Strategic Plan

Transcription

1 Strategic Plan This Strategic Plan was designed in-house by Age Concern Norfolk All Age Concern Norfolk publications are available in alternative formats Age Concern Norfolk, 300 St Faith s Road, Old Catton, Norwich, Norfolk NR6 7BJ T F E acn@acnorfolk.org.uk Registered Charity No: Charitable company limited by guarantee Registered in England Working with older people in Norfolk to make more of later life

2 Contents Foreword 3 Introduction: 4 The benefit we bring to older people 4 Our Mission, Values and Guiding Principles 6 Setting a clear strategic direction 7 Our strategic development plan taking us to 2014: 8 What we want to achieve for older people 8 and their carers Securing resources and developing the 10 organisation Learning and development 11 Our Strategic Objectives for Financial summary 24 Appendices: Appendix A: Organisational Structure Appendix B: Norfolk Council on Ageing 2

3 Appendices Appendix B Foreword Norfolk Council on Ageing The Norfolk Council on Ageing is the membership body of Age Concern Norfolk. There are 27 member organisations which have an interest in issues relating to ageing and older people. It also includes subscribers, the honorary officers of the charity and co-opted individuals. Member Organisations: Age Concern Broadland Age Concern Great Yarmouth Age Concern North Norfolk Age Concern North Norfolk East Age Concern North Norfolk West Age Concern Norwich Age Concern Swaffham and District Age Concern Thetford and District Age Concern West Norfolk District Alzheimer s Society Norfolk Area British Red Cross Norfolk Branch Civil Service Pensioners Alliance Crossroads Norfolk and Norwich Pensioners Association Norfolk Coalition of Disabled People Norfolk County Association of Parish and Town Councils Norfolk County Council Adult Social Services Committee Norfolk County Council UNISON Branch (Retired Members Section) Norfolk Deaf Association Norfolk Federation of Women s Institutes Norfolk Health Sector Norfolk Local Government Association Norfolk Older People s Forum Norfolk Rural Community Council St John Ambulance Norfolk Branch The Pension Service WRVS (Women s Royal Voluntary Service) Norfolk Branch Welcome to our strategic plan for Building on our mission, values and guiding principles, our strategic plan sets out our key objectives and priorities for the coming year as well as our longer term plans for development. The scale of success in meeting the objectives and priorities we set ourselves last year could not have been achieved without enormous dedication and commitment from our staff and volunteer team. Last year staff, managers and Trustees developed a five year rolling strategic planning process. The plan, our strategic response to a changing environment; anticipated changes in commissioning, social care and not least changing expectations of older people, provides us with a clear direction for development for this coming year. Our strategic objectives and priorities for demonstrate our commitment to securing the resources and building our capacity to respond effectively to these changes. Alan MacKim Chairman Hilary MacDonald Chief Executive 26 3

4 Introduction Appendices Introduction: the benefit we bring to older people Appendix A Organisational Structure Norfolk Council on Ageing Board of Trustees Our first 61 years Age Concern Norfolk was established in 1947 as Norfolk Old People s Welfare Committee. It grew as an organisation out of the many clubs and groups organised for and run by older people throughout the county. Working with older people in their own communities and ensuring their voice is heard whether directly through campaigning and advocacy or indirectly through information and advice remains a core part of what we do. Over the sixty one years since its inception Age Concern Norfolk has substantially increased the range of services offered to older people and their carers. In addition to information, advocacy and advice, campaigning and consultation, we provide: Senior Management Team County Management Team Short stay residential respite Reablement Laundry Bathing Mobile meals Outreach, providing people with advice and support in claiming benefits Help with obtaining funding for respite and one-off items Day services Reminiscence and life story books Community development Telephone-based social activities IT training One-to-one support enabling people to continue with their daily activities Staff and Volunteer Teams Team Structure Chief Executive s Office Finance and Administration Human Resources and Training Development and Operations On 1 April 2000 Age Concern Norfolk became a charitable company limited by guarantee. - Finance - Information and Administration - Fundraising - Marketing - ICT - Great House training centre - Human Resources and Training - Advice and Advocacy - Community Development - Community Support 4 25

5 Projected costs Introduction Financial summary Expenditure by Strategic Objective Outturn 2007/ Revised Budget 2008/ Budget 2009/ Plan 2010/ Plan 2011/ Plan 2012/ Plan 2013/ Working together As a founder member of the national Age Concern federation bringing together Age Concerns across the country, we work closely with other Age Concerns in Norfolk. Age Concern Norfolk also provides infrastructure support to other older people s organisations, groups and clubs across the county and is a member of the Norfolk Voluntary and Community Sector (VCS) Infrastructure Consortium. Advising and Informing (SO1) Supporting and Enabling 2, , , , , , ,329.5 (SO2) Listening, Consulting and Involving (SO3) Training and Development (SO4) Organisational (SO5) Less Management Charge (430.5) (379.0) (489.7) (533.4) (544.1) (555.0) (566.1) (inc above) Gross Expenditure 2, , , , , , ,844.5 Funded by: Voluntary Income Donations & Gifts Legacies Activities for Generating Funds Fundraising Investment Income Interest Receivable Income Resources from Charitable Activities Goods & Services Service Contracts Grants Ancillary Income , , , , , , , Other Incoming Resources Age Concern Sustainability Across Norfolk Gross Income 2, , , , , , ,849.6 Surplus/(Deficit) for the year (78.5) (69.5) (40.8) (27.0) (13.4) 5.1 Partnership has always been a key element to our work. Our Norfolk Council on Ageing brings together a large number of organisations working with and for older people. We also work in close partnership with Norfolk County Council Adult Social Services and Norfolk Learning Difficulties Service. Striving for excellence We currently hold Investors in People, Quality Counts (Age Concern national federation quality mark) and are members of the Fundraising Standards Board. We are currently working towards ISO 9001 and full compliance with Good Governance: A Code for the Voluntary and Community Sector. Governance Our Board of Trustees brings a wide range of skills and experience to the governance of the organisation, including business, accounting, media, health governance and social care management. Our staff and management team A dedicated and committed team of 150 staff and 220 volunteers enable us to provide the wide range of support to older people listed above. Our County Management Team comprises of four senior managers, five development managers and two community support centre managers. The Senior Management Team, working closely with the Board of Trustees, is responsible for ensuring the strategic direction of the charity and the areas of work reflected in our organisational structure: development and operations, finance and administration, human resources and training and the chief executive s office (see Appendix A). Norfolk Council on Ageing The Norfolk Council on Ageing (NCoA) constitutes our membership and comprises 27 organisations either working with or for older people and six co-opted individual members with an interest in older people s services (see Appendix B for a membership list). Many of the members are older people. The NCoA meets five times a year and provides a forum for discussion on issues affecting the lives of older people in Norfolk. 24 5

6 6 Our Mission, Values and Guiding Principles Introduction Mission: To promote the well-being of all older people throughout the county of Norfolk and to help make later life a fulfilling and enjoyable experience. Values: Enabling Influential Dynamic Caring Expert Values: Our values shape the work we do, both as a member of the Age Concern federation and as an individual organisation. Our five values have the following meanings: Enabling We assist older people to live independently and exercise choice Influential We draw strength from the voices of older people and ensure those voices are heard Dynamic We are innovative and driven by results and constantly deliver for older people Caring We are passionate about what we do and care about each individual Expert We are authoritative, trusted and quality orientated Guiding Principles: These five principles underpin all the work that we do: Ageism is unacceptable Age Concern is against all forms of age discrimination and challenges unfair treatment on the basis of age. All people have the right to make decisions about their lives Age Concern helps older people to discover and exercise their rights. People less able to help themselves should be offered support Age Concern seeks to support older people to live their lives with dignity. Diversity is valued in all we do Age Concern recognises the diversity of older people and their different needs, choices, cultures and values. It is only through working together that Age Concern can use its local, countywide, regional and national presence to the greatest effect P17 March 2010 Head of Human Review the current absence management policy and procedures. Resources and Implement a well-being policy and procedure. Training Monitor the levels and reasons for absence taking action where necessary. Implement Health and Safety Executive s Management Standards. P18 March 2010 Senior Develop a forum for staff and volunteer representatives to share ideas and best Management practice. Team P19 March 2010 Head of Finance Continue the replacement of computers and old style (CRT) monitors with flat screen and (LCD) monitors and install a new data safe. Administration Secure externally managed services to enhance current internal ICT support. Enhance the document management system and accounts package to allow a workflow to electronically authorise invoices for payment. Continue to develop the accounts package and Crystal reports. P20 March 2010 Chief Develop a funding and marketing strategy that a) takes account of the transformation Executive of adult social care and future changes in the way services will be commissioned; b) identifies ways that the organisation can increase independent income; c) enables the organisation to support a range of preventative services that meet the needs of older people and their carers. Introduce a fully integrated method of assessing and recording the impact of all our services and the distinctive value they bring. Continue to develop and maintain strong partnership and collaborative ways of working to meet the challenges and opportunities of the current environment. Ensure that commissioned services achieve a break even position. Continue to ensure robust governance and management. Continue to monitor, maintain and develop quality throughout the organisation. Continue to develop roles and responsibilities of the Health and Safety Committee. 23

7 22 Organisational Strategic Objective (SO5): To continue to run a proactive, responsive and progressive organisation that is able to fulfil all of the strategic objectives. Our priorities for achieving this objective will be to: P16 Develop and implement a recruitment strategy to select, recruit and retain a high quality staff and volunteer team. P17 Develop and implement a well-being strategy for all staff and volunteers to reduce absence and maintain a work-life balance. P18 Provide opportunities to all staff and volunteers to be involved in planning and decision-making processes. P19 Develop and maintain integrated computer network and reporting systems (including hardware and software) that meet the needs of the organisation. P20 Develop capacity and performance to meet the new operating environment. Financial Implications: 5,800 of independent funding was secured during 2008/2009 for new computers and LCD flat screen monitors. Approximate cost of replacement equipment for a managed service to enhance computer support is 4,000. Implementation: Priorities Timescale Lead Key activities P16 March 2010 Head of Human Review, revise and implement robust recruitment procedures. Resources and Carry out recruitment campaigns throughout Norfolk. Training Continue to develop the in-house staff bank. Engage with local schools and colleges to promote career opportunities. Setting a clear strategic direction Introduction The strategic direction of the charity was set out last year with involvement of staff, managers, volunteers and Trustees. Our objectives and priorities were developed over six months beginning with a planning event held in June 2008 to assist in developing an outcomes framework for our work. Our objectives and priorities are a key tool for Trustees, managers, staff and volunteers in ensuring the mission of Age Concern Norfolk is fulfilled. They are used at appraisals to identify objectives for management and staff and at appraisal review and support and supervision sessions to monitor our performance. Every year our development plan will be used as the start point for devising our priorities for the coming year and will also be used to inform our partners, commissioners and potential funders. Our strategic plan reflects anticipated changes in our operating environment and sets a clear strategic direction for the organisation. We will continue to respond to external changes and developments mindful of the changing needs of older people and will revisit and update our plan each year. 7

8 8 Our strategic development plan taking us to 2014 What we want to achieve for older people and their carers The transformation of adult social care, the anticipated increased take-up of Direct Payments and roll out of Personal Budgets together with new tendering requirements will bring challenges and opportunities for us as voluntary sector public service providers. Our strategic development plan set out over the next four pages demonstrates our commitment to meeting those challenges and also our determination to identify opportunities to continue to do what we do best - developing our services to bring about maximum benefit to older people throughout the county. By 2014 we want to be able to demonstrate: Older people receiving Personal Budgets and Direct Payments will be supported in making choices that suit their needs. Older people and their carers will benefit from our continued efforts to improve and develop specialist information, advice and advocacy. Self-funders and those who do not meet social services criteria will be better informed and supported. Older people will benefit from increased opportunities of referral and signposting to other services. Older people s clubs and groups will continue to thrive and develop for the benefit of their local communities. Strategic Development Plan Older people provided with a range of opportunities and pathways for engagement. Older people provided with greater support and increased opportunities to campaign and exert influence over matters that affect their lives. Older people provided with a range of opportunities for social interaction and activity. Older people provided with quality respite and reablement services that meet their needs. Older people with dementia and their carers able to access a range of support services. Older people with functional mental health problems able to access a range of support services. P13 March 2010 Head of Human Undertake a job evaluation for each role. Resources and Review current pay structures against the external market. Training Make recommendations for revised grading structure. P14 March 2010 Head of Human Carry out a review of current induction programmes. Resources and Devise and implement a core programme that provides enhanced awareness and Training understanding of the activities and services provided across the organisation that benefit older people and their carers and meet quality standards and legislation. Devise and implement induction training for line managers on the provision of support for staff and volunteers during their first three months. Review, revise and implement induction policy and procedures. P15 March 2010 Head of Human Provide excellent customer service to external and internal customers. Resources and Achieve an occupancy level of 80%. Training 21

9 20 Training and Development Strategic Objective (SO4): To provide training and development to all staff, Trustees and volunteers based on the needs of the individual and the organisation. Our priorities for achieving this objective will be to: P12 Develop and implement a learning and development strategy to identify needs for each role. P13 Develop and implement a reward strategy to ensure the organisation has a skilled, competent, motivated and committed workforce. P14 Review and develop core induction programmes throughout the organisation for staff and volunteers. P15 Continue to provide a training and development centre of excellence to internal and external customers. Financial Implications: 3,000 has been budgeted for the replacement of furniture for the Great House training centre. Implementation: Priorities Timescale Lead Key activities P12 March 2010 Head of Human Review, revise and implement learning and development policy and procedures. Resources and Develop a management training programme. Training Develop specialist training for specific roles. Develop personal training and development plans for each role. Identify learning and development programmes for identified staff to support career pathways and succession planning. We will achieve this by: Advising and Informing Investigating feasibility of undertaking a navigator role to support older people receiving Direct Payments and Personal Budgets. Embedding holistic approaches within our work to facilitate greater opportunities for referral and signposting to other services. Investigating feasibility of specialist housing advice. Identifying and collaborating with partner organisations to develop brokerage services. Investigating feasibility of developing a fee based Care Home Finder Service. Investigating developing a financial advocacy service for carers, older people with functional mental health problems and older people with learning difficulties. Supporting and Enabling Using the opportunity provided by the changing commissioning environment to develop our Community Support Centres (CSCs) to offer wide ranging quality services attractive to all customers. Developing in-reach and outreach services for local communities within the framework of our marketing and funding strategies. Developing quality assurance methods to increase participation of all people who come into contact with Age Concern Norfolk services and ensure those methods feed into nationally recognised quality assurance standards (i.e. Investors in People, Commission for Social Care Inspection, ISO 9001). Developing quality day opportunities attractive to all purchasers. Developing and implementing a strategy for older people with functional and organic mental health conditions. Reviewing current person-centred services and creating a measurable outcomes framework to assist in demonstrating the effectiveness of the support we provide. Creating opportunities for innovation and identifying new services in conjunction with developing funding opportunities and staff expertise. Building and strengthening new and existing partnerships to create future development opportunities. Listening, Consulting and Involving Strategic Development Plan Supporting the active engagement of older people and their carers. Supporting voluntary day centres to prepare for new commissioning arrangements and national minimum standards. Developing campaigning and consultation across the county. Developing our research capacity. Continuing to develop the Age Concern in Norfolk Forum and ways in which we can work more collaboratively together. Continuing to develop the support we can provide to older people s clubs and groups. 9

10 10 Securing resources and developing the organisation To be able to respond effectively to the needs of older people and the changes in our operating environment set out in the previous pages we need to continue to take steps to increase our independent charitable income and develop a strong organisation with a flexible and committed staff team. Key actions we will need to take by 2014 to increase independent income: Develop a sound fundraising policy Seek more income from grant making trusts Seek regular giving Increase corporate donations and future legacies Seek business sponsorship Key actions we will need to take by 2014 to develop the organisation: Increase business representation on the Board of Trustees Continue to develop IT systems across the organisation Provide staff and volunteers with the necessary IT skills to carry out their role Investigate ways we can demonstrate quality and the distinctive value we bring when tendering and negotiating contracts Strategic Development Plan Monitor fundraising events Create an ethical Endowment Fund with ethical investments Review unit costs Raise funds for a marketing strategy Investigate social enterprise to meet the needs of older people Provide learning and development opportunities for staff and volunteers to enable them to respond to the new environment Develop a management programme Develop in-house agency to reduce costs and improve efficiency Develop our current volunteer base Review and develop the way we promote our services P10 March 2011 Head of Continue to develop an outcomes focus to planning and evaluation of current and Development future work. (second of and Operations Provide opportunities that support staff to develop necessary skills to facilitate three-year participation of older people. programme) Provide older people and their carers with a range of opportunities for involvement in planning, delivering and evaluating our services. P11 March 2012 Development Identify and review current pathways of engagement with older people across the Manager - county. (three-year Community Establish ways of engaging with older people who are housebound and those who programme) Development are socially isolated. Establish contact with community groups representing minority and marginalised groups. Increase staff awareness across the organisation of marginalised groups and their needs. Work with minority and marginalised groups to identify and meet any unmet needs of older people and find ways that those needs can be met. Enable older people from minority and marginalised groups to participate in consultations and campaigns. 19

11 18 Listening, Consulting and Involving Strategic Objective (SO3): To enable older people to be involved in all that we do thus giving them a strong voice and influence in social policy, campaigning and consultation. Our priorities for achieving this objective will be to: P9 Develop opportunities for older people to advise the social policy and campaigning work of Age Concern Norfolk, facilitating the involvement of older people and their carers in consultations ensuring their views and concerns are at the centre of local policy and service development. P10 Create an environment that facilitates the ongoing involvement of people who use our services in planning, delivering and developing those services ensuring they are fit for purpose and relevant to current life styles and expectations. P11 Review and develop our current pathways of engagement with older people, developing links with older people from black and ethnic groups, people who are housebound and socially isolated and other seldom heard minority groups such as travellers, gipsies and migrant workers. Financial Implications: The cost of this strategic objective will be funded from independent income. 18,500 has been secured for Priority 11. Implementation: Priorities Timescale Lead Key activities P9 March 2010 Development Develop ways of enabling older people to make their views known in campaigns. Manager - Identify new ways for older people to influence the social policy work of Age Concern Community Norfolk. Development Increase the number of older people participating in consultations. Increase the capacity of Age Concern Norfolk to campaign. Learning and development Age Concern Norfolk is committed to providing learning and development opportunities to all its staff, Trustees and volunteers. In order to meet the challenges ahead and to drive forward the changes we need to make, our staff and volunteer team must have the relevant knowledge and skills. Work to meet our strategic objectives will be underpinned by a range of learning and development activities, including job shadowing, short day courses and formal qualifications. Raising awareness To be able to advise and inform older people as well as their families and carers, our staff and volunteer team will need to be aware of the range of services that are available and how these can be accessed. They will also need to know how they can make full use of the resources the organisation holds and how they can play an active part in the promotion of services. This will be achieved by providing opportunities to undertake job shadowing, attend workshops, formal courses and meetings. For new staff we will a provide a broad based induction programme that will include visits to other Age Concern Norfolk sites. Sharing knowledge and expertise To be able to support and enable older people to maintain independence and wellbeing our staff and volunteer team will need knowledge and understanding of the changes occurring within social care, including initiatives relating to self directed support. We will also need to build and develop skills in partnership working, tendering and research. This will be achieved by induction training, sharing expertise and cascading information gained by attending formal and informal courses. Listening, consulting and involving older people is key to our work. Staff and volunteers will need knowledge of social policy issues and be able to facilitate the engagement and involvement of older people. Developing management skills Strategic Development Plan Management training over the next year will include recruitment, induction, performance management, change management and leadership. Our management team will need to establish an outcomes framework throughout the organisation and will need to develop skills in monitoring, recording and evaluating the difference we make to people s lives. Our staff and volunteer team are our most important resource and we are committed to supporting them to carry out their role in the best possible way. 11

12 12 My volunteer has made an enormous difference to my life. I don t know where I d be without her. This is the second time I have contacted Age Concern Norfolk. I have always found a compassionate ear and sound information. Thank you for being there. Active Together service user Telephone Help Line caller Thank you for giving me the opportunity to have my voice heard; too often we do not get the chance to speak directly to those that make decisions. Member of our Campaigning and Consultation Database P5 March 2010 Head of Identify and develop ways of involving older people in re-designing and improving the Development services provided. and Operations Develop opportunities for social activity and interaction that meet individual needs. Introduce a revised care planning system. Increase knowledge and understanding of national standards and guidelines relating to the provision of community support services. Embed principles relating to privacy and dignity in all the work that we do. P6 March 2011 County Increase our knowledge of the needs of older people within the local community. Management Increase our knowledge and awareness of cultural diversity and values. (year two of Team Investigate and develop ways of supporting older people to maintain and improve three-year their health and well-being through a range of opportunities and activities. programme) Investigate the potential for our CSCs to develop specialist day opportunities that also meet high level support needs. Provide a welcoming and safe environment. Measure the effectiveness of the service we currently provide. P7 March 2011 Development Support and maintain older people s clubs and groups by the provision of good Manager - quality information and guidance. (year two of Community Improve communication with older people s clubs and groups. three-year Development Provide support to voluntary day centres and lunch clubs in responding to the new programme) commissioning environment. Support and enable voluntary day centres and lunch clubs to meet quality standards, strengthen governance and to review and develop policies and procedures. P8 March 2013 Head of Identify new ways of meeting needs of older people through outreach services. Development Investigate the possibility of developing social enterprises to meet those needs. (year two of and Operations 17 five-year programme)

13 16 Supporting and Enabling Strategic Objective (SO2): To enable older people to have independence and well-being through a choice of social and community opportunities and support services helping them to make the most of later life. Our priorities for achieving this objective will be to: P4 Lead the development of the Age Concern in Norfolk Forum, including joint working and support to individual Age Concerns. P5 Develop person-centred ways of working that meet the individual needs of older people using our CSCs. P6 Develop our CSCs as focal points for health and well-being offering older people and their carers a range of support services and social activities. P7 Provide support to older people s groups and organisations enabling them to meet the needs of older people. P8 Develop outreach services to provide support that promote and enable older people to live independently. Financial Implications: 21,000 of independent income will be required for 2009/2010 to ensure sustainability of our befriending services. Additional funding will be sought for market research. Implementation: Priorities Timescale Lead Key activities P4 March 2010 Development Increase the capacity of Age Concerns in Norfolk to be able to develop and Manager - undertake joint campaigning and service initiatives. Community Enable individual Age Concern groups to build and develop their capacity to fully Development participate in Age Concern the federation. Our Strategic Objectives for : Strategic Objectives To help older people and their families, and carers of older people to be well informed, advised and supported so that they can make real choices and have control over their lives. To enable older people to have independence and well-being through a choice of social and community opportunities and support services helping them to make the most of later life. To enable older people to be involved in all that we do thus giving them a strong voice and influence in social policy, campaigning and consultation. To provide training and development to all staff, Trustees and volunteers based on the needs of the individual and the organisation. To continue to run a proactive, responsive and progressive organisation that is able to fulfil all of the strategic objectives. Over the following pages we have set out our priorities for achieving these objectives and how we will go about implementing them. 13

14 14 Advising and Informing Strategic Objective (SO1): To help older people and their families, and carers of older people to be well informed, advised and supported so that they can make real choices and have control over their lives. Our priorities for achieving this objective will be to: P1 Ensure consistent and accurate information resources across the organisation. P2 Strengthen and develop our information, advice and advocacy support services to be able to assist older people in navigating the options available to them. P3 Develop the way we promote our services. Financial Implications: 70,000 of independent funding has been secured for advocacy in care homes and the Personal Budget support service. Additional independent income will be required for developing resources for Benefits Outreach. Implementation: Priorities Timescale Lead Key activities P1 March 2010 County Identify and develop opportunities for sharing knowledge of policy and service Management development affecting older people across the organisation. Team Develop website. P2 March 2010 Development Enable older people living in care homes and older people with functional and organic Manager - mental health conditions to have access to specialist advocacy support. Advice & Identify and develop ways of assisting people who pay for their own services and Advocacy those receiving a personal budget to identify and access services and opportunities to meet their needs. Increase awareness of Funding Support Service. Increase resources to reduce waiting times for older people needing help with entitlements and benefits. P3 March 2010 County Review, adapt and develop promotional material to ensure it is responsive to the new Management commissioning environment. Team Ensure all older people using our services are informed about our Benefits Outreach Service (BTU) and are offered a benefits check. 15