Defining Your Offer Creating the Change for Self-directed Support using Self-directed 27 th September 2016 Support
Catherine Garrod Programme Officer Providers and Personalisation
Defining Your Offer • Consider how to clearly define your offer in a competitive market of social care. • Plan for sustainability of services, income generation and innovation. • Market your support to individuals through relationship marketing
Self-directed Support 10 year Strategy Now at half way point for 10 year Strategy for Self-directed Support for Scotland. • Phase 1 (2010-13) – 10 year Strategy published, draft legislation • Phase 2 (2013-16) – Legislation and Statutory Guidance • Phase 3 – (2016-2018) Ongoing Implementation Image: microsoft clipart
Self-directed Support Social Care (Self-directed Support) Act principles: • Greater choice and control over support • Outcomes based support • Involvement • Right to participate in in society • Treated with dignity
Defining Your Offer SDS Act (section 19) Places a legal duty on local authorities that they ‘must, in so far as reasonably practicable, promote: a) The availability of providers of support and b) The variety of support provided by it and other providers.'
Connecting Up At your tables, introduce yourself and in small groups: • Discuss what ‘Sustainability’ means for your organisation/service. • Write on a post-it note one or two words which define ‘Sustainability’.
Austen Smyth The Richmond Fellowship Scotland
Sustainability and SDS Conf Brief: Provider perspective on sustainability, income generation, coping with cuts???
Background to the Sustainability Q • Changing Lives in 2006 • Doing more of the same won't work. Increasing demand • Greater complexity and rising expectations mean that the current situation is not sustainable:
Aspirations • Healthy, Prosperous, Tolerant, Safe, Fair and Inclusive • National Health and Wellbeing Outcomes set in 2014 (JIB’s) • Gov aspirations – a commitment to CC • High comparative expenditure per person in Scotland compared to home countries:
Spend….2014
Forces in Play • Financial crisis – impacting 2008/9 – uplifts stopped • Austerity • Funding Cuts • Retendering • Framework • Package reductions – spot purchasing • Regulatory Oomph • Workforce registration
• Rising costs • Employment Tribunal Rulings • Pension auto-enrolment • NMW • Increased complexity of need • Packages reductions • Revenue slippage • Staff turn over/ retention/workforce recruitment • Agency Bills
Secret world of responses: • Terms and Conditions – sickness, pension, holiday, life assurance, • New posts- Assistants (skill mix is the phase), fixed salaries (no increments), • Restructuring – job losses/extend ratios • Growth • Service handback
• Things are generally getting harder: marked increase in low profit, low growth from 2015. • If historic trends are repeated, this pattern will continue. • Very few providers are posting significant profits: it seems that growth is an easier path to sustainability. • Fundraising – Rents – have been utilised • LHA – capping is coming – prepare for squeeze of accommodation
Sustainability • As a charity trustee, you are trusted to look after the charity’s assets and responsible for making sure that the charity fulfils its charitable purpose(s) . • As a Company Director … act in a way (s)he considers, in good faith, is most likely to promote the success of the company for the benefit of its members as a whole;
Going forward? • SLW – to go to £8.25 (daytime) - an increase of 10% • SO – to get to £7.20 is a 65% increase on top up model • SO – to get to £7.20 (not top up) is a 140% increase • SO to get to £8.25 is a 176% increase (no longer top up - which will be the case anyway by 19/20 due to NLW = £8.55) • Impact of Top up is that staff who do sleepover in essence start to lose benefit
Impact • Provider a – sees daytime costs go up by £2.3m • Provider a – sees night time costs go up by £2.7m • Provider a - sees on costs go up by £850K • Provider a – sees total costs go up by £5.85m • % increase on base frontline staff = 11% but need 9.5% on fee rate, after discounting non frontline staff • Differentials not included
Funding • So far – not close to costs • Some are better than others • More increases are on the way – SLW, NLW, Apprenticeship levy • Feels Like poker rather than brokering • Audit Scotland – Social Work in Scotland report – develop long term strategies – financial and workforce
Workforce • Ability to recruit and retain the best staff is a growing concern for the vast majority of the sector. • A problem beyond control? • The social care sector has always struggled to recruit and retain staff when unemployment is low. • If current national policies maintain a low level of unemployment and a rising NLW what are the longer term consequences for the care and support sector?
? and ? • What does sustainable look like • Is the culture fit to deliver sustainability Postcript: “Time is of the essence … further real cost increases are on the way”.
Defining Your Offer Stephen Finlayson The Thistle Foundation Image: microsoft clipart
Defining Your Offer for SDS Stephen Finlayson – Quality Improvement Manager 27 th September 2016
Aims (Aspirational) To provide you with an opportunity to: • Leave today with shining insight of how to define what you offer within SDS provision. • To offer a guru level crash course in marketing SDS provision. • And most importantly: – For you to tweet about how Thistle Foundation have got it all cracked (and how to donate).
Two CCPS events • Defining Your Offer for SDS • SDS, Risk & Criminal Justice • Unfortunately I know: – Nothing about criminal justice – Nothing about how your organisation should define it’s SDS offer.
Fortunately……………. • I do know a bit about: – Thistle’s approach to risk and SDS (you should come on 12 th October) – How Thistle are trying to approach SDS • So lets start again……….
Defining Our Offer for SDS Stephen Finlayson – Quality Improvement Manager 27 th September 2016
Aims (Aspirational) To provide you with an opportunity to: • Leave today with shining insight of how to define what you offer within SDS provision. • To offer a guru level crash course in marketing SDS provision. • And most importantly: – For you to tweet about how Thistle Foundation have got it all cracked (and how to donate).
Thistle’s background with SDS • Support approx. 100 people in own homes across central belt. • The big Edinburgh tender of 2009 – Large amount of people we support moving to DP’s. • Model for many years prior of highly individualised teams- only work with that individual. – Outcomes focus – not being achieved by shared support eg employment – This put us in good stead for SDS Act coming in • Attempts over many years to develop more transparent finance reporting to deliver meaningful budget information to individuals.
Our offer now • Very strong focus on Option 2 Individual Service Fund’s: • Edinburgh pilot 2014 • Renfrew redesign of services 2016 – Clear focus on use of budgets for what makes sense – not for simply service delivery. Very clear outcomes focus for budgets. • Particular focus on ISF’s for services deemed “challenging” – use budget to redesign or allow control to return to families. • Working with families – “The best single proxy for quality in my experience is how well are families involved” – Simon Duffy • Highly individualised recruitment: – All staff working to the individual – Getting better at negotiating the challenges of this! • Access to integrated services – Lifestyle management
Our, err, “marketing” • Please don’t tweet about this – our comms people may see it! • We do very little direct marketing around SDS. – No glossy brochures, little on website. Though we probably should! – Key “marketing” has been evaluation of pilots • Vast majority of new work has come through either: – Working with LA’s to do things differently – Investment in relationship with LA’s – credibility to try new ideas and ways of working. – More directly: • families who know each other and recommend.
Some things that interest me • Option 4: – Much of SDS will work best when supported by other elements. – Renfrew ISF’s – all Option 2 – mix of 2 & 3 may be better. – Easier to define and sustain a unique option if underpinned by these. – Eg – May be easier to use an individual budget very creatively if person also has solid option 3 core service. • SDS, austerity and ethics: – Legitimate approach to SDS to use budgets more efficiently for better outcomes. Legitimate offer to LA’s to try to do this. – But we all know realities of austerity and perceptions and/or realities of why budget decisions are made. – Huge challenge: • When to work with dwindling budgets “creatively” and when to walk away. • Does part of offer include advocacy role?
Stephen.Finlayson@thistle.org.uk www.thistle.org.uk
Recommend
More recommend
