Community Integrated CareA Changing organisation in a Changing

World

Graham BirkettRegional Director

Today…

• Who we are – a little about our history

• Where we were

• What we have done – and achieved

• The next stage – the Care Act

We’re a changing organisation…

Community Integrated Care

One of UK’s largest charities.

Support 5,000 people

Employ 5,000 staff

£104m

Learning disabilities, autism, mental health concerns and

age-related needs.

But it wasn’t always like this…

Just 3 ½ years, our charity was a very different place…

CIC… that’s

Community Integrated Care

• Tired services in need of modernisation

• A culture that lacked commerciality – just as the recession

and austerity were biting

• No growth for three years

• A culture that lacked customer focus – the people we

supported simply didn’t have the voice I believe in

• Estates and environment in need of improvement

So we introduced…The Big Change

Which includes what?

Growth – we’ve grown from £93m to £104m in 3 years

Culture – we restructured and creating a culture which is

‘commercial and caring’ – wholesale of change of personnel at

each level

Workforce – introducing systems that support the new

challenging agenda

And…

A massive focus on changing the balance of power to the people we support…

What we did and how we’re now supporting people so much better than before…

So we started by committing fully to Personalisation…

or as we call it…

Personalisation ….

Matching staff

Knowing person

Recruitment

Hours

Active and full,normal lives

Valued member ofsociety

4 Key Parts to the plan

10,000

4 Key Parts to the plan

Support Plans

10,000

4 Key Parts to the plan

Support Plans

10,000

More time for Managers

4 Key Parts to the plan

Support Plans

10,000

More time for Managers

Training

Person Centred Tools…

One Page-Profiles…

Matching support…

Communications Charts…

Also….we’re changing the balance of power…

The Voice...of the people we support

Driving up Quality (or ‘good’ to ‘great’)...

Ways we’re using the standards

• PUBLIC PLEDGES which are based on the standards

• New support planning documentation.

• PAID EMPLOYMENT to people who use our services

Oh and the thing we’re so proud of…

Meet our Peer Reviewers!

Do we meet the Quality of Life standards?

They are our REAL change makers!

• Training on values and attitudes

• Challenge our management teams

• Status & respect – paid employees

• They’ve opened eyes – rotas enhanced, support plans improved, inspired many people!

What’s the impact?

Shortlisted for the Putting People First Awardat upcoming Great British Care Awards!

Don’t take our word for it…

People we support speak for themselves…

(extracts from the reports…)

“They all shout too much and I get annoyed, I would like to have my own home.”…

“Although this is my own home I don’t know about a tenancy agreement and don’t have my own front door keys.”…

“It took me a while to settle in my new home, as the residential college that I came from didn’t give my new staff good information about how best to support me. ”

…

“I take a real pride in my appearance and love music, which I have an excellent ear for! Understanding the importance of my routine is vital to best support me”

…

“The staff that support me have a useful tool that charts when my behaviours are good and not so good. ”

…

The Care Act flies the flag for the Customer!

The Act puts the person with support needs at the centre

• Safeguarding is at the heart of social care = GOOD

• Personal budgets and greater choice = GOOD

• Greater awareness of consumer rights = GOOD

• Puts the spotlight on the sector = GOOD

• Duty to provide variety of provision and high quality services = GOOD (for good providers)

What does all this mean for Community Integrated Care?

Based on these themes…

• Traditional approaches more preventative support.

• Messaging for commissioners need to be able to demonstrate with real life examples how integration.

• Innovation is key assistive technology, new models of support and delivering more support at the preventative end of the pathway.

• Focussing on outcome-based commissioning must be able to demonstrate improvements in health and cost savings.

• Co-operation more than ever a duty on LA’s to work with providers

Based on these Themes…

• Key Account Management more important than ever working in close collaboration with LA’s, NHS and housing providers – honest and constructive discussions.

• Recognise the constraints and pressures LA’s are under and working with them to address these issues. Including proactive re-design of services – retain/ramp up quality but remove costs.

• Workforce planning the quality of our staff is critical to our success.

• Marketing storytelling /collection of positive stories critical.

• Brand promotion increasing commercialisation of the sector; brand more important than ever.

Our Response…

Our response so far…

• Developing an approach to provide careers not just jobs.

• Professionalising the role of our front-line leaders and increasing supernumerary time wherever we can.

• Developing services as community hubs wherever we can – so that the impact of the spend is much wider than the individual.

• Supporting commissioners to develop really forward-thinking support models and contracts that include payment by results.

• Enhancing our Key Account Management function.

Our response so far…

• Personalisation is embedded in the heart of our re-designed recruitment processes and training in these.

• Our OD strategy has the “Golden Thread” of Personalisation woven through every aspect of it.

• We are partnering with many other orgs. – innovating together and sharing leadership best practise and expertise.

• We are developing systems to be able to report on outcomes – for the individual - but also how our services impact positively in the wider community.

But it goes further…

We are making CSR a major focus too. We’re committed to:

• Recruiting from local communities;

• Giving staff space to get involved in community initiatives;

• Purchasing wisely, environmental commitment, volunteering;

• Local focus - meeting issues like youth unemployment;

• Creating community resources;

• Supporting economic regeneration and sustainability.

And its working…

Some final thoughts…

Our final thoughts…

• People they support are citizens, not tourists

• STARTS…being valued!

• Great support is built upon great relationships

• Support is about things that are important to people, not just important for them.

And now?

We have some way to go on our journey but we’re getting there…

Thank youAny questions?

Graham.birkett@c-i-c.co.uk@ComIntCare