Transcript Document
Strategic plan 2012-2014
Helping people make the most of their lives
Brunelcare Strategic plan: 2012-2014
Our vision, mission and values
Brunelcare is 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 housing, care and support for people in
the South West.
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.
Helping people make the most of their lives
Brunelcare Strategic plan: 2012-2014
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 educe
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.
Helping people make the most of their lives
Brunelcare Strategic plan: 2012-2014
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). One of our 4 homes have already achieved an
‘excellent’ rating by CQC and it is anticipated that the other 3 will have the same outcome following their impending
inspections. 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.
From an economic perspective, one of the key areas which we shall focus on over the coming year is the level of
care being provided at Glastonbury Care Home (currently providing both residential and nursing care) and the
viability of this continuing as the need for residential care is diminishing in line with the current government
objectives.
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, but we still aim to identify a site and build a new home in this three year
period.
Our dementia care champion for Brunelcare has been driving forward our ambition to provide world class dementia
care and as a result has secured the funding for an Admiral Nurse who will be providing support to our customers
and their carers. This role will be developed over the next 2 years in line with the requirements of the customer and
Local Authority. In addition, Glastonbury Care Home has already achieved a ‘Beacon’ status in the gold standard
“end of life” care and we aim to get this standard out throughout Brunelcare.
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 and will be looking to do something
similar at the new Saffron Gardens; this might require us to look at how we are able to provide services in different
ways. We will also be expecting to see some changes in Commissioning from PCT ‘s as their role is moved to GPs.
Helping people make the most of their lives
Brunelcare Strategic plan: 2012-2014
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. We anticipate that at least one or two of our properties are
likely to need rebuilding in the next five years to ensure that they are fit for purpose (though we do not expect to have
started this before 2014). This is at a time when the amount of grant available for new developments is very low, and it is
highly likely that we shall need to build a mixed tenure development. However, we shall endeavour 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.
Within the Property team we have recruited key staff, introduced a new way of working in repairs, renegotiated better
terms for larger contracts and have a strong focus on compliance. We are in the process of carrying out a stock condition
survey, which will lead to a detailed 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.
Helping people make the most of their lives
Brunelcare Strategic plan: 2012-2014
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
CUSTOMERS
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
BUSINESS
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
Helping people make the most of their lives
Objective 1: Deliver great service that meets the needs of our customers
Goal 1 Achieved in 2011
Produced a tenant lead
annual report for 2011
Set up mystery shopping
Question of the month
introduced in Housing
Completed service
reviews with all residents
and relatives in Care
Homes
Market research
completed in Community
Services; New services
developed as a result
Goal 1
Long Term Objective
To be viewed by all
stakeholders to be a
provider of choice
evidenced by high
satisfaction and growth
Proposed Actions
• Better
A range of methods in
place to find out what
our customers want
and a system to use
findings to drive
business improvement
tailoring of our
services to meet
customer priorities
• Clients able to
influence priorities and
scrutinise performance
Tenant scrutiny and self assessment in
place
• Improving
satisfaction with how
they are informed
Carry out VIPS quality audits across all
services and complete associated and
agreed actions
Increase the effectiveness and
professionalism of quarterly site meetings
in housing
•A provider of choice
for commissioners and
individuals
Goal 2 Achieved in 2011
Housing performance
management framework
in place
Desired Outcomes
Goal 2
Housing Services
which are highly
regarded by tenants,
leaseholders and
regulators
Desired Outcomes
Proposed Actions
• 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
Repairs project mainstreamed and plan to
address other areas of Property – planned,
cyclical, voids etc
Implement the Community Services
support plan for all tenants in housing who
receive support
• All regulatory
standards met
Helping people make the most of their lives
Objective 1: Deliver great service that meets the needs of our customers
Goal 3 Achieved in 2011
Complied with all CQC
regulations with clear
evidence
Reduced hospital
admissions from all Care
Homes through much
improved end of life care
Home from hospital, CHC
and community wards
services in N Somerset,
Launch of helping hands
service in Gloucestershire
Design and
implementation of
reablement service in S
Glos.
Long Term Objective
Goal 3
Care services which
are recognised by
clients, relatives,
commissioners and
employees as being
innovative and
sustainable
Desired Outcomes
• 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”
Proposed Actions
Develop system to reassure on quality of
care in the absence of CQC and TSA
regulatory inspections
To introduce outcome focussed care plans
for all new residents and 50% of existing
residents
Introduce the Admiral Nurse Service to
support the organisation
Implement the Productive Care System
(PCS) in all homes
Roll out support plans and risk
assessments across Community Services
ensuring evidence of CQC compliance
Complete mock CQC inspections across all
registered services and carry out
associated actions
To be viewed by all
stakeholders to be a
provider of choice
evidenced by high
satisfaction and growth
Helping people make the most of their lives
Objective 2: Enable our staff to be all that they can for
customers
Goal 4 Achieved in 2011
Goal 4
Brunelcare Online
Assessment Tool
launched
Launched an
Apprenticeship scheme
Recruited key Property
staff
The ability to attract
the right people to
work for us
Goal 5
Goal 5 Achieved in 2011
A smooth transition for
the new Finance Director
Middle Managers training
program commenced
Introduced 360° feedback
and L&D plans for
several managers
Knowing you matter
dementia training in CS
Awaydays for staff in CS
to develop customer
service, selling and
outcome focused skills
Presentations to all staff
in CS to gauge interest in
developing skills to offer
new services
Long Term Objective
To be rated as an
extraordinary company to
work for by our
employees
Develop staff to have
the right skills and
behaviour
Desired Outcomes
Proposed Actions
• High quality
appointments
Have in place an effective and efficient
recruitment process
•. Become an
employer of choice
Appoint and support new IS Manager
Desired Outcomes
• Demonstrable value for
money of training
Proposed Actions
•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
Continue move towards a performance
culture
Pilot ‘Productive Care Home’ in 1 Care
Home (Robinson House) to enable the
home to be;
*More person-centred – not task
focused
*To review / change current
systems in place
* To enable staff to have more time
with residents
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
Prepare to changes in the Benefits system
– Universal Credits and Welfare Reform
Review and make more effective the
Performance Management of staff
Review E & D training for staff and trustees
Helping people make the most of their lives
Objective 2: Enable our staff to be all that they can for
customers
Goal 6 Achieved in 2011
Goal 6
Successful staff
conference
Staff council reviewed
and changes started
Training on performance
management for
managers
Manage staff in a way
which keeps the right
staff
Desired Outcomes
• 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
Proposed Actions
Agree pension arrangements from April
2013
Improve competency of Managers to
manage staff and the business
Achieve the Objectives set by the
Equality and Diversity steering group
Continue to develop the effectiveness of
the Staff Council
Undertake a disability staff audit
•Reduction in
sickness/absence
Long Term Objective
To be rated as an
extraordinary company to
work for by our
employees
Helping people make the most of their lives
Objective 3: Make our business stronger for the future
Goal 7 Achieved in 2011
Commenced
implementation of
component accounting
Restructured the
Catering services
Completed a strategic
business review of VSH
Undertook review of
repairs and maintenance
Achieved budget
Renegotiated contracts
for supply of water,
energy, printers,
insurance and phones
Cost reduction action
plan; resulting in £90k
savings
Great improvements in
LA relationships resulted
in increasing business
Goal 7
Improve the
efficiency of the
organisation and
create more funds
for future business
development
Desired Outcomes
• Successfully manage
the business through
the current economic
crisis
Proposed Actions
Review the on-call arrangements for the company
Investigate and submit Business Plan fro
Glastonbury Care Home to become all Nursing
care
•Clear evidence of
savings
Maximise Net contribution through ensuring that
all parts of the business deliver value for money
• Funds available for
future developments
CS to work with system thinking principles to
review systems and thinking resulting in improved
value for money for customers
•Maintain quality of
services delivered
Long Term Objective
To have a reputation with
our customers, staff and
commissioners for
efficiency and financial
strength
Helping people make the most of their lives
Objective 3: Make our business stronger for the future
Goal 8 Achieved in 2011
Completed the internal
audit on Governance
Recruited a new Trustee
Sun accounting system
enhanced
Reviewed the care
planning system in the
Care Homes and
Community Services
New HR system
developed “Snowdrop"
and implemented
Introduced new
computerised medication
dispensing in Care
Homes
Improved the way we
managed voids
Rent arrears down by
25%
Goal 8
Business processes
and information
systems which are
capable of actively
supporting our
employees to meet the
needs of customers
Desired Outcomes
•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
Proposed Actions
Use the systems thinking methodology to
review CS systems to improve service to
the staff and clients
Implement improved customer records in
Housing and information flows between
teams and departments
Further integrate and implement the
Snowdrop system
Rollout of “Collect” across organisation as
improved debt management
Establish DD as preferred payment method
for all customers: 90% cash collected
electronically
Rollout Microsoft 2010 across organisation
Establish electronic archiving system
Install and operate new Fixed Asset system
Implement the recommendations of the
hearing audit
Develop a suite of measures to enable us to
identify areas where we may need to invest
some effort to ensure that we meet the
needs of individual customers and staff
Long Term Objective
To have a reputation with
our customers, staff and
commissioners for
efficiency and financial
strength
Helping people make the most of their lives
Objective 3: Make our business stronger for the future (cont)
Goal 9 Achieved in 2011
Maintained strong
relationships with all
commissioners
Promotional DVD
completed and circulated
Won Reablement pilot in
South Gloucestershire
Competitor analysis and
marketing and advertising
progress in CS
Cs new services – home
from hospital, CHC,
community wards and
helping hands.
Goal 9
Maximise the
opportunities in the
market to develop and
grow the business
Desired Outcomes
• 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
Long Term Objective
To have a reputation with
our customers, staff and
commissioners for
efficiency and financial
strength
•Increase the number
of private care,
support and CLS
services in housing
Proposed Actions
Fill the new beds in Saffron by the end of
March 2013
All flats at Saffron either sold, shared
ownership or rented by March 2013
Secure a sustainable contract to grow the
turnover of the business by 20%
Retender all current contracts and any new
suitable business opportunities
Retain contracts for VSH in Bristol (from
June 2012)
Retain contracts for SP in Sheltered
Housing from March 2013
Increase the % of private and non-LA reliant
customers receiving care and support in
housing
Quantify capital requirements of the
organisation in order to deliver 5 year
growth plan
Review recruitment/advertising options to
increase current business in CS
Launch footcare service in CS
Helping people make the most of their lives
Objective 4: Create great communities to live, work and be in
Goal 10 Achieved in 2011
Goal 10
Redeveloped Robinson
House to remove all
double rooms and
increase the number of
beds available for use by
residents
Improve our properties
in order to increase
their sustainability
Desired Outcomes
• Elimination of double
rooms in Robinson
House and decrease
of energy usage
•Fully accessible
buildings
• More attractive
properties to let
Proposed Actions
Move Head Office
Create an asset management plan in order
to improve the housing stock
Ensure that the facilities in head office are
fully accessible
Develop, with residents, an accessibility
plan for all housing properties
• Improved use of
assistive technology to
assist independence
• Reduced energy
usage
• Reduced void levels
Long Term Objective
Our communities to be
places that people enjoy
being part of
Helping people make the most of their lives
Objective 4: Create great communities to live, work and be in
Goal 11 Achieved in 2011
Goal 11
Commenced
development of the
Saffron site to provide a
world class centre for
Dementia care by Q4
2012
Build all new
properties to a high
standard which meets
the needs of the
customer
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
Complete the Saffron build and
refurbishment of the Court
• A world class
development of housing,
care home and
administrative offices: 1
site
Goal 12
Goal 12 Achieved in 2011
Demonstrated
compliance with all CQC
and H&S requirements
Introduced new approach
to neighborhoods/site
management
Active Equality and
Diversity steering group
Long Term Objective
Our communities to be
places that people enjoy
being part of
Make our communities
great places to be
Desired Outcomes
Proposed Actions
• Minimal antisocial
behaviour
•Care home take on
role as a hub facility
for services
Improve the residents well-being with
meaningful activity through a Creativity
project
• Zero tolerance to
unacceptable
behaviour
Redevelopment and renovation of
Kingswood shop to office and test
retail/high street presence
Improve Health and Safety of our staff and
residents
Ensure that changes made to properties to
meet individual needs do not disadvantage
others.
•Create sustainable
and cohesive
communities
• Older people in our
local neighbourhood
to join activities/
receive services from
our sites
Helping people make the most of their lives