STRATEGIC PLAN

Transcription

1 Western Care Association STRATEGIC PLAN berry print, westport

2 The backbone of Western Care is based on volunteerism We stopped trying to fit people into services and instead started providing the support to enable people to do the things of their choosing Western Care, as a leadership organisation, has punched way above its weight in terms of influencing national perspective and national policy. All of that can only mean anything if it is rooted in the day to day experiences of people s lives We are glad to see that Western care has made an immense contribution to the lives of people with disabilities by providing a range of supports and services and by fostering social awareness among the people of Mayo

3 MISSION STATEMENT AND VALUES Western Care Association exists to empower people with a wide range of learning and associated disabilities in Mayo to live full and satisfied lives as equal citizens. We achieve this through the provision of a comprehensive range of innovative services and supports. We are a voluntary organisation, made up of parents/family members, service users, staff, supporters and volunteers, and, in keeping with our pioneering traditions, we believe in: Supporting service users in making choices Community-based services Partnership with families and service users The essential value of the voluntary organisation The vital input of volunteers and friends. The principle of accountability. The unique contribution of all our staff Partnership, unity of purpose and mutual respect in the achievement of our aims Service through partnership and co-ordination with local and national organisations Continually learning to improve the quality of the way we do things The pursuit of equality of access and full service for all. CONTENTS Foreword by Chairperson of Board of Directors 3 Foreword by Executive Director 3 Introduction 4 Mission Statement and Values 5 Quality 7 Internal and External Environments 7 Strategic Priority 1 - Service User Choice 9 Strategic Priority 2 - Service Quality 12 Strategic Priority 3 - Staff 15 Strategic Priority 4 - Finance 18 Strategic Priority 5 - Voluntary Sector 20 Strategic Priority 6 - Partnership with Other Agencies 22 Implementation 24 Organisation Data 25 Glossary 28 2

4 FOREWORD BY CHAIRPERSON OF BOARD OF DIRECTORS FOREWORD BY EXECUTIVE DIRECTOR Foreword by Chairperson of Board of Directors / Foreword by Executive Director I am very pleased as Chairperson of Western Care Association to introduce Western Care s Strategic Plan for the years This is a time of significant change both inside the Association and in the external environment. Western Care, in line with its voluntary ethos and values, has, since its beginning 42 years ago, placed service users and families at the centre of its service provision and worked with them as partners in supporting them to enjoy full lives as equal citizens. In recent times this approach generally described as person centredness has become the favoured service approach throughout the disability and voluntary sectors, and indeed in the wider health service. The Strategic Plan focuses on how we can continue to enhance the quality of life of the people we support by affording them greater choice and influence in the design and implementation of their service plans. On the external front this is a time of significant change in the HSE particularly in the way that this body wishes to develop more person centred services through the transformation of the Primary Care Services. Western Care wishes to join with the HSE as partners in the advancement of this objective and this is highlighted in the Strategic Plan. Voluntary agencies such as Western Care have delivered exceptional results for people with intellectual disabilities and/or autism over the years, particularly here in Mayo. The plan recognises this and also the need to review how best to do this going forward in a time of change. Western Care Association has received the highest level of quality accreditation from the Council of Quality and Leadership in relation to the service it provides. This is a tremendous compliment to all staff and volunteers of the Association. We are very aware, however, that a lot remains to be done and we have extensive and urgent waiting lists for services. I have no doubt, however, that the management and staff of the Association supported by the Board of Directors, Regions, Branches, Service Users and Families will continue to deliver quality services in Co. Mayo. This plan sets out the way forward and I congratulate all associated with its development and wish them well in its delivery. Berni Dwyer Chairperson 3 Western Care Association sets out its core purpose and objectives in its Mission Statement. The Strategic Plan is the vehicle that will lead and support the organisation to achieve its mission in a period of change and challenge. The plan is informed and guided by the ethos and values of the Association in the belief that these values best promote and ensure the rights and entitlements of people with learning disabilities and/or autism. We have consulted widely and listened to the views of all stakeholders, particularly service users and families and also staff and volunteers. This consultation and listening has informed and influenced the plan and we will adopt the same partnership engagement in the implementation of the plan. As a voluntary agency Western Care Association was born in local communities in Co. Mayo and still exists and thrives in these local communities. Society generally and local environments have significantly changed since the Association was founded in It is timely therefore that the voluntary sector, which provides governance and supports to the Association considers what format and structures will best serve its purpose going forward, and this is addressed in the plan. We will implement this plan in a spirit of partnership: Partnerships with service users and family. Partnership between management and staff and staff unions. Partnerships with Health Service Executive and other agencies. It is in this partnership environment that best person centred results can be secured for people with learning disabilities and/or autism and families. I look forward to working with all our stakeholders in the implementation of the plan. John O Dea Executive Director.

5 INTRODUCTION This Strategy sets out the direction and key priorities for Western Care Association over the period 2008 to 2010, bringing together in a coordinated manner all functions of the organisation: Services, Training and Evaluation, Human Resources, Administration and Finance. It draws together the day to day business of the organisation in supporting people with intellectual disability and/or autism in Mayo to lead full lives as equal citizens, with the challenges of further developing and enhancing the services we provide and how we deliver them. The Strategic Plan will be implemented through a yearly operational plan which will describe the main priorities to be addressed throughout a given period of time, the timescales involved and the people responsible for delivering on the goals. The priorities have been determined following consultation with service users, families, staff and others with an interest in the future of the Association. This Strategy takes account of the requirements of the Service Level Agreement* we have signed with the Health Service Executive. This is our contract with the Health Service Executive and describes the funding made available to the organisation and its use. Implementing this strategy will have resource implications, but we will not be constrained by the limit on resources. This plan challenges our resourcefulness and requires that we look at opportunities to maximise the use of all the resources available to us. This plan has been developed through extensive consultation. We have paid close attention to the feedback arising from the following sources and incorporated them fully in the development of this plan. All of these sources are based on the outcomes of people and families and on staff feedback. A review of the Quality Management Plan that preceded this plan. It incorporated the key areas which service users have prioritised in their lives: 4 Living Options, Day Service Options, Service Co-Ordination and Working in Partnership with Families, Community Participation and Rights. These are again reflected in our strategy. The Accreditation Report 2006, in which the Council on Quality and Leadership* have challenged us to further develop our services The RESPECT Report*, in which staff have described their experience of working for Western Care and identified areas for development. The Toolbox for Change Report*, in which staff highlighted a number of key development needs. The Area Planning process, in which emerging service priorities have been identified. While solutions to these are often developed within the Area Team, some responses are complex to the point that organisation-wide leadership and solutions are required. In developing the plan, we considered the changes in the external environment. Some of the key themes that we considered were: The Health Services Reform Programme*. The Transformation Programme*. The implications of new legislation affecting services (Disability Act* and Education of Persons with Special Education Needs Act*). Employment legislation and Towards 2016*. The National Disability Strategy*. The Multi-Annual Funding Programme*. Safety, health and Welfare at Work Act 2005*. Health Information and Quality Authority Residential Service Standards. An essential theme throughout the Strategic Plan is the need to sustain and enhance the partnerships with the statutory and voluntary sectors in Mayo to best realise the priorities for the people we support within the county. Introduction

6 This Strategic Plan is for Western Care Association. However, we are committed to working in partnership with other organisations within County Mayo to provide the most coordinated services possible. As such we intend that this strategic plan will be aligned with the strategic direction of other agencies, especially the Health Service Executive, through the Mayo County Planning Forum, to achieve the overall goal of full service delivery for the entire population of Mayo. Some elements of the Strategic Plan will require greater collaboration and partnerships in order to achieve the highest quality and Western Care Association is committed to this. natural supports is strongly acknowledged. The focus in children s services is on the family, recognising the primary role of the family in supporting children. Person/familycenteredness* is about citizenship, inclusion in family, community and the mainstream of life and self-determination and can, therefore, require some very fundamental changes in thinking and the established balances of power, the implications of which are potentially enormous and far reaching. Western Care Association recognises the essential requirement to provide person/ family-centred* service through partnership with the people supported, their families, staff (both paid and voluntary) and with the local community, including other agencies and statutory bodies. All services and supports must be guided by the need for equity, quality and accountability. The Association strives for innovation in the delivery of services. Mission Statement and Values MISSION STATEMENT AND VALUES Western Care Association exists to empower people with a wide range of learning and associated disabilities in Mayo to live full and satisfied lives as equal citizens. We achieve this through the provision of a comprehensive range of innovative services and supports. The fundamental value for Western Care Association is to provide person/familycentred* services to people with intellectual disability and/or autism in Mayo. Person/family-centred* planning is an approach to service delivery that is underpinned by a very exacting set of values and beliefs. Person/family-centred* planning takes as its primary focus the person - as opposed to a disability or a service or some other particular issue. The focus in adult services is on the person, though the importance of family as 5 Person/Family-Centred* Services: Western Care Association believes in the individuality of each person and family, and works to deliver services that support each person uniquely. The key factors that are necessary to support person/family-centred* service are: Acknowledging the wide range of resources available for people in their community. Having a vision for a good quality of life is necessary for it to become a reality. Having inspired and committed people to support service users to achieve their life goals. Having to embrace innovation, which brings with it some uncertainty. Continually investing in people so that they will continue to develop. Western Care Association, in committing to person/family-centred* services, will: Work in partnership to continually seek to understand the wishes and priorities of people and their families being served. Be committed to delivering on the fundamental assurances* for people and their families e.g. health, safety and wellbeing.

7 Be committed to the future potential of each person. Be committed to working towards goals for people that may be challenging and complex. Be committed to the enhancement of each person s humanity and dignity Problem-solve with people and their families. Develop and support a person/family-centred* ethic in all staff in the Association. Continually reflect with the people using services on the effectiveness of our person and family centeredness. Partnership: Western Care Association will develop its services to ensure that the people using services and their families have the primary role in determining how services are developed and provided. This partnership will lead to the development of flexible and personalised services for the people served. The Association will be active in local communities, both with the statutory and voluntary sectors, to enhance the partnerships required to deliver person/family-centred* services. The partnership between service users, their families, the Association and its staff, and the community reflects the essential relationship between each element to ensure the right supports for each person or family. This partnership between the four strands depends on an understanding of the person/family served being central to the relationship. Service users and families must be decisively influential in how the services and community support them. Partnership will require Western Care Association to: Engage and relate with people and their families. Negotiate with people and families, rather than impose solutions. Create mutual and shared ideals of partnership. Relate to each person/family as unique, resulting in individualised services. Leave the core decisions to the person/family being served. 6 Equity: Western Care Association is committed to working in partnership with other agencies, both statutory and voluntary, and the communities in Mayo and to meet the needs of all people with intellectual disability and/or autism in the county, including people waiting for services. Western Care Association recognises that, in light of the individuality of each person/ family, the resources needed by people will vary. We will seek to blend paid, natural (e.g. family, friends and neighbours) and voluntary supports to ensure that people s priorities are met. Accountability: Western Care Association acknowledges and recognises its accountability to: The people being served and their families. The people of Mayo. The staff and volunteers of the Association. The State, as represented by the various statutory bodies. The taxpayer. Accountability requires the delivery of person/family-centred* services through the effective and efficient use of the resources available, the leadership, management and development of the people working in the Association in a spirit of partnership and transparency in planning and decision-making. Innovation: We continue to work with people to develop innovative, individualised supports. This can result in exploring new ways of supporting people. It can seek to enhance the involvement of families, neighbours, friends, volunteers and staff, working together, to meet the person s support needs. The emphasis is on each person/family, through an individual planning* process that works for them, developing a vision of a lifestyle which we then seek to support. Mission Statement and Values

8 Quality and Internal and External Environments QUALITY The attainment of quality is defined by the experience of the people using the services. We will continually strive to improve the quality of services, recognising that quality is intensified through exposure to it. The personal outcomes system is both a tool for learning and for measuring. Quality is challenging and will require a high level of continual accomplishment in the face of challenges and difficulties. We believe that Personal Outcome Measures*, a quality system developed by the Council on Quality and Leadership*, best establishes the quality of the services and supports that we provide. It measures how well we provide person and family centred services and is underpinned by external independent accreditation of high international repute and standing. The development of quality services demands: Commitment to the people served and their families. The recruitment and retention planning of the right people. Commitment to positive values. The development of leadership in the Association. A commitment to excel. Setting challenging goals. Investing in people. Best value in the use of resources. OPPORTUNITIES AND CHALLENGES ARISING IN THE INTERNAL AND EXTERNAL ENVIRONMENTS This strategy is developed in the light of an analysis, conducted in early 2008, of the internal and external environments. This analysis takes account of the strengths, 7 weaknesses, threats and opportunities for Western Care Association. The key themes and challenges to emerge are: External The need for further investment and development of services within the county over the coming years. People are still on waiting lists for essential services. The relationship between voluntary agencies and the statutory sector, especially in the primary relationship with the Health Service Executive, continues to change and develop. The Transformation Programme* taken in conjunction with the roll-out of legislation such as the Disability Act* and the Education for Persons with Special Educational Needs Act* will challenge us to work in partnership with the HSE to develop new models of services. The Mayo Planning Forum*, comprising the main service providers to people with intellectual disabilities and/or autism in Mayo, provides a real opportunity for coordinated planning and service development in the county over the coming years. The increase in external regulatory requirements from many different sources, for instance the Health Service Executive and the Health Information and Quality Authority* which we want to influence so that it is experience positively by people using services.

9 Internal The development of person/family-centred* services requires innovative responses to the unique nature of each person/family s support needs. It highlights the requirement for the people using services, their families and staff to determine the shape, delivery and quality of those services. Analysis of the priority outcomes for service users and their families identifies the priority themes as: living options, work, community participation and integration, and assurances in relation to health, wellbeing, rights and safety. This challenges us to be innovative and to manage change effectively. The nature of participation of parents, families and other members of the community continues to change over time and needs to be considered. We have seen extraordinary contributions over the years from volunteers to Western Care Association and there is an opportunity and requirement to further develop our capacities in this area. The reports from each accreditation* provide substantial feedback on the elements of the organisation that are working well and identify the challenges for continued improvement going forward. The profile of the people being supported by Western Care Association continues to change. The need to develop systems to provide useful information is being addressed presently. This will assist in the necessary analysis of emerging trends and needs, enabling us to integrate data from service users, human resources and finance to develop comprehensive information. From data currently available, we can identify the emerging challenges of continued high numbers of referrals of children with autism and the need for more investment in this area; the aging population of service users leading to more complex support needs; the over-reliance on Western Care Association transport services; the aging profile of parents; over-crowded day services. Western Care Association has invested in learning about the challenges of delivering person/family-centred* services by engaging with recognised international and national experts. The growth of the organisation challenges the way we lead and manage the services, how we communicate and highlights the need for ongoing staff development and training. There has been some investment in management development over recent years but a coordinated strategy for management development to maintain an appropriate and essential balance between the operational and strategic management of the services is needed. Western Care Association recognises the opportunities presented by the resources available, the skills of the staff, the commitment of people to providing high quality services and natural supports* through families and the communities in Mayo. The challenge of staff retention in an uncertain employment market. Internal and External Environments 8

10 Strategic Priority 1 Western Care Association will deliver a person/family-centred* service to people with an intellectual disability and/or autism in partnership with service users, families, staff and communities. The primary purpose of the Association is to support people with intellectual disabilities and/or autism to be equal citizens. This can best be achieved through the partnerships we develop with the people using our services, families, staff and communities. The individual planning* process assists us to understand each person/family s priorities. Each person and family have personal priorities about the type of life they want to lead and the supports they may need to empower them to live that life. We recognise the individuality of each person/family and will plan with them in a way that works best for them. Typically, we have an individual planning* process that works for people who use our services extensively. For people who use services less frequently or occasionally, we have developed a more compact version to support them to plan in a meaningful way. The Association will advocate for the necessary resources to meet people s needs. This will be done on the basis of a complete picture of the needs of all the people we support, drawn together into a single planning document, which we will refer to as a Statement of Need*. This Statement of Need will be explicity based on the information provided by each person and family using our individual planning process. The involvement of the people who use the Association s services and supports, and their families, in decision making about the future direction of the organisation is a high priority. As a voluntary organisation, we are directly accountable to the people we support and we recognise the need to further develop this through a variety of means. Working collaboratively with other service providers is essential to meeting the needs of people with intellectual disabilities/autism in Mayo. The primary engagement is with the Health Service Executive. We have developed a range of different service options to meet people s needs in recent years. These developments have been directed by the individual planning* process and people s priorities. We continue to be challenged to be innovative in the use of available resources to meet people s priorities and to meet the challenge of supporting people to have a life of their choosing. We will continue to explore models of service that are responsive to people. This will also require us to consider the needs of people arising from ageing, the needs as a result of ageing parents, the increase in referrals of children with Autism, the referrals of children with complex medical needs and so on. Strategic Priority 1 - Service User Choice Delivering person/family-centred* services will require that we manage and lead the Association effectively, based on a supervisory support* process which is delivered consistently across the organisation. 9

11 Objective 1.1 a change to the plan is required. (1.1.7) all people. (1.2.6) We will support people to live the lives of their Review the individual planning* system for Describe the prioritisation process, the way choosing by enabling them to achieve their effectiveness and address improvement. (1.1.8) in which we determine how needs will be priorities. Develop a system to determine the quality of addressed within limited resources, for families individual plans* to ensure they are working and staff.(1.2.7) Each person or family will be supported to for people. (1.1.9) engage with the Association s family/individual Ensure all necessary data is recorded on the Objective 1.3 planning process in a way that offers them true Personal Outcomes Database*, monitor its We will provide effective and accountable partnership in the process. (1.1.1) upkeep and use it for future planning. (1.1.10) management of the services and supports, based on The role of all staff in the individual planning* each person/family s individual plan*. process will be clarified through the Objective 1.2 management structures of the organisation. We will develop a Statement of Need* for the Review the supervisory support process and its (1.1.2) planning and development of future services. effectiveness.(1.3.1) Communicate with service users in a manner Develop clear linkages between the data Develop and implement a process to consistent with each person s understanding, collected from individual plans and the service develop management practice* at all levels of culture and preferred ways of communicating. user databse. (1.2.1) the organisation.(1.3.2) (1.1.3) Ensure that the Service User Database* is kept Outline for all organisation managers how Clarify who Western Care Association supports, current. (1.2.2) to utilise management information to with particular emphasis on the population Develop reports that will provide information provide accountable management and where we may not be the primary service on the current needs and prioritise them.(1.2.3) planning of the services.(1.3.3) provider, for example, school going children. Compile a Statement of Need* that reflects the Review the management structures to (1.1.4) service needs of those who use our services as ensure they are effective.(1.3.4) Clarify what type of individual planning* identified through the individual plans.(1.2.4) method that will work best when people use Communicate the Statement of Need* to Objective 1.4 our services differently. (1.1.5) the Health Service Executive and others as We will promote service user and family Develop the role of circles of support* to give appropriate, for example, the Department of empowerment throughout the organisation real partnership to people and families. (1.1.6) Check the current status of individual plans* to see if a plan exists for each person or family who wishes it, if it is being implemented and if Education and Science; The Department of Environment etc. (1.2.5) Review the Statement of Need* on an annual basis to ensure it reflects the service needs of 10 Management Team will review the working of the Western Care Association Service Users in Governance sub-committee* in terms of its remit and membership, ensuring it is inclusive Strategic Priority 1 - Service User Choice

12 of all people who use the Association s services.(1.4.1) Develop a proposal for enhanced family and service user involvement at all levels of the organisation.(1.4.2) Include service users and families in the recruitment process*.(1.4.3) Objective 1.5 We will engage with the HSE and other agencies to develop and implement a county-wide service development plan. Influence the development of a county-wide plan through Mayo County Planning Forum*, which includes Western Care, HSE, Rehab and other service providers.(1.5.1) Objective 1.6 We will develop agree and implement an inclusive planning process for the organisation, incorporating a framework for how change will be managed in the organisation. Develop a draft process for how inclusive planning will happen in the organisation, involving service users, families and staff in a partnership model.(1.6.1) Consult with the organisation on the draft process for planning and incorporate changes based on the feedback.(1.6.2) Develop a framework for the management of change in the organisation.(1.6.3) Use existing information systems and promote the development and implementation of an appropriate Information Technology strategy to support organisational planning and management.(1.6.4) Objective 1.7 We will determine the most effective service options to support person/family-centred* service delivery. Describe the current range of service options and explore innovative possibilities, for example, living options, work options, services to ageing population, etc.(1.7.1) Develop a process which incorporates outcomes data, data from organisational assurances, resource data and other relevant management information to design and implement local service strategies. (1.7.2) Develop an internal evaluation process to review organisational performance in delivering outcomes* and supports to people and families. (1.7.3) Develop a way of engaging with families, service users, staff and others in the exploration and development of local solutions to peoples needs.(1.7.4) Strategic Priority 1 - Service User Choice 11

13 Strategic Priority 2 Western Care Association will continually improve the quality of our services and supports through ongoing consultation with service users, families and staff to better understand service needs and preferences. Western Care Association believes that quality is defined by the experience of people using services and supports. We measure this using the Personal Outcomes* Measures quality process, which tells us how well we are delivering person and family centred services. Analysing the feedback and priorities of people using services helps us to identify the key areas for development and focus within the services. We have identified the following areas to focus on in a very particular way over the next three years: Living options for people. Day service options for people. The coordination of services. Promoting the rights of people using services. Working with families. Community participation. maintained. We seek to ensure this in an integrated and well managed way. Community participation is central to equal citizenship. We aim to support real inclusion and participation, based on each person/family s preferences and priorities. The role of the Association as a leader in the community is important in this. Accreditation* is an important way for us to know how well we are doing. It helps us to develop a sense of progress in relation to how people experience the services we provide, to clarify the concerns and areas for ongoing attention and to celebrate the successes of the Association in meeting people s needs. The external validation of the services we provide by The Council on Quality and Leadership* reassures the people and their families, as well as those who provide our funding, about the quality of what we do. These areas reflect recurring themes in the pattern of priorities for many people and families. The organisation and each local team will work to address these priorities in an individualised manner. We recognise also that there will be many different individual priorities that are not necessarily reflected in these themes. Local staff teams will continue to address each persons priorities. A number of innovative solutions have emerged in some service areas and we want to learn from the experience of these to further develop our services in the coming years. In the provision of person/family-centred* services, our starting point must be that people experience good health; that they are safe, that their rights are protected and 12 Strategic Priority 2 - Service Quality

14 Objective 2.1 We will have a particular organisational focus on the six areas identified by people as priorities: Living Options; Day Service Options; Service Coordination; Rights; Working in Partnership with Families and Community Participation. Living Options Undertake initiatives to develop a range of living options.(2.1.1) Ensure all support functions* are engaged in the development of Individual Service Designs*.(2.1.2) The Organisation will develop feedback mechanisms to identify mixed or confusing messages throughout the organisation.(2.1.9) Review the working of the school age therapy service.(2.1.10) Review the service coordination between agencies, for example the Health Service Executive, Western Care and Enable Ireland, in relation to early intervention,school age and adult services.(2.1.11) Design and agree a procedural framework and procedural management system.(2.1.12) Develop the use of Assistive Technology*. (2.1.13) A pilot project on Relationships and Sexuality will be completed to inform the development of an organisation-wide policy on relationships and sexuality.(2.1.18) Develop policy and practice on the use of service users money.(2.1.19) Family Review and implement the recommendations of the Western Care Family Research Project*. (2.1.20) Develop and implement a strategy to address conflict issues which may arise between families, services users and staff.(2.1.21) Strategic Priority 2 - Service Quality Day Service Options Explore new day service options which more closely match service users expectations.(2.1.3) Continue the development of supported employment services.(2.1.4) Enhance the use of Systematic Instruction.* (2.1.5) Monitor the impact of changes in Rehabilitative Training and FETAC* accreditation requirements.(2.1.6) Service Coordination Investigate ways in which senior management can engage in a meaningful way to support people to live a life of their choosing.(2.1.7) The working group established to review all aspects of administrative paperwork will complete its work and its recommendations will be considered and implemented.(2.1.8) Rights A working group will review the operation of the incident injury procedure to enhance its use and effectiveness.(2.1.14) Explore models of responding to critical incidents to address staff support needs arising from these, with a view to selecting and implementing a model that will work best for Western Care Association.(2.1.15) Local service initiatives will address specific challenges experienced by service users, families and staff in addressing the issue of rights and autonomy for adults with disabilities.(2.1.16) The Management and Services Teams will review and address the recommendations of the Western Care Rights Review Committee*.(2.1.17) Community Participation Develop a strategy to engage with the wider community so that the possibilities of the fullest inclusion and participation are addressed. (2.1.22) Caption? 13

15 Objective 2.2 We will use Personal Outcomes* data to determine and drive local area and organisational planning priorities. Agree a process of collecting and using Personal Outcomes* data across the organisation. (2.2.1) Describe how the Personal Outcomes* data across the organisation will influence planning at all levels of the organisation including the development of the annual statement of need*.(2.2.2) Objective 2.3 We will enhance the consultation processes with service users and families. Develop and implement a system for the Organisation to better consult with and work in partnership with families.(2.3.1) Develop and implement a system for the organisation to better consult with and be led by service users.(2.3.2) Review and update our Complaints Procedure in line with best practice, Western Care values and the new HSE requirements.(2.3.3) Objective 2.4 We will develop and implement an integrated strategy and process to ensure the safety, wellbeing, health and rights of each person/family are maintained and respected. Review the operation and effectiveness of the Safety in All Environments Committee*.(2.4.1) Develop a plan to coordinate basic assurances as required by 2005 measures*.(2.4.2) Engage with the Rights Review Committee* to review their role and terms of reference.(2.4.3) 14 Objective 2.5 We will develop opportunities for social development, learning and engagement for service users and families through connecting with social networks. Through consultation, understand and describe our current level of social participation.(2.5.1) Through consultation, identify and prioritise service users goals in the area of social participation.(2.5.2) Develop the natural supports* network of the organisation including through the recruitment, support and training of volunteers.(2.5.3) Develop partnerships to support essential community participation opportunities for people using services.(2.5.4) Objective 2.6 We will achieve accreditation* under the 2005 Measures* in Understand and communicate the 2005 Personal Outcomes Measures* across the organisation.(2.6.1) Undertake a self-assessment using the 2005 Measures* to determine the status of our current practice.(2.6.2) Develop and implement a plan to address gaps between our current practice and the requirements of the 2005 Personal Outcomes Measures*. (2.6.3). Strategic Priority 2 - Service Quality

16 Strategic Priority 3 Western Care Association will attract and retain a quality, motivated, skilled and empowered staff team, managed in a transparent and accountable manner, within the principles of workplace partnership. The primary resource available to the organisation in the delivery of services and supports are its staff. The range of skills, the personal commitment, the relationships they develop with service users and families, are all central to the delivery of quality, person/family-centred services*. We exist in a competitive employment environment and we must continue to develop our recruitment strategies* to ensure we get the best people to provide the services. We also need to ensure that we have effective plans in place to retain good staff. The ever changing external environment, the challenge of meeting individual needs of people, the learning from innovative service developments, all challenge us to consider the development needs of staff. Staff development is broader than training. It involves learning and growth in potential and practice. It has implications on many levels including leadership development, management practice and staff empowerment in action. Training will play a role in staff development. We need to identify the right training, the best way to support learning and above all ensure it is put into practice on a day to day basis in our work. Strategic Priority 3 -Staff The principal of partnership is central to the mission statement of the organisation. This challenges us to find ways to include staff in planning and decision making at all levels of the organisation. The Association recognises that the empowerment of staff is essential to the delivery of person and family centred services. This will be evident where decisions can be made at the point closest to the people using services. Empowerment results from people being given all the information they need, a knowledge of the resources available and the scope and confidence to make decisions based on this knowledge and resources. We must also ensure that engagement between management and staff is meaningful. We recognise the need to continually motivate all management and staff. The ways in which people are motivated will vary and it will be necessary to use the supervisory support* mechanisms to find the important motivational strategies for each person. 15 We recognise the importance of transparent and accountable management of people. The challenge of this in a large organisation must be kept under constant review. It requires us to consider the effectiveness of supervisory support*, to develop management skills and to engage staff fully in all processes within the organisation as partners. Staff wellbeing is key to delivering services. We have consulted widely with staff in the RESPECT project*, managed through the Partnership Committee, and the actions agreed with staff have been included in this strategic plan. Many staff are employed in the Association through the Relief Panel. The effectiveness of this panel, both for the staff themselves and for the Association, is a challenge. The Association recognises the need to address this as a priority.

17 Objective 3.1 We will develop an effective recruitment and retention strategy, including induction and probation, through supportive management. Identify current and future staffing needs. (3.1.1) Develop and implement a recruitment, selection and retention strategy.(3.1.2) Determine with each team the appropriate ratio of permanent to relief staff for staff planning purposes and deliver appropriate changes.(3.1.3) Implement local and organisational induction.(3.1.4) Determine if we should use exit interviews* to inform human resource practice in the organisation.(3.1.5) Review probation practice and implement recommendations.(3.1.6) Objective 3.2 We will enhance employee relations through engagement in planning and decision making at all levels of the organisation. Develop and implement strategies to improve communication across the organisation, to ensure it is effective and timely.(3.2.1) The Western Care Association Partnership Committee will monitor the results of the Western Care Association RESPECT project* over the next three years.(3.2.2) Review and update the Association s Staff Handbook.(3.2.3) Explore and implement steps to improve the participation and inclusion of staff who work as Autism Resource Workers, Family Support Workers, Personal Assistants etc and who may not have a team structure to engage in.(3.2.4) Objective 3.3 We will provide effective staff development opportunities to meet current and future challenges. Agree and implement a staff development strategy for services and organisation supports.(3.3.1) Plan and implement a process for developing management practice* at all levels.(3.3.2) Prioritise the training plan based on the identified needs of staff and the budget available.(3.3.3) Objective 3.4 We will manage performance in a transparent and accountable manner and develop consistent people management practices*. Review and evaluate the Association s supervisory support* practice.(3.4.1) Agree next steps in relation to supervisory support* and staff development.(3.4.2) Agree how we guide and support staff to best utilise and benefit from the supervisory support* process.(3.4.3) Develop management skills for all managers to ensure quality people management.(3.4.4) Objective 3.5. We will promote staff wellbeing and attendance at work. Implement best practice in health promotion.(3.5.1) Identify and communicate current available supports to staff in relation to preventing and managing work related stress and incident injury at work.(3.5.2) Using the RESPECT Report* findings, undertake further analysis in relation to causes of work related stress in the Association and, in conjunction with this, research best practice and preventative measures in managing such stress.(3.5.3) Strategic Priority 3 -Staff 16

18 Review recommendations of the Employee Assistance Working Group* that reported to the Partnership Committee in relation to employee welfare and occupational health. (3.5.4) Promote Dignity at Work* and the values of the Association in relation to promoting a safe and respectful place to work.(3.5.5) Establish a working group to promote collaborative working between staff and families to resolve potential conflict. (3.5.6) Agree and implement an attendance management policy* that respects staff and which assists the Association in the delivery of quality services.(3.5.7) Review the impact of work life balance arrangements on service delivery, staff, managers and service users.(3.5.8) Maintain a duty of care to staff through implementation of all employment and health and safety legislation.(3.5.9) Support staff who are moving towards retirement through the Partnership Sub-Committee on staff retirements.(3.5.10) Objective 3.6 We will provide an effective Relief Panel employment relationship for both employees and the Association. Establish a Partnership working group to review the operation and management of the Relief Panel. (3.6.1) Establish clear expectations of the role of the relief panel.(3.6.2) Assess employment rights of relief staff in light of relevant employment legislation and implement changes as necessary.(3.6.3) Strategic Priority 3 -Staff Caption? 17

19 Strategic Priority 4 Western Care will maximise Best Value for service users and families through optimal use of all available resources. The financial resources made available to the Association each year, through the Health Service Executive allocation, fundraising, donations and a variety of grants, are essential to the delivery of all our services. We are constantly mindful of the need to be accountable in the use of these resources. This accountability is to the local community, to the State and to our funders. The accountability is evident in many ways, primarily in the delivery of quality services to people. It is also managed through the Service Level Agreement* we have with the Health Service Executive. We are also accountable to the people who use the Association s services to ensure that we use these resources effectively. We need to balance the use of resources against the priorities of each person/family as identified in their individual planning* process. Given the waiting lists of people for services and supports, we must continue to advocate for additional resources and explore all possible funding opportunities to meet people s needs. We must also consider how we are using our current resources to ensure we can demonstrate best value. This will challenge our creativity and resourcefullness. We are also challenged to explore how we can collaborate with other agencies to ensure best value. This will require us to consider how we can share some services, in a way that is beneficial to Western Care. 18 Strategic Priority 4 - Finance

20 Objective 4.1 Develop a statement of Best Value for Western Care. Define what best value means for the organisation.(4.1.1) Describe ways in which all staff can contribute towards the achievement of best value.(4.1.2) Describe ways in which the achievement of best value can be achieved. (4.1.3) Objective 4.2 We will maintain the financial viability of the Association to deliver on its commitments. Secure the maximum financial resources Objective 4.3 We will investigate all potential financial and other resources, and access these where beneficial. Secure maximum financial and other resources potentially available from all sources. (4.3.1) Provide appropriate guidance and support for people to investigate and apply for local level funding, for example, Leader LDP, People in Need. Support successful applications in the implementation of their projects and subsequent draw down of funding. (4.3.2) Promote and coordinate fundraising and voluntary input as a means of adding additional resource to the organisation. (4.3.3) resources. (4.4.4) Develop and deliver specific training and supports for managers in budget management. (4.4.5) Ensure that the Internal Audit programme is implemented and maintained within the Association on an ongoing basis. (4.4.6) Develop and roll out online IT access for use by all managers for budget and financial management, providing necessary training to support their use.(4.4.7) Develop a Capital Development Plan for the organisation which will incorporate the maintenance plan for existing and new facilities. (4.4.8) potentially available to Western Care.(4.2.1) Secure contractual agreements in relation to our core budget* requirements with the HSE. (4.2.2) Objective 4.4 We will manage the effective use of all financial and other resources. Objective 4.5 We will examine the value of engagement in shared service models*. Assign resources to ensure best delivery of our Strategic Priority 4 -Finance Mission in an accountable manner.(4.2.3) Ensure all budgets are managed effectively through line management.(4.2.4) Ensure our financial obligations, as required by the agencies who provide our funding, by company law and by the banks, are met through sound financial management. (4.2.5) Assist managers to better understand the budgetary process and to participate in budget development.(4.4.1) Define all existing resources, including unpaid resources, their distribution and use, and analyse their impact and benefit. (4.4.2) Analyse the relationship between resources and results with a view to identifying and sharing best practice and identify opportunities for best value. (4.4.3) Support managers to make decisions around best value, encouraging the creative use of Examine each opportunity for shared service models*, ensuring they are consistent with the mission of Western Care and that they are of value to the people that use our services. (4.5.1) Consider and identify what Western Care Association will be able to contribute in a shared service model. (4.5.2) Foster links and relationships with funders and other agencies to positively promote this through information sharing etc. (4.5.3) 19

21 Strategic Priority 5 Western Care Association will nurture and sustain the voluntary ethos of the organisation, in that it best represents our values and informs our practice. As a voluntary organisation, Western Care Association is accountable in a very direct way to the people who use its services. Families are represented on the Board of Directors and they link in with other families through the regional and branch structures across the organisation. The status of Western Care as a voluntary agency is essential to our future role in service delivery. Where this status has previously been agreed with the State, changes in the Health Services now require that the status be again recognised and agreed into the future, to ensure the continued wellbeing of the Association. While this structure has served the organisation well over the past 40 years, it is now appropriate to review its effectiveness and to consider what steps should be taken to enhance the voluntary structures into the future. Family and service user participation in decisions and planning for the future of the Association and its services is a central element of person/family-centeredness*. This is in keeping with the person/family-centred values described earlier. Natural Support is the term used to describe the relationships that a person may have with family, with friends, with neighbours. It describes the relationships that evolve for each of us through our connections to the people who live their lives around us and amongst whom we interact and share our community. The voluntary ethos of the organisation is represented by many different contributions, each valued for the impact it has on the ability of Western Care to support people with intellectual disabilities and autism in Mayo. Along with the contributions already referred to, another is the area of fundraising. While we now receive the majority of our funding from the Health Service Executive, local fundraising remains a very important enhancement to services. Western Care is a charity and as such fund raising and acceptance of donations has been part and parcel of what we have been. The Door to Door collection and other fundraising events have been, and will continue to be, essential to the work of the organisation. While fundraising has the obvious financial benefit, it also creates a connection with the local communities and enhances the sense of ownership that the communities have of the Association. In supporting people with intellectual disabilities and/or autism, Western Care believes that natural supports* are essential to living and participating in the community rather than being present in the community but not engaged. We believe that our role is to support people to develop and maintain natural support relationships so that they can live a full life of their choosing. 20 Through the generosity of the people who donate to Western Care through fund raising, the door-to-door collection and other activities, we have been able to resource a volunteer recruitment, training and support project, which enhances service quality. Strategic Priority 5 -Voluntary Sector

22 Objective 5.1 to ensure a coordinated approach to voluntary broad representation and the continuance Western Care will examine and make involvement. (5.1.6) of the connection with the communities we recommendations to sustain and enhance its Design and deliver appropriate training for serve. (5.2.5) voluntary ethos to ensure the best interests of service users, families, staff, volunteers and the State. volunteers. (5.1.7) Objective 5.2 Objective 5.3 We will secure the future autonomy of Western Care Establish a working group, involving the We will review the effectiveness of the voluntary as a voluntary agency and service provider in Mayo. chairperson of the Board of Directors and the structure. Executive Director, to define what is meant by Work as part of the National Federation of the voluntary ethos. Outline the value and Describe the role that the voluntary Voluntary Bodies* to secure contractual benefits that this brings to people and organisation plays in the wider community and agreements with the HSE nationally families and make relevant recommendations. the value of this to people using services in and regionally. (5.3.1) The group will be briefed on the likely impact relation to integration. (5.2.1) Work with HSE Mayo to clarify the autonomy arising from changes in the external Explore how we can work with the voluntary of Western Care Association as partners in environment. (5.1.1) element in order to support people and service provision. (5.3.2) Briefings, arising from the Family Research families to be more involved in their local Report* and the Council on Quality and communities. (5.2.2) Leadership* Accreditation Report, will inform Western Care will continue to engage with and the working group. (5.1.2) support the voluntary structure and will Explore a range of innovative support encourage and support families of younger possibilities across the organisation. (5.1.3) children to participate in those voluntary Explore the involvement of natural supports* structures. (5.2.3) in the role of advocacy*. (5.1.4) Consult with service users, volunteers Examine ways in which we can enable parents and staff about the voluntary structures and and friends to become more involved in all make recommendations. (5.2.4) Strategic Priority 5 -Voluntary Sector aspects of service delivery. (5.1.5) Develop policy guidelines on the Development of Natural Supports* and Volunteer Networks, Ensure that the mechanisms through which the Association s company membership selects its Board etc. be reviewed to ensure 21

23 Strategic Priority 6 Western Care Association will work in partnership with the statutory sector and other agencies to best deliver person/family-centred* services and support to children and adults with intellectual disability and/or autism in Mayo. Changes in the structures in the Health Service Executive continue to be rolled out. It requires the development of new relationships, clarification in relation to roles and responsibilities, as well as providing opportunities for more effective service coordination and delivery of services to people in Mayo. People using Western Care Association services often also use the services of other agencies and it is important that we collaborate with those agencies so that people experience good coordination in service delivery. Western Care has often played a lead role in the development of policy and priorities in service delivery, regionally and nationally. A good example of this is the role the Association played in bringing Personal Outcomes Measures* as a quality measurement system to Ireland, which is now the most widely used quality measurement system in the disability sector. It is important that the Association continue to have an influence in policy development in the interests of the people we support. More and more, resources are only made available to support coordinated service delivery. At the beginning of 2008, we are experiencing this in the early intervention services, where we are endeavouring to work collaboratively with other service providers, using current and new resources, to develop coordinated services for families and children. We will focus more on school age services in 2009 and services for adults from This will be directly linked to the rollout of the Disability Act*. Western Care Association is a member of Mayo Planning*, a forum where all of the service providers in Mayo for people with intellectual disabilities and/or autism plan together. This allows us to ensure that the needs of people we support are prioritised and to secure the necessary resources to meet those needs. It also creates an environment where effective service coordination between agencies is possible. 22 Strategic Priority 6 -Partnership with other agencies

24 Objective 6.1 Objective 6.2 collaboration with the HSE in the context of We will influence regional and national policy We will work with the HSE and other agencies to the Disability Act* in line with family centred development in the best interests of people with intellectual disability and/or autism and their families. Identify key national and local groups in which the organisation needs to participate and influence. (6.1.1) Develop clear statements of the Association s position on a variety of topics, as they emerge, effectively meet the requirements of all relevant legislation. Identify and meet our obligations under the Disability Act* and the Education for Persons with Special Educational Needs Act*, in partnership with the HSE. (6.2.1) Continue to provide assessments in values and the Mission of the Association. (6.2.2) Engage with the HSE and others in meeting the principles of the Transformation Programme*, within the values of person and family centred practice. (6.2.3) to ensure effective communication and consistent influence on policy making. (6.1.2) Maintain existing, and form new, strategic alliances to maximise outcomes for service users and their families. (6.1.3) Find ways to demonstrate to the HSE and others the benefits of family and person- centred services, including innovations that work for people. (6.1.4) Work closely with the HSE to implement the principles and objectives of the HSE Transformation Programme*, having full regard to local services, history and developments. (6.1.5) Strategic Priority 6 -Partnership with other agencies Explore and understand how to support and engage families in whatever forum meets their needs for influencing outcomes for their family member. (6.1.6) Explore opportunities for cooperation, collaboration and shared learning with other agencies and service providers. (6.1.7) 23

25 IMPLEMENTATION This Strategy is for the whole organisation and will need to be owned by everyone in the Association. However, the roles that some people will play in its implementation will vary. The plan will be led by the Executive Director and management team, working in partnership with service users, families and staff. Each element of the strategy will be assigned to a Lead Person who will have a coordinating role to ensure completion of that particular objective. Other staff may be involved through participation on working groups, through consultation, or through projects. However, for most people, delivery of the strategy will be about doing our day to day work well, reflecting the fact that many elements of the strategy are about the work that we do each day. A good example of this are the goals on individual planning*, which is a fundamental element of our service delivery. Each manager has the responsibility to ensure that their staff teams are briefed on the contents and focus of the plan, to support staff to know the status of the plan over the next three years, and to participate fully in the implementation of the plan. Each staff member has the responsibility to keep themselves aware of the goals set out in the strategy, to keep abreast of progress in its implementation and to play a full part in its delivering on the goals set out here in their work. An operational plan for each year of this Strategic Plan will be developed in consultation with key stakeholders in order to deliver the objectives set out here. The Operational Plan will then be set in a calendar for the Association so that people will be able to see 24 what is being focussed on at any given time and what objectives are to be addressed next. Each task will have a target date assigned to it. These have been determined through consideration of externally determined deadlines, organisational priorities and the connections/dependencies between various objectives. Much consideration has been given to the alignment necessary to make this strategy work well. Consideration has also been given to the demands on people s time and to the demands of what people are doing. We have identified in the plan a focus on communication to enhance our communication within and across the Association. One area that will demonstrate our progress on this will be the way in which we keep the organisation informed on the progress and status of the Strategic Plan over the next three years. We will use a variety of methods to keep people informed of the status of the plan. Each team should consider the strategy and identify the areas that they should be working on. Staff involved in direct service delivery will be focussed on supporting people to achieve the priority goals identified in each person individual planning* process. The strategy will be reviewed at regular intervals. The purpose of this will be to ensure that we are paying attention to changing priorities resulting from developments within and outside the Association. It will also serve to ensure that we are meeting the targets we set ourselves and, if we are having difficulties, to consider how best to resolve them. Impllementation

26 SERVICE USER DATA ORGANISATION DATA (a) Age & Gender Data 2008 (b) Proportion of Population with Learning Disability and/or Autism 2008 Female Male Total 0 to to to to to to plus Total Organisation Data 25

27 (c) Waiting Lists Data 2008 STAFFING DATA 2007 Day Services 227 Residential Services 162 Respite Services (New and Enhanced) % of our funding goes towards staffing. We employ staff across a broad range of services and employment types. This includes staff employed directly with service users and staff that provide supports in a variety of ways, e.g. Psychology, Social Work, In- Home Support services, to staff employed in administration roles, e.g. Data Protection, Record Management, finance and Human Resources. EMPLOYMENT STATISTICS 2007 Total Staff 781 Whole Time Equivalent Total Note: Respite services includes a variety of options ranging from respite provided in a home staffed by Western Care to community supports such as home sharing, family support and Personal Assistants. There are also extensive needs identified for all multidisciplinary supports, including: psychology; social work; physiotherapy; occupational therapy; behaviour support and speech and language therapy. Employment Category Whole Time Equivalent Direct Support Staff Community Disciplines and Therapies 21 Organisation Support Staff Organisation Data

28 VOLUNTEER DATA 2007 FINANCIAL DATA 2008 Western Care Association benefits from the support of volunteers in a range of ways. These include direct supports to children and adults with disabilities, fundraising and membership of committees, branches, regions and Board of Directors. Western Care Association has a total revenue budget of just over 31.5m in 2008 for service delivery. Of this budget, 97% is provided by the HSE by way of core allocation and rehabilitative training grant. The balance is made up of income from contribution from residents, sale of goods, National Lottery grants, and some other souces of minor income. Board of Directors. Local and Regional Branch Committees and Door to Door Collectors Fundraising: Event Organisers Participants Cáirde Crann Mór - Fundraise and directly support Services in Ballinrobe. Special Olympics - Networks and Clubs Each year, a Capital Grant is made available to the organization by the HSE, as well as grants from the Department of Environment for social housing. This statutory funding is greatly supplemented by funding from the voluntary sector, which is received through donations, fundraising and collections, and which has allowed significant infrastructure to be put in place over the years. The Accounts of the Association are audited annually by external auditors to satisfy our obligations with regard to company legislation, and also to meet the requirements of our funders. Pay Expenditure 88% Non-Pay Expenditure 12% Volunteers in regular direct supports to Services and Individuals 100 Total number of people who have contributed on a voluntary basis to the organisation in Organisation Data 27

29 APPENDIX 3 GLOSSARY Accreditation: This is the term used to describe the review of the quality of the services we provide by the Council on Quality and Leadership. It is an external process that measures the person/family centeredness of our services. Core Budget: This is the base budget that is given by the State, through the HSE, to Western Care to deliver services. It is governed through the Service level Agreement (contract) that is signed by both parties each year. Assistive Technology: This refers to the broad range of devices, supports, strategies and practices that are put in place in order for a service user to complete a task, that without such assistance would be difficult or impossible for them to complete. Assistive Technology is as broad as our creativity and imagination allow. Assurances: This element of personal outcomes refers to the basic aspects of life for people that must be present as a minimum requirement. It refers to areas such as safety, best possible health, and protection from abuse. When assurances are person and family centred they must take into account the reality of individual differences and accomodate these. Council on Quality and Leadership: Dignity at Work: The Council on Quality and Leadership is the USA based organisation which developed Personal Outcome Measures which is an internationally recognised system of evaluating and improving the quality of services using a person/family centred set of measures. Western Care has been accredited by the Council on Quality and Leadership in 2002, 2004 and This is a national policy, being implemented within Western Care, that guides practice in responding to allegations of bullying/harassment in the workplace. Circles of Support:: A Circle of Support is a way of developing and implementing individual plans to meet the outcomes of the person/family. It involves a group of people, families, friends, neighbours, staff and others, who agree, because of the relationship and commitment they have to the person/ family, to work together to help the person/family to identify and achieve important outcomes in their lives. Disability Act: This legislation outlines an entitlement to an Assessment of Need and a Statement of what services will actually be available to the person/family. It also outlines the responsibilities on relevant government departments to meet the needs of people with intellectual disability and/ or autism. It applies to children aged 0 to 5 years currently, will become applicable to school-age children in 2009 and to adults in Glossary 28

30 Education of Persons with Special Educational Needs Act: This legislation will come into effect in 2009 and will entitle each child to an Individual Education Plan aligned with the relevant health and social supports. Governance: This refers to the structures or system an organisation will have in place to ensure it meets the challenge of its Mission Statement and complies with essential legislation, e.g. company law. It is usually used to describe the role of a Board of Directors. Employee Assistance Working Group: This group was set up a number of years ago to report to the Partnership Committee on issues to do with staff wellbeing. It has made some recommendations that now need to be considered for implementation. Exit Interviews: These are interviews conducted with staff who are leaving an employment. The information gathered here will help the employer develop effective human resource strategies. Health Information and Quality Authority: This is the statutory body set up by the Department of Health and Children to monitor the quality of health services in Ireland. They are currently developing standards for residential services. Health Service Reform Programme: This is the term used to describe the structural changes within the health services, marked by the establishment of the Health Service Executive in place of the old Health Boards. Family Research Report: This Report was completed in 2007 by Western Care following some research undertaken with families of adult service users, and staff. Federation of Voluntary Bodies: This is a representative agency of organisations who provide services to people with intellectual disabilities and or autism. Western Care is a member of this body. HSE Transformation Programme: This is the change programme currently being undertaken within the Health Services to organise the services around a Primary Care Team, serving a specific population size. Other services, including those provided by Western Care, will work closely with the Primary Care Teams and other service providers to ensure services are integrated. FETAC: This is the national body that accredits the quality of training programmes. Glossary 29

31 Individual Service Design: This is a deep planning process around a person to support them to have a lifestyle of their choosing. It is based on the unique individuality of each person. Individual Planning: Individual planning is the way in which we help people to identify and work towards important goals. There are many different tools to assist with this and, depending on the way in which the person/family uses the services, a variety of tools might be availed of. Attendance Management Policy: This refers to the policies that guide areas such as sick leave, annual leave, time in lieu, flexible working arrangements and so on. Management Practice: This is a common set of values which are made real through day to day management and is developed through training, coaching and mentoring for all managers throughout the organisation. Mayo County Planning Forum: This is made up of representatives from each service provider in the area of intellectual disability and for autism, and also including education, mental health and parent representatives. Its purpose is to plan for the needs of all people with intellectual disabilities and/or autism in Mayo. Multi-Annual Funding Programme: This is the funding programme that committed funding to meet the needs of people with disabilities over a three year period. National Disability Strategy: This is the national strategy that sets public sector goals to meet the needs of people with disabilities in Ireland. Natural Supports: This term refers to the supports that are available to everyone though the relationships they have with family, friends and neighbours. It reflects the relationships that develop naturally in living out our lives each day. Outcomes Database: This refers to the way in which the scores from each Personal Outcomes interview are gathered on a database so that we can see how well we are doing organisationally in meeting people s needs. It assists us in identifying important themes in people s lives. Personal Outcomes Measures 2005: This is a system designed by Council on Quality and Leadership to measure the quality of person/family centred services. It is an external measurement process which can lead to accreditation if services meet the requirements. The Council on Quality and Leadership continue to develop the personal outcome measures based on their research. The latest measures launched in 2005 replace the 2000 measures. Glossary 30

32 Person /Family-Centredness: This refers to the focus on each person, or family in the case of children, as an individual. It challenges organisations to develop individual supports in response to the particular circumstances of each person or family. RESPECT Project: In 2005 all staff in the Association were given the opportunity to participate in a survey to determine their experience of working for Western Care and to identify issues and challenges. This project was overseen by the Partnership Committee. Rights Review Committee: This is a Western Care committee, made up of parents, service users, some staff and other independent representative, to promote the rights of people who use services and to review rights restrictions for people being supported. Safety, Health and Welfare at Work Act 2005: This legislation sets out the requirements on employers and employees with respect to safety and welfare at work. Safety in All Environments Committee: This committee oversees safety in the Association, aiming to integrate health and safety, protection and welfare, and incident/injury strategies. Service Level Agreement: This is the contract that Western Care signs each year with the Health Service Executive setting out the requirements of the Association by the HSE in relation to the services it must deliver with the funding being made available to it. Service User Database: This is the Database that Western Care has developed to capture information on the services people use currently, their service needs, along with some personal information. It also captures information related to incident injury reports involving the person/family and Outcomes information. It can be accessed by the relevant service manager. Service Users in Governance Sub-Committee: This committee was set up a number of years ago, chaired by the Executive Director, to explore how to involve the people using Western Care s services in the governance of the organisation, in a way that is meaningful and beneficial. Glossary 31

33 Shared Service Models: This is the opportunity to collaborate with different agencies to share or reduce costs and increase the quality or quantity of services. It could include, for example, a number of transport providers working together to develop a shared service that would work better for a wider population of people. Statement of Need: This is a plan that collates all the needs of people using services and describes what service developments are necessary in order to meet people s needs into the future. Supervisory Support: This is the term we use to describe a formal process between the staff member and their line manager, in which the latter offers supervision and support to the staff member to assist them to carry out the requirements of their job effectively. Systematic Instruction: It is an approach to teaching that relies on us breaking tasks into component parts and presenting them in a way that promotes learner success using the evidence of data in the learners performance. Toolbox for Change: This was developed by David Pitonyak for organisations to consider how they are working, to re-focus and to celebrate their achievements. Towards 2016: This is the national agreement reached between all of the social partners, that sets goals over the next eight years in relation to social policy and pay. Support Function: We use this phrase to describe the organisation supported deaprtments such as Finance, Human Resources, Evaluation and Training Department and Organisation and Administration. Glossary 32

34 Contact Details Western Care Assocaiton John Moore Road Castlebar Co. Mayo Tel: Fax: website: care.com 33

35 STRATEGIC PRIORITIES The Strategic Priorities for Western Care Association result from reflection on the extensive feedback. They include the day to day business of the organisation, incorporating what we do day-on-day, with the major development tasks that we are committed to undertaking. The six strategic priorities are: Strategic Priority One: Western Care Association will deliver a person/family-centred service to people with an intellectual disability and/or Autism in partnership with service users, families, staff and communities. Strategic Priority Four: Western Care will maximise Best Value for service users and families through optimal use of all available resources. Strategic Priority Two: Western Care Association will continually improve the quality of our service and supports through ongoing consultation with serviceusers, families and Staff to better understand service needs and preferences. Strategic Priority Five: Western Care Association will nurture and sustain the voluntary ethos of the Organisation, in that it best represents our values and informs our practice. Strategic Priority Three: Western Care Association will attract and retain a quality, motivated, skilled and empowered staff team, managed in a transparent and accountable manner, within the principles of partnership. Strategic Priority Six: Western Care Association will work in partnership with the statutory sector and other agencies to best deliver person/family-centred services and support to children and adults with intellectual disability and/or Autism in Mayo. 34