workshop e integrating health & care chaired by lance gardner ceo care plus group
TRANSCRIPT
Workshop EIntegrating Health & Care
Chaired byLance GardnerCEOCare Plus Group
Delivering Services through Social Enterprise
Lance Gardner MBEChief Executive
Care Plus Group
Background
• Strong sense of place• Long & Strong History of
collaboration• Co-terminus• High trust relationships
amongst local leaders• 2007 establishment of the
CTP – Health & Adult Social Care
• H&SC CCG being established
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Why Social Enterprise from TCS?
• Integration of ASC & Community (health) services.
• Choice for local residents• Focus on care outside of the hospital setting • To have providers routed in & focused on our
community• To have providers able to rapidly develop &
adapt services to reflect service need
Care Plus Group
• Fully integrated health and social care provider• 720 staff [789]• 50:50 split• £22million [£23.5million]• 156,000 population [180,000+]• National Social Work Pilot site
Some of our Services
• Intermediate tier• Community nursing• Home care• Specialist nursing• Employability• Meals on wheels• Day services• Chlamydia screening
“The Provider of Choice”mission statement
To be the most effective and innovative provider of care services in the UK and to be the
Provider of Choice at the heart of communities
Taking Responsibility
Visi
on
Putting People
First
Working Together
Delivering Quality Services
Investing in local
communitiesValu
esPr
ioriti
es
Key Theme - Supporting independence and healthy lives
Effective Governance
Effective Leadership
Skilled & Engaged
Workforce
Value for Money & Efficiency
Business Development
& Growth
‘Company’ versus ‘Society’
Provider of Choice
Community Benefit Society
• part of the IPS (industrial and provident society) 'family‘ since 1965
• registered with and regulated by the FSA• for the benefit of more than just the members• social objectives• can be an 'exempt charity'• optional asset-lock• can issue shares to the wider community• 1 member, 1 vote
Provider of Choice
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Outcome of Due Diligence• Positive organisational reputation• Strong ownership and strength of vision• Integrated working supporting better
outcomes• Embedded partnership working• Consistency with national policy direction• Recognition of financial challenges
Provider of Choice
Care Plus Group is not a care Society which serves people, it is a people Society which
provides care.
So what’s different?
• More freedom to act• Different relationship with commissioners• Broader roles• More opportunities to work with staff from across
the Society• Sense of ownership• If things don’t work we are empowered to change
them
Staff ? Others
Board of Directors
Council of Governors
Provider of Choice
community
CARE PLUS GROUP
Provider of Choice
No Targets Currently
Set
Provider of Choice
Financial saving through development of Complex Case Management & Rapid Response – The graph below shows the target financial savings for Complex Case Management and Rapid Response in GREEN.The month on month savings achieved already this year mean that the end of year target has been achieved 6 months early.
Provider of Choice
Provider of Choice
Benefits
• Lease cars
• Child care
• Gyms
• Savings
• Insurance
• Annual leave
Provider of Choice
benefitsProvider of Choice
What is social enterprise?
• A business that trades with a social and/or environmental purpose.
• “A business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners.“ (DTI, 2002).
Provider of Choice
“A social enterprise is driven by the best interests of the community. A social entrepreneur will always be bold, aspirational and ambitious
because their prime purpose is to change the world.”
Penny Newman CEO, Cafedirect. Feb 2007
Dr Linda HarrisCEO,Spectrum
Fit for the Future SEUK 2012
‘Integrating care and putting people first’
Spectrum Community Health CIC Dr Linda HarrisChief Executive
• Just over a year old• 170 staff• 8M turnover• Exploring synergies and efficiencies by bringing together:
• Health and well being for vulnerable groups (specifically secure environments )
• Contraception and sexual health• Improving outcomes for substance misusers and
people with complex needs…………… with a focus on the hard to reach
........and an eye to consolidate, diversify and grow
About us
DH Integrated Care Organisation - Legacy
Spectrum
HMP New Hall HMP Wakefield
Job Centre Plus
WY Police and Probation Primary Care
(CCGs)
Local Authority
Wakefield District
Housing/Open Door
Turning Point
Voluntary Action
Wakefield
NHS Wakefield
Specialist Mental Health Services
SWYPFT
The BriefPerspectives on:• Putting people at the centre of services • Working on the interface of health and social care• Advice for other organisations operating in either
health or social care seeking to expand into other sectors
Putting People at the Centre of CareStaff
Service usersCommunities
Values Attitudes Behaviours
CULTURE
‘Thinking like a Business’
Ensuring Business and Community Objectives are Central
Mutual governance
modelsStaff and service users exercising
more controlEntrepreneurial skills
Innovative and flexible service
delivery
To Successfully Transform
In Spectrum Shareholders interests are represented by an elected Council of Shareholders (COS) whose “voice” is represented on our Board.
Spectrum Shareholders
• ‘Get it right’• ‘Get me right’• The ‘wow’ factor
The Culture
We Want
Howto
‘get it right’
• Conscientious, staff with energy and enthusiasm to strive to be ‘better than the best’
• Great staff engagement – a sense of pride and belonging
• Open, sharing and willing to learn from our mistakes
• Champions of better for less culture, co production, social responsibility
• Professional ,warm and caring
• Tackling stigma and discrimination, building care around our patients, advocacy, recovery, respect, inclusion
• Expert and professionally accountable
• Focus on the patient, measures of satisfaction, look for every opportunity for feedback
How to ‘get
me right’
• ‘NHS like’ but nimbler, dynamic, energetic and enthusiastic, early adopters
• Creative , innovative workforce, flexible and free to develop new relationships and try new things to deliver better outcomes
• Visible leadership, representative, role modelling
•
Wow me!
• Provide personal, effective and memorable experiences for our patients
Recent successes:• BJN Innovation Award 2012 ( second runner up)
• Yorkshire Business Masters – shortlisted best newcomer category
• Early adopters - Involved in two national Drugs and Alcohol Payment by Results pilots
• Achieving efficiency savings in our prison pharmacy services of over 100K
Staff delivering transformation
Staff delivering service improvement and development• Cancer Research UK / Macmillan Cancer Care Collaborative with well
being nursing team • British Heart Foundation – specialist cardiac nurse for prisons • Inclusion Health Initiative for homeless and street sleepers with Wakefield
Council Open Door• Care coordination for frequent flyers in CCGs• Yorkshire Forensic Primary Care Service • Relationship and Sex Education in Schools • Safe Haven for night time economy (WY police)
Putting People at the Centre of Care
Service User and Community Representatives
Who are SpectrumPeople?
• A hub/group open to anyone interested in developing a collective ‘Vision for Volunteering’ and involvement in Spectrum
• Comprises paid staff, COS members, community members, service users at various stages of recovery
• Meets monthly, promotes involvement for ALL• Refer to themselves as Representatives of Spectrum
What does SpectrumPeople do?• A time and asset bank where service users and professionals
contribute their time, expertise and skills• Fundraising/donations • Takes on small defined and achievable projects
• Allotment scheme, in partnership with ABLE, Calder Vale• ‘Come Dine with Spectrum’ • Coaching and mentoring scheme for prospective volunteers• Creative writing with Community Arts Project
Putting People at the Centre of Care
Community Involvement and Engagement
Spectrum is developing a community engagement strategy as part of its published mission as a new social enterprise
In Wakefield this is evolving through joint initiatives with smaller charities and social enterprises delivering wraparound support to individuals with complex health and social care needs
Our new Mobile Health and Wellbeing Unit and Community Market place events are cornerstones of our approach
For other organisations operating in either health or social care seeking to expand into other sectors
• Be clear about your strategy and your added value• Communicate this to staff and stakeholders so everyone is ‘on message’• Grow your networks and test the market before scaling up new initiatives • Think of ways you can weave yourself into the local health and social
care economy through » Integration » Collaboration » Innovation
Advice
“Thinking like a business”• Competitive
• Understanding our existing markets
• Understanding our costs and living within our means
• Responsive to the needs of our clients/patients
• Looking out for new opportunities and new markets
• Ability to sell ourselves
How does transformation look and feel on the ground?
• Greater individual accountability• Evidence of ownership • Staff at all levels involved in bidding for contracts , grants and awards• Exploring freedoms and flexibilities of SE status e.g. Public /private
partnerships (Lundbeck, Coca Cola)• Commitment to measuring the added value• Outsourcing support functions • Greater and more visible community involvement • Evidence of organisational resilience
