Brunelcare Strategic Plan 2013-2016

1. Brunelcare Strategic Plan2013-2016

2. Brunelcare Strategic plan: 2013-2016: Our vision, mission and values • Brunelcareis a local charity and housing association, which has been working with and for older people in and around Bristol since the 1940’s. • Our Vision • We aspire to be recognised and renowned as a provider of high quality services which support people to make the most of their lives. • Our Mission • Our mission is to listen, learn and improve so that we are able to: • Deliver great service that meets the needs of our customers • Enable our staff to be all that they can for our customers • Make our business stronger for the future • Create great communities to live, work and be in. • Our values • Our values underpin everything that we do at Brunelcare and give an insight into our culture. These are the behaviours that you should expect to see on a daily basis. • We put the customer’s individual wellbeing at the heart of our entire decision making. • We are passionate about what we do and strive to make a positive difference to peoples lives. • We respect people as individuals and value differences. • We do all we can to ensure equal opportunities for all. • We are forward thinking and open to challenge the accepted norms. • We aspire for ‘excellence’ in everything we do. • We are always seeking to improve and take responsibility for our actions. • We work together to grow and develop a strong and efficient business. • We aim to provide a service that is ‘value for money’ without compromising on quality. • This document provides an overview of the organisation’s work and aspirations for the next three years, and is reviewed annually by the Trustees, and updated to provide a rolling three-year strategy.

3. Brunelcare Strategic plan: 2013-2016: An overview of current operations COMMUNITY SERVICES We currently make 10,000 visits a week to over 1,500 service users in the local authorities of Bristol, North Somerset, Somerset, South Gloucestershire and Gloucestershire. The majority of the services are personal care provided to individuals in their own homes. In addition, we provide “initial response” (a higher level of care when people are first discharged from hospital), sitting and respite services (mainly to support carers of those with dementia), day care services, lunch clubs and other support services including supporting people, memory cafes, reablement and counselling. Service Users include both physically and mentally frail people and their carers. The services aim to tackle social isolation, provide practical care and support, meaningful activity, respite for full time carers and enable people to remain independent in their own homes. From our continuous customer surveys, we know that our customers want to see the same person at the time they said they were going to turn up and that they are well trained and capable of doing the job. The current satisfaction levels of over 97% shows that we generally achieve the levels of service which they require. We know that community services does not make a large surplus, the Local Authorities are under pressure to reduce costs and are recommissioning services. The challenge is always to increase efficiencies without a reduction in the quality of service provided. One way of doing this is to have more services provided in the same geographical area and we shall strive to increase the number of service users in each area through acquisition of other providers, increasing the number of self funded people who use our services, as well as develop other services, such as reablement. The personalisation agenda offers many opportunities which are being explored, an increase in marketing and a change in staff culture from being task focussed to outcome focussed being essential. There may also be opportunities to win contracts in other local authority areas. Our plan is to optimise the effectiveness of our operations to ensure financial stability during this period of change and be ready for any acquisition or new business opportunities through constantly reviewing the market, meeting with our commissioners and identifying gaps in the market.

4. Brunelcare Strategic plan: 2013-2016: An overview of current operations CARE HOMES Our four care homes (with 250 residents) provide support for older people who have are living with some form of physical or memory impairment through the provision of nursing and residential care (with around 80% of our residents either diagnosed or living with some degree of dementia). All four homes have been recently inspected by CQC and are fully compliant. The homes currently have an occupancy level of over 95% (compared to the UK average of 90%) and we receive referrals from outside the area. We know that we could manage at least one further care home without any increase in overheads. Our search for an acquisition has not been fruitful to date, though South Gloucestershire and Bristol Councils both have plans for two more care homes each. We shall actively try and secure at least one of these contracts and shall look at alternative ways of funding such developments. Glastonbury Care home is registered as a nursing home and we are currently admitting residents needing nursing care to the residential wing; this will continue as beds become available. The clinical manager in each home will be ensuring that all nurses continue their professional development and we plan to have a number of nurses with specialisms in nutrition, incontinence and wound management this year. Our reputation for end of life care has grown and we shall be continuing our training in this specialised area. Our Admiral nurse has been successful in helping people living in the south of the city with dementia. He has built up a strong rapport with the GP practices and other health care professionals and we anticipate that this, together with our expertise in dementia care in the care homes, will put us in a good position to win new contracts specialising in dementia care. We are conscious that there are increasing financial pressures from our Local Authority commissioners. We have managed to secure block book bed contracts at Robinson House with BANES, at Deerhurst with South Gloucestershire and at Saffron Gardens with Bristol.

5. Brunelcare Strategic plan: 2013-2016: An overview of current operations HOUSING We provide approximately 1,050 homes in Bristol for 1,300 tenants, ranging from accessible independent bungalows, to sheltered housing with a low level of support, to extra care housing with the potential for high levels of care and support. Our properties vary from older properties which are not always fully accessible (stairs to the first floor as an example) to brand new properties which lead the way in modern design. Despite this, we anticipate that all of our properties have many years life left in them and we do not anticipate rebuilding any in the next 3 years. The grant available for new developments is very low, and it is highly likely that we shall need to build a mixed tenure development in the future. We shall continue to maintain our properties to a high standard and improve energy efficiency. We have many mechanisms in place to work with our tenants to help us shape our services and Tenants Voice (formed in February 2009) is growing in confidence. Their focus has matured to cover policy work, service standards, annual reports, event planning, involvement in staff interviews, writing corporate objectives and carrying out site inspections, to name but a few. We have also introduced a question of the month in addition to our site meetings and have a mystery shopping scheme in place. As a result we know that repairs and maintenance and the management of anti-social behaviour are of the utmost importance to our tenants and will focus on these in the short term. We shall be introducing a tenant scrutiny panel in 2013 and this shall be looking in detail at specific areas of work. We have completed a stock condition survey of all our properties, and have approved an asset management plan that will form the basis of investment for the coming years. Overall the focus in housing is on meeting the demand of the customers and looking at ways to continually improve our services.

6. Brunelcare Strategic plan: 2013-2016: An overview of current operations • CENTRAL SUPPORT OFFICE • Our central support office employs 35 people who are responsible for business development, HR, finance and IT. Our challenges for the coming 3 years are: • We shall continue our culture change programme which is focussing on our purpose and principles as well as how we demonstrate what good looks like to all of our employees. This will be supported by training of managers and we expect to see skill development and changes in behaviour at all levels. The HR department has just appointed a new Head of HR and will need to consolidate its structure at the same time as delivering these changes. We shall be also paying particular attention to recruitment, learning and development and performance management to ensure that our employees are as effective as they can be, • There are many opportunities to expand both from a service and capital investment perspective. The business development team will continue to focus on building its network and assessing all business opportunities to ensure that we invest our time in those areas which match our strengths. • Following the appointment of a new IT manager last year, we hope to agree a new IT strategy shortly. The current year’s focus will be to improve the speed and reliability of our network to all sites, upgrade our telephony systems, implement a replacement programme for PCs, improve the change management process, upgrade to Microsoft 2010 and improve our disaster recovery capabilities. This will be followed by a rationalisation of our current applications with the aim of removing complexities, improving the user experience’s and upgrading to supportable levels. • From a finance perspective, we shall continue to review our treasury management strategy, maintain our current levels of financial control and implement autoenrollment for all staff with effect from October 2013.

7. Brunelcare Strategic plan: 2013-2016: Overarching objectives and goals Objective 1: Deliver great service that meets the needs of our customers Goal 1: A range of methods in place to find out what our customers want and a system to use findings to drive business improvement Goal 2: Housing Services which are highly regarded by tenants, leaseholders. Local authorities and regulators Goal 3: Care services in our care homes and the community which are recognised by clients, relatives, commissioners and employees as being innovative and sustainable Objective 2: Enable our staff to be all that they can for customers Goal 4: The ability to attract the right people to work for us Goal 5: Develop staff to have the right skills and behaviour Goal 6: Manage staff in a way which keeps the right staff CUSTOMERS COMMUNITIES BUSINESS STAFF Objective 3: Make our business stronger for the future Goal 7: Improve the efficiency of the organisation and create more funds for future business development Goal 8: Business processes and information systems which are capable of actively supporting our employees to meet the needs of customers Goal 9: Maximise the opportunities in the market to develop and grow the business Objective 4: Create great communities to live work and be in Goal 10: Improve our properties in order to increase their sustainability Goal 11: Build all new properties to a high standard which meets the needs of the customer Goal 12: Make our communities great places to be

8. Objective 1: Deliver great service that meets the needs of our customers Goal 1 Achieved in 2012 • VIPS audits undertaken in each area of the business • Pilot in Somerset clearly identifies service user needs Goal 1 Desired Outcomes Proposed Actions • Better tailoring of our services to meet customer priorities • Clients able to influence priorities and scrutinise performance • Improving satisfaction with how they are informed • A provider of choice for commissioners and individuals • No specific changes planned to current methods in place A range of methods in place to find out what our customers want and a system to use findings to drive business improvement Goal 2 Achieved in 2012 • Question of the mo nth launched in housing Goal 2 Desired Outcomes Proposed Actions Housing Services which are highly regarded by tenants, leaseholders and regulators • High levels of customer satisfaction • Low levels of voids with high satisfaction of new tenants • Clients say that it is easier to get hold of people • All regulatory standards met • Tenant scrutiny and self assessment in place Long Term Objective To be viewed by all stakeholders to be a provider of choice evidenced by high satisfaction and growth

9. Objective 1: Deliver great service that meets the needs of our customers Goal 3 Desired Outcomes Proposed Actions Goal 3 Achieved in 2012 • Admiral Service introduced in Bristol • Internal governance arrangements changed to meet new CQC requirements • Mapping work on falls, safeguarding and nutrition introduced in care homes • New support plan trialed in community services Care services which are recognised by clients, relatives, commissioners and employees as being innovative and sustainable • Reputation for excellent personal and dementia care • Ensure CQC rating remains good/excellent • New services being designed and implemented • Preserve the personhood, liberty, freedom and independence of all our customers • Enable our customers to direct their care and support and be involved in decisions about the service they receive” • Improve the 'settling in period' for residents moving into the care homes. Long Term Objective To be viewed by all stakeholders to be a provider of choice evidenced by high satisfaction and growth

10. Objective 2: Enable our staff to be all that they can for customers Goal 4 Achieved in 2012 • New IS manager appointed Goal 4 Desired Outcomes Proposed Actions • Have in place an effective and efficient recruitment process The ability to attract the right people to work for us • High quality appointments • . Become an employer of choice Goal 5 Desired Outcomes Proposed Actions Goal 5 Achieved in 2012 • Improved approach to falls and safeguarding established in all care homes • Reviewed impact of Welfare reform Act • Develop the structure and roles within the HR department so that it is less controlling and creates more value. • Prepare for changes in benefits system - Universal Credit & Welfare Reform • Ensure succession plan in place to mitigate risk of lack of resource due to Managers leaving or becoming involved in new business development or implementation • Improve the clinical governance within the care homes • Develop staff knowledge of LPA/POA/CPA and the implications these have on our tenants and our processes. • Review and make more effective the performance management of staff • Improve the competency of managers to manage staff and the business • Develop the effectiveness of the staff council Develop staff to have the right skills and behaviour • Demonstrable value for money of training • Staff turnover rates reduce • Continuous improvement in staff satisfaction • . Change in staff culture from task to outcome focus • Evidence of person centred services • All staff are coached and mentored • Empowered staff to be more accountable for their own team’s performance • Improved staff performance; more accountability Long Term Objective To be rated as an extraordinary company to work for by our employees

11. Objective 2: Enable our staff to be all that they can for customers Goal 6 Achieved in 2012 • Agreed SHPS pensions arrangements with staff • Disability audit undertaken of staff Goal 6 Desired Outcomes Proposed Actions Manage staff in a way which keeps the right staff • Good performance recognised and seen to be the way we do things • Staffing rotas meet demand/reduce dependency on Agency • Staff consultation to be meaningful and productive • Reduction in sickness/absence • Develop and manage an effective auto-enrolment solution. This will involve an change to payroll system Long Term Objective To be rated as an extraordinary company to work for by our employees

12. Objective 3: Make our business stronger for the future Goal 7 Achieved in 2012 • Implemented component accounting • Reviewed on-call arrangements • Glastonbury care home moving to nursing • Pilot new ways of working in community services Goal 7 Desired Outcomes Proposed Actions Improve the efficiency of the organisation and create more funds for future business development • Successfully manage the business through the current economic crisis • Clear evidence of savings • Funds available for future developments • Maintain quality of services delivered • Reduce residential beds within Glastonbury Care Home. Long Term Objective To have a reputation with our customers, staff and commissioners for efficiency and financial strength

13. Objective 3: Make our business stronger for the future Goal 8 Desired Outcomes Proposed Actions Goal 8 Achieved in 2012 • Pilot in Somerset Community Services to improve service to staff and clients • New fixed asset system in place Business processes and information systems which are capable of actively supporting our employees to meet the needs of customers • Processes used to ensure staff are in the right place at the right time to satisfy customer needs • Applications for scheduling and invoicing care, support and rent as well as arrears management is fit for purpose • Applications for collection of data on working hours and the paying of staff is fit for purpose • Website and intranet used for all information • Develop systems to reassure the quality of service we provide ensuring they meet our purpose 'helping people make the most of their lives'. • Complete Somerset pilot and roll out new way of working across Community services • Deliver robust and effective IT network • Establish DD as preferred payment method for all customers: 90% cash collected electronically • Rollout of Microsoft 2010 across organisation • Deliver robust and effective IT network • Develop and get approved by Board new IT strategy for the organisation • Develop a range of policies which are easy to understand by all stakeholders • Review the Snowdrop application and look for improved integration and utilisation of existing data Long Term Objective To have a reputation with our customers, staff and commissioners for efficiency and financial strength

14. Objective 3: Make our business stronger for the future (cont) Goal 9 Desired Outcomes Proposed Actions Goal 9 Achieved in 2012 • Footcare service launched in Community Services • Strategic plan submitted to Board and regulators • Contracts in most areas extended • Contract in place for new Saffron beds Maximise the opportunities in the market to develop and grow the business • Commissioners satisfaction and repeat business • Maintain contracts in VSH and community where desired • Grow community services by 30% • Increase in the number of private customers purchasing support and care in their own homes • Reduction in empty properties and care home rooms • Maintain occupancy of 95% in care homes • Increase the number of private care, support and CLS services in housing • Secure a sustainable contract to grow the turnover of the business by 10-20% • Sell all new flats in Saffron Gardens • Achieve a positive contribution from the acquisition of Woodland Court • Retender all current contracts and any new suitable business opportunities Long Term Objective To have a reputation with our customers, staff and commissioners for efficiency and financial strength

15. Objective 4: Create great communities to live, work and be in Goal 10 Achieved in 2012 • Asset Management plan created • Head office facilities opened: fully accessible • Improved access to all sites • Double rooms eliminated at Robinson House Goal 10 Desired Outcomes Proposed Actions Improve our properties in order to increase their sustainability • Fully accessible buildings • More attractive properties to let • Improved use of assistive technology to assist independence • Reduced energy usage • Reduced void levels • Complete the refurbishment of Orchard Court • Complete the refurbishment of Emmanuel Court Long Term Objective Our communities to be places that people enjoy being part of

16. Objective 4: Create great communities to live, work and be in Goal 11 Achieved in 2012 • Saffron build completed on time and budget Goal 11 Desired Outcomes Proposed Actions • All new housing to be built to Level 4 of the Code for Sustainable Homes all other buildings to BREEAM Eco Homes Excellent • A world class development of housing, care home and administrative offices: 1 site Build all new properties to a high standard which meets the needs of the customer • No new buildings planned for 2013/14 Goal 12 Achieved in 2012 • Kingswood shop renovated and CS offices established; testing high street presence Goal 12 Desired Outcomes Proposed Actions Make our communities great places to be • Minimal antisocial behaviour • Care home take on role as a hub facility for services • Zero tolerance to unacceptable behaviour • Create sustainable and cohesive communities • Older people in our local neighbourhood to join activities/ receive services from our sites • Achieve a positive contribution from the acquisition of Woodlands Court • Improve the Health and Safety of our residents and staff • Develop a programme to attain and retain volunteers that will enhance the lives of service users across the business Long Term Objective Our communities to be places that people enjoy being part of

17. Brunelcare Strategic Plan 2013-2016