service utilisation to remain above 90% minimum target Measuring progress Risk management Look Ahead s performance monitoring framework measures business plan delivery against key business critical performance targets. Performance is monitored regularly throughout the year at all management levels, at Performance Review Committee and Board and via the half yearly business review process. The business planning process incorporates a review of the key risks facing the organisation at corporate and local level and production of a full risk schedule. Priority actions arising from the annual risk review have been incorporated into appropriate departmental annual plans and also inform our internal audit programme. 09

10 Look Ahead Care and Support Financial strategy Look Ahead s mission is to enable those with particular needs to live ordinary lives within the community. We will effectively deploy Look Ahead s financial strength, its asset base and income streams, to grow our services and transform the lives of even greater numbers of vulnerable people. Financial strength and viability Our ability to deliver this is dependent on our continued long-term financial strength and viability. Financial objectives Over the next five years we will effectively deploy our financial strength to: Pursue a strategy for sustainable and managed growth Re-invest surplus funds in developing and marketing new, innovative and high value personalised services that promote customer choice and independence and achieve the best outcomes for our customers Maximise the social and economic returns on our property assets by remodelling and leveraging them to deliver higher value quality care and support services. Achieve value for money by driving an agenda for improving customer service and efficiency across our services and central support functions Implement an investment strategy that maximises returns on cash invested within acceptable levels of risk Continue to employ a robust risk management strategy to secure long term financial viability and strength 10

11 Business Plan 2015 Five year financial forecasts The financial forecasts for the next five years, based on Look Ahead s organisational objectives and corporate priorities, are set out in the following pages. The key financial assumptions underlying the projections are as follows: Consumer Price Index 1.2% 1.5% 2.0% 2.1% 2.1% Rent inflation 2.2% 2.5% 3.0% 3.1% 3.1% Contract inflation rate 0.0% 1.0% 1.5% 1.6% 1.6% Average void rate 6.0% 6.0% 6.0% 6.0% 6.0% Average bad debt rate 4.0% 4.0% 4.0% 4.0% 4.0% Average cost of borrowing 1.4% 2.3% 3.1% 3.8% 3.8% Interest rate on deposits 0.5% 0.5% 0.5% 0.5% 0.5% Investment return 3.0% 3.5% 3.6% 3.6% 3.6% 11

12 Look Ahead Care and Support Forecast income and expenditure for the years ending 31 March Rents and service charges 21,612 22,117 22,781 23,487 24,254 Less rent losses (bad debts/voids) (2,161) (2,212) (2,278) (2,349) (2,425) Net rents 19,451 19,905 20,503 21,138 21,828 Care and support contracts 36,188 38,582 41,221 43,974 46,805 Other income 1,045 1,066 1,093 1,121 1,150 Turnover 56,685 59,554 62,817 66,233 69,783 Operating costs - salaries (26,392) (26,656) (27,055) (27,488) (27,928) Other direct costs (21,438) (23,793) (26,388) (29,120) (32,017) Central support costs (7,102) (7,173) (7,281) (7,397) (7,515) Operating costs (54,931) (57,621) (60,724) (64,006) (67,461) Operating surplus 1,753 1,932 2,093 2,228 2,322 Net interest Surplus for the year after interest 1,955 2,084 2,199 2,318 2,443 Surplus on sale of properties 10, Unrealised investment gains 1,144 1,602 1,614 1,694 1,776 Surplus for the year after exceptional items 13,878 3,687 3,812 4,012 4,219 12

13 Business Plan 2015 Forecast balance sheet as at 31 March Fixed assets Housing properties at cost 130, , , , ,785 Less: Depreciation (5,965) (6,626) (7,324) (8,059) (8,833) Less: SHG and other public grants (90,475) (90,475) (90,475) (90,475) (90,475) Net property costs 34,216 34,557 34,880 35,187 35,477 Other fixed assets 4,863 5,183 5,629 5,879 6,044 Investments 54,127 52,729 55,343 58,036 60,812 Total fixed assets 93,206 92,469 95,852 99, ,332 Current assets Debtors 4,076 4,076 4,076 4,076 4,076 Cash 2,178 2,630 2,490 2,873 2,845 Total current assets 6,255 6,706 6,567 6,950 6,921 Creditors Amounts falling due within one year (7,196) (7,196) (7,196) (7,196) (7,196) Net current liabilities (941) (489) (629) (246) (274) Total assets less current liabilities 92,265 91,980 95,223 98, ,058 Financing and reserves Long term loans 11,213 7,241 6,672 6,293 5,277 Restricted reserves Revenue reserve 80,871 84,558 88,370 92,382 96,600 Total financing and reserves 92,265 91,980 95,223 98, ,058 Note: long term loans include Recycled Capital Grant Fund 13

14 Look Ahead Care and Support Forecast cash flows for the years ending 31 March Net cash inflow from operating activities 3,023 3,312 3,415 3,817 4,069 Interest received Interest paid (98) (152) (193) (222) (209) Net cash flow after interest 3,224 3,464 3,521 3,907 4,190 Fixed assets expenditure (2,800) (2,040) (2,091) (2,146) (2,202) Proceeds from propert sales 15, Cash transferred to Investments (6,500) - (1,000) (1,000) (1,000) Cash transferred from Investments - 3, RCGF repayments (10,048) (3,632) (212) - (610) Net cash outflow from financing (329) (341) (357) (378) (407) Increase/(decrease) in cash (724) 452 (140) 383 (28) Cash balance brought forward 2,903 2,178 2,630 2,490 2,874 Cash balance carried forward 2,178 2,630 2,490 2,874 2,845 RCGF Recycled Capital Grant Fund 14

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16 Look Ahead Care and Support Kings Buildings 16 Smith Square SW1P 3HQ Look Ahead Care and Support Ltd, a charitable housing association registered under the Co-operative and Community Benefit Societies Act 2014: No R Registered with Homes and Communities Agency no LH0013