Strategic plan 2012-2014

1. Strategic plan 2012-2014

2. Brunelcare Strategic plan: 2012-2014Our 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 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.

3. Brunelcare Strategic plan: 2012-2014An 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.

4. Brunelcare Strategic plan: 2012-2014An 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.

5. Brunelcare Strategic plan: 2012-2014An 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.

6. Brunelcare Strategic plan: 2012-2014Overarching 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

7. 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 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 A range of methods in place to find out what our customers want and a system to use findings to drive business improvement • Tenant scrutiny and self assessment in place • 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 Goal 2 Achieved in 2011 • Housing performance management framework in place 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 • 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 Long Term Objective To be viewed by all stakeholders to be a provider of choice evidenced by high satisfaction and growth

8. Objective 1: Deliver great service that meets the needs of our customers Goal 3 Desired Outcomes Proposed Actions 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. 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” • 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 Long Term Objective To be viewed by all stakeholders to be a provider of choice evidenced by high satisfaction and growth

9. Objective 2: Enable our staff to be all that they can for customers Goal 4 Achieved in 2011 • Brunelcare Online Assessment Tool launched • Launched an Apprenticeship scheme • Recruited key Property staff Goal 4 Desired Outcomes Proposed Actions • Have in place an effective and efficient recruitment process • Appoint and support new IS Manager 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 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 • 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 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

10. Objective 2: Enable our staff to be all that they can for customers Goal 6 Achieved in 2011 • Successful staff conference • Staff council reviewed and changes started • Training on performance management for managers 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 • 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 Long Term Objective To be rated as an extraordinary company to work for by our employees

11. 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 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 • Review the on-call arrangements for the company • Investigate and submit Business Plan fro Glastonbury Care Home to become all Nursing care • Maximise Net contribution through ensuring that all parts of the business deliver value for money • CS to work with system thinking principles to review systems and thinking resulting in improved value for money for customers Long Term Objective To have a reputation with our customers, staff and commissioners for efficiency and financial strength

12. Objective 3: Make our business stronger for the future Goal 8 Desired Outcomes Proposed Actions 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% 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 • 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

13. Objective 3: Make our business stronger for the future (cont) Goal 9 Desired Outcomes Proposed Actions 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. 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 • 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 Long Term Objective To have a reputation with our customers, staff and commissioners for efficiency and financial strength

14. Objective 4: Create great communities to live, work and be in Goal 10 Achieved in 2011 • Redeveloped Robinson House to remove all double rooms and increase the number of beds available for use by residents Goal 10 Desired Outcomes Proposed Actions Improve our properties in order to increase their sustainability • Elimination of double rooms in Robinson House and decrease of energy usage • Fully accessible buildings • More attractive properties to let • Improved use of assistive technology to assist independence • Reduced energy usage • Reduced void levels • 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 Long Term Objective Our communities to be places that people enjoy being part of

15. Objective 4: Create great communities to live, work and be in Goal 11 Achieved in 2011 • Commenced development of the Saffron site to provide a world class centre for Dementia care by Q4 2012 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 • Complete the Saffron build and refurbishment of the Court Goal 12 Desired Outcomes Proposed Actions 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 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 • Improve the residents well-being with meaningful activity through a Creativity project • 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. Long Term Objective Our communities to be places that people enjoy being part of