Defining Your Offer Creating the Change for Self-directed Support - - PowerPoint PPT Presentation

Creating the Change using Self-directed Support

Defining Your Offer for Self-directed Support

27th September 2016

Catherine Garrod Programme Officer Providers and Personalisation

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Defining Your Offer

• Consider how to clearly

define your offer in a competitive market of social care.

• Plan for sustainability of

services, income generation and innovation.

• Market your support to

individuals through relationship marketing

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Self-directed Support 10 year Strategy

Now at half way point for 10 year Strategy for Self-directed Support for Scotland.

• Phase 1 (2010-13) – 10 year

Strategy published, draft legislation

• Phase 2 (2013-16) – Legislation

and Statutory Guidance

• Phase 3 – (2016-2018) Ongoing

Implementation

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Self-directed Support

Social Care (Self-directed Support) Act principles:

• Greater choice and

control over support

• Outcomes based

support

• Involvement
• Right to participate in

in society

• Treated with dignity

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Defining Your Offer

SDS Act (section 19) Places a legal duty on local authorities that they ‘must, in so far as reasonably practicable, promote: a) The availability of providers of support and b) The variety of support provided by it and other providers.'

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Connecting Up

At your tables, introduce yourself and in small groups:

• Discuss what

‘Sustainability’ means for your

• rganisation/service.
• Write on a post-it note
• ne or two words which

define ‘Sustainability’.

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Austen Smyth The Richmond Fellowship Scotland

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Sustainability and SDS

Conf Brief: Provider perspective

• n sustainability, income

generation, coping with cuts???

Background to the Sustainability Q

• Changing Lives in 2006
• Doing more of the same won't work.

Increasing demand

• Greater complexity and rising expectations

mean that the current situation is not sustainable:

Aspirations

• Healthy, Prosperous, Tolerant, Safe, Fair

and Inclusive

• National Health and Wellbeing Outcomes

set in 2014 (JIB’s)

• Gov aspirations – a commitment to CC
• High comparative expenditure per person

in Scotland compared to home countries:

Spend….2014

Forces in Play

• Financial crisis – impacting 2008/9 –

uplifts stopped

• Austerity
• Funding Cuts
• Retendering
• Framework
• Package reductions – spot purchasing
• Regulatory Oomph
• Workforce registration

• Rising costs
• Employment Tribunal Rulings
• Pension auto-enrolment
• NMW
• Increased complexity of need
• Packages reductions
• Revenue slippage
• Staff turn over/ retention/workforce

recruitment

• Agency Bills

Secret world of responses:

• Terms and Conditions – sickness,

pension, holiday, life assurance,

• New posts- Assistants (skill mix is the

phase), fixed salaries (no increments),

• Restructuring – job losses/extend ratios
• Growth
• Service handback

• Things are generally getting harder: marked increase in

low profit, low growth from 2015.

• If historic trends are repeated, this pattern will continue.
• Very few providers are posting significant profits: it

seems that growth is an easier path to sustainability.

• Fundraising – Rents – have been utilised
• LHA – capping is coming – prepare for squeeze of

accommodation

Sustainability

• As a charity trustee, you are trusted to

look after the charity’s assets and responsible for making sure that the charity fulfils its charitable purpose(s).

• As a Company Director … act in a way

(s)he considers, in good faith, is most likely to promote the success of the company for the benefit of its members as a whole;

Going forward?

• SLW – to go to £8.25 (daytime)
• an increase of 10%
• SO – to get to £7.20 is a 65% increase on top up

model

• SO – to get to £7.20 (not top up) is a 140%

increase

• SO to get to £8.25 is a 176% increase (no longer

top up - which will be the case anyway by 19/20 due to NLW = £8.55)

• Impact of Top up is that staff who do sleepover in

essence start to lose benefit

Impact

• Provider a – sees daytime costs go up by £2.3m
• Provider a – sees night time costs go up by

£2.7m

• Provider a - sees on costs go up by £850K
• Provider a – sees total costs go up by £5.85m
• % increase on base frontline staff = 11% but

need 9.5% on fee rate, after discounting non frontline staff

• Differentials not included

Funding

• So far – not close to costs
• Some are better than others
• More increases are on the way – SLW, NLW,

Apprenticeship levy

• Feels Like poker rather than brokering
• Audit Scotland – Social Work in Scotland report

– develop long term strategies – financial and workforce

Workforce

• Ability to recruit and retain the best

staff is a growing concern for the vast majority of the sector.

• A problem beyond control?
• The social care sector has always struggled to

recruit and retain staff when unemployment is low.

• If current national policies maintain a low level
• f unemployment and a rising NLW what are the longer

term consequences for the care and support sector?

? and ?

• What does sustainable look like
• Is the culture fit to deliver sustainability

Postcript: “Time is of the essence … further real cost increases are on the way”.

Defining Your Offer

Stephen Finlayson The Thistle Foundation

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Defining Your Offer for SDS

Stephen Finlayson – Quality Improvement Manager 27th September 2016

Aims (Aspirational)

To provide you with an opportunity to:

• Leave today with shining insight of how to

define what you offer within SDS provision.

• To offer a guru level crash course in

marketing SDS provision.

• And most importantly:

– For you to tweet about how Thistle Foundation have got it all cracked (and how to donate).

Two CCPS events

• Defining Your Offer for SDS
• SDS, Risk & Criminal Justice
• Unfortunately I know:

– Nothing about criminal justice – Nothing about how your organisation should define it’s SDS offer.

Fortunately…………….

• I do know a bit about:

– Thistle’s approach to risk and SDS (you should come on 12th October) – How Thistle are trying to approach SDS

• So lets start again……….

Defining Our Offer for SDS

Stephen Finlayson – Quality Improvement Manager 27th September 2016

Aims (Aspirational)

To provide you with an opportunity to:

• Leave today with shining insight of how to

define what you offer within SDS provision.

• To offer a guru level crash course in

marketing SDS provision.

• And most importantly:

– For you to tweet about how Thistle Foundation have got it all cracked (and how to donate).

• Support approx. 100 people in own homes across central belt.
• The big Edinburgh tender of 2009

– Large amount of people we support moving to DP’s.

• Model for many years prior of highly individualised teams-
• nly work with that individual.

– Outcomes focus – not being achieved by shared support eg employment – This put us in good stead for SDS Act coming in

• Attempts over many years to develop more transparent

finance reporting to deliver meaningful budget information to individuals.

Thistle’s background with SDS

• Very strong focus on Option 2 Individual Service Fund’s:
• Edinburgh pilot 2014
• Renfrew redesign of services 2016

– Clear focus on use of budgets for what makes sense – not for simply service

• delivery. Very clear outcomes focus for budgets.
• Particular focus on ISF’s for services deemed “challenging” – use budget to redesign
• r allow control to return to families.
• Working with families

– “The best single proxy for quality in my experience is how well are families involved” – Simon Duffy

• Highly individualised recruitment:

– All staff working to the individual – Getting better at negotiating the challenges of this!

• Access to integrated services

– Lifestyle management

Our offer now

• Please don’t tweet about this – our comms people

may see it!

• We do very little direct marketing around SDS.

– No glossy brochures, little on website. Though we probably should! – Key “marketing” has been evaluation of pilots

• Vast majority of new work has come through either:

– Working with LA’s to do things differently – Investment in relationship with LA’s – credibility to try new ideas and ways of working. – More directly:

• families who know each other and recommend.

Our, err, “marketing”

• Option 4:

– Much of SDS will work best when supported by other elements. – Renfrew ISF’s – all Option 2 – mix of 2 & 3 may be better. – Easier to define and sustain a unique option if underpinned by these. – Eg – May be easier to use an individual budget very creatively if person also has solid option 3 core service.

• SDS, austerity and ethics:

– Legitimate approach to SDS to use budgets more efficiently for better

• utcomes. Legitimate offer to LA’s to try to do this.

– But we all know realities of austerity and perceptions and/or realities

• f why budget decisions are made.

– Huge challenge:

• When to work with dwindling budgets “creatively” and when to walk away.
• Does part of offer include advocacy role?

Some things that interest me

Stephen.Finlayson@thistle.org.uk

www.thistle.org.uk

Break

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Sustainability

Graeme Reekie Wren and Greyhound

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Sustainability

Graeme Reekie, Wren and Greyhound

www.wrenandgreyhound.co.uk/resources

Understanding sustainability

• What sustainability is not
• What it might be
• Where to find out more

www.wrenandgreyhound.co.uk/resources

What’s going on here?

Sustainability: What it’s not

≠ Sustained ≠ Self-sustaining ≠ Money ≠ Saying yes

The capacity to make a lasting difference

Sustainability – a new definition

Sustainability =

Sustainability

‘An organisation or service’s capacity to make a lasting difference’

• Planning
• People and projects
• Participation
• Partnership
• Proving
• Policy
• Profile
• Pounds and pence

• Funding follows work, not the other way round
• Most of your income comes from 3-4 sources
• Most of these sources came from relationships
• What are you doing now to build relationships and

generate income for 2018 and beyond?

• Profile
• Pounds and pence

• People who have convincing evidence of need and
• utcomes are more successful fundraisers
• Needs change, so must you
• Funders and policy makers need your evidence to

show how they are achieving their own outcomes and strategies

• Do people know how you contribute to their plans?
• Proving
• Policy

• Participation
• Partnership
• Organisations are not in competition, but networks

might be

• When your partners are successful, so are you
• The most intelligent people don’t (all) work for you
• Do people know how you contribute to their goals?

• Planning
• People and projects
• Sustainable organisations plan and respond
• They develop new ways of doing and thinking
• But they know when to say ‘no’
• Can the balance between planning and

responsiveness ever be found?

Sustainability

Graeme Reekie, Wren and Greyhound

www.wrenandgreyhound.co.uk/resources

Workshops

• 1. Market Diversity - Commissioning for a diverse market of

support Stay in main conference room

• 2. Doing Things Differently – service redesign & commissioning

for SDS for children Burns 1 room

• 3. Marketing Your Support without losing your values Burns 2
• 4. Finance and SDS – Barriers & solutions for moving to SDS

Budgets Scott 1 room

• 5. Sustainability and Unit Costing – how to build sustainable

services in respite and short break services Scott 2 room

Lunch Break

Defining Your Offer

In groups at your tables:

• 1. Rate the bars of chocolate for

both quality and price.

• 2. Where do you fit in the social

care market? Are you a specialist support provider or a generic provider?

• 3. How does price affect quality in

social care provision?

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Workshops

• 1. Market Diversity - Commissioning for a diverse market of

support Stay in main conference room

• 2. Doing Things Differently – service redesign & commissioning

for SDS for children Burns 1 room

• 3. Marketing Your Support without losing your values Burns 2
• 4. Finance and SDS – Barriers & solutions for moving to SDS

Budgets Scott 1 room

• 5. Sustainability and Unit Costing – how to build sustainable

services in respite and short break services Scott 2 room

Defining Your Offer: Developing a Marketing Plan

• What are the key

ingredients for marketing your organisation?

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Culture Change

Enablers

• Collaboration
• Involvement of people

who use services

• Leadership, resources,

staff training

• Promote values of SDS
• Support innovation
• Low barrier, short

accessible contracts

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Next Steps

Write on the people cards: Your next steps……

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Thankyou!

Please fill in your Evaluation Forms

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P&P is a policy and practice change programme supporting providers to prepare for, and showcase good practice in the journey to Self-directed Support.

Policy-Information-Events-Practice Exchange-Facilitation- Personalisation leads- Change projects- Action Learning- Research- Capacity building

Contact us @PPProgramme Catherine Garrod, Programme Officer catherine.garrod@ccpscotland.org