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STRATEGY DIGEST


COMMUNITY INTEGRATED CARE HAS A BOLD VISION FOR THE FUTURE: TO BECOME THE UK’S LEADING HEALTH AND SOCIAL CARE CHARITY.

Where we’re going, we’re going together.


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I believe that Community Integrated Care has the potential to become a leading force in the care sector, offering the best possible outcomes to the people we support and using our collective strength to influence the sector on a grand scale. We need every person who works for our organisation to be part of this journey – to use their talents, ambition and drive to help us fulfil our greatest potential. This vision isn’t going to be fulfilled overnight. We’ve plotted a course to become a bigger and better Community Integrated Care, but you’ll know from The Big Change programme that we have some real challenges to overcome along the way. Every journey begins with a step and this is our first step on our new journey – telling you and your colleagues about our plans for the future, and inviting you all to be part of them.

This booklet sets out Community Integrated Care’s ambitions for the coming five years. We’ve aimed big because, as we found out 25 years ago when CIC was first founded, amazing things can happen when you have a bold vision and a real sense of purpose. We’ll all be working hard to achieve these ambitions and things won’t always be easy. However, I genuinely believe that five years from now, we will all be able to take pride in having transformed our charity and in being part of a truly leading organisation. Best wishes,

Neil Matthewman Chief Executive Officer


Where we are starting...

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BEFORE WE LOOK TO THE FUTURE, LET’S TAKE A LOOK BACK. AFTER ALL YOU’LL NEVER KNOW WHERE YOU ARE GOING, IF YOU DON’T KNOW WHERE YOU ARE STARTING.

–Our charity was founded in 1988 to support people with care needs to move from living in institutional hospitals to living with independence in the community. Today, we are one of the biggest charities in the UK. –Community Integrated Care supports thousands of people living across England and Scotland with learning disabilities, mental health concerns, autism and age-related needs. We employ over 4500 colleagues. –In 2011, we commissioned the biggest research project of our history, which told us that we need to adapt our organisation to achieve our full potential. We responded to this research with our Big Change programme, which seeks to improve CIC with investment and change. –Our Five Year Strategy looks at how we can build upon the ambitions of The Big Change to secure a better future for our charity and the people we support.


Where we are going...

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OUR FIVE YEAR STRATEGY IS AIMED AT FULFILLING A NEW VISION FOR COMMUNITY INTEGRATED CARE, TO BECOME:

THE UK’S LEADING HEALTH AND SOCIAL CARE CHARITY. THIS IS AN INCREDIBLY BOLD STATEMENT, BUT WHAT DOES IT REALLY MEAN?


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– AMBITION We will ensure that our actions are worthy of the ‘UK’s Leading Health and Social Care Charity’ by thinking big and always focussing on excellence. – INCLUSION We will keep the people we support at the heart of all we do, offering them the best possible services and enabling them to achieve real outcomes.

– LEADERSHIP We will develop strong leaders and empower our Regional Business Units. Regional Directors will have accountability, responsibility and authority, and every colleague will understand their role. – GROWTH We will grow our organisation by 30% over the next five years, providing our services to more people who need care and support.

– EXCELLENCE We will develop a culture where everyone plays their part in developing and growing our organisation, and will celebrate success in doing so.

– IMPROVEMENT We will focus on continuous improvement, surpassing the requirements of our contracts and regulators to become genuine market-leaders for quality.

– TRUST We will gain the trust of our customers, to always respond to their needs and adopt a commercial approach to deliver the best possible services.

– PROFILE We will promote Community Integrated Care locally, nationally and regionally as a leading provider of health and social care.


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COMMUNITY INTEGRATED CARE WAS BUILT UPON A STRONG SET OF VALUES THAT HAVE GUIDED OUR ORGANISATION FOR 25 YEARS.

Values

WE WANT OUR NEW STRATEGY TO BE LED BY VALUES THAT STAY TRUE TO THE PRINCIPLES THAT HAVE MADE COMMUNITY INTEGRATED CARE WHAT IT IS, BUT ALSO REFLECT OUR AMBITIONS FOR THE FUTURE.

THESE ARE THE VALUES THAT WILL GUIDE US THROUGHOUT THE 2013-17 STRATEGY->


– WE RESPECT individual choice and promote inclusion, rights and independence.

–Giving full consideration to the people we support and our colleagues

– W  E ENABLE individuals to meet their needs and fulfil their aspirations.

–Becoming the best employer we can be

– WE ASPIRE to be the best at what we do.

–Focussing on continuous improvement

–Valuing diversity and promoting equality –Respecting, considering and consulting with all of our customers

–Ensuring that we are able to deliver quality services –Dealing with problems with a ‘can-do’ attitude

–Learning from and sharing experience –Acting with positivity and ambition

– WE DELIVER the best possible outcomes for the people we support and the partners we work with.

–Building long-term, successful partnerships with commissioners, academics and professionals –Meeting rigorous quality standards and achieving measurable outcomes in our services –Innovating to meet the needs of our customers

– WE INCLUDE the people we support, our staff, the communities we work in and our partners.

–Developing a truly inclusive culture –Influencing policy related to our areas of work and acting as a force for change –Working in a sustainable, corporately responsible way


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Our strategy focusses on seven areas that are vital for the future success of our charity: CULTURE CHANGE CUSTOMER FOCUS

Working for our customers

INCOME GROWTH PROFILE QUALITY STANDARDS VALUE FOR MONEY WORKFORCE All of these seven areas are aimed at enhancing the services we deliver to, and our relationships with: –THE PEOPLE WE SUPPORT AND THEIR LOVED ONES –COMMISSIONERS AND OTHER PROFESSIONAL PARTNERS –OUR COLLEAGUES


Our objectives

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THIS SECTION REVIEWS THE KEY PRIORITIES THAT WE WILL FOCUS OUR EFFORTS AND RESOURCES ON THROUGHOUT THE FIVE YEARS OF OUR STRATEGY. IT DESCRIBES WHAT WE NEED TO DO TO CREATE A LEADING ORGANISATION AND THE KEY PROJECTS THAT WILL ENABLE THIS ->


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CULTURE CHANGE

Our objectives We will create a culture of excellence through strong leadership, clear objectives, performance measurement and continuous improvement.

WHAT WE WILL DO:

KEY PROJECTS:

–C  ontinue The Big Change programme.

– Delivering a high-quality leadership development programme, to enhance the skills of our Regional Directors, Regional Managers and frontline managers.

–U  se the Regional Business Units to support greater teamwork. – S upport colleagues to perform well in their roles and always be accountable for their actions. – L isten to our staff, the people we support and our partners and always act upon what they tell us. – L earn from our successes and mistakes, and share best-practice. –C  elebrate achievements through rewards and recognition.

– Launching a new Performance and Accountability Framework, so that we can measure and monitor the standards we deliver. – Managing change by helping colleagues to understand their personal role in delivering the new Community Integrated Care.


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Our objectives

CUSTOMER FOCUS WHAT WE WILL DO: – Place the people we support at the heart of everything we do, introducing new tools to support them to be in control of their service and their life, and training our colleagues to promote inclusion. – Improve the services we deliver and our reputation in the communities in which we work. – Only develop new business when we are confident that we can successfully deliver it, in communities where we already operate.

We will focus on achieving the best possible outcomes for all of our customers.

– Make better progress in delivering true personalisation. – Ensure that all of our properties and services offer a consistently high-quality environment. KEY PROJECTS: – Commencing a programme of engagement with senior commissioners, led by our Chief Executive, Neil Matthewman.

– Regularly collect local feedback to understand how customers feel about our organisation.

– Creating a Service User Voice strategy that ensures we are genuinely listening and responding to the opinions of the people we support.

– Communicate with commissioning partners to build strong and mutually beneficial relationships with them.

– Developing a consistent set of standards for all of our services and ensuring that these are met.


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INCOME GROWTH WHAT WE WILL DO: – Ensure that we focus our investments, new contracts and organic growth on financially viable and outcome-focussed services, based in target local authority areas. – Concentrate our efforts on the growth of services for people with dementia, learning disabilities and autism, and building expertise in domiciliary care. – Establish a strategy that will see us target mergers and acquisitions, using the insight of our Cordis Bright research. – Provide services that are financially viable and deliver a surplus that contributes to our organisation. – Ensure that the prices for our services are always best value, without compromising on quality.

Our objectives

We will grow our income over five years by 30%, allowing us to provide services to more people.

– Achieve a tender success rate of 25%, through high-quality tendering and strong teamwork between our Business Development team and Regional Business Units. KEY PROJECTS: – Making investments in acquisitions and mergers that will help us to fulfil our strategy. – Implementing Key Account Management to support our relationships with commissioners and partners. – Introducing a mobilisation team to smoothly and effectively deliver new services.


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Our objectives

PROFILE

We will raise our profile at a local, regional and national level, promoting the size and experience of our organisation and our desire to influence national policies and local outcomes.

WHAT WE WILL DO:

KEY PROJECTS:

– Launch a Communications and Marketing strategy which focusses on the markets and audiences we want to communicate with, and presents Community Integrated Care as a large and influential organisation.

– Refreshing the Community Integrated Care brand.

– Refine our branding by focussing on the words ‘Community Integrated Care’. – Become members of and partners with key associations and groups that we believe will support our aims. – Establish strategic alliances with housing associations, care bodies and competitors. – Devolve marketing budget to our Regional Business Units, so they can focus on their local promotional priorities.

– Identifying new partners who can develop and enhance our reputation. – Publishing dedicated communications materials targeted at professionals, potential new service users, family members and our colleagues.


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QUALITY STANDARDS

Our objectives We will develop a culture of continuous improvement linked to agreed standards, external research and by sharing best practice.

WHAT WE WILL DO:

KEY PROJECTS:

– Establish and embed protocols that will provide all customers with assurance that the care and support we deliver is of a consistently high quality.

– Establishing of a set of clear quality standards and embedding these across our organisation.

– Manage and report on risk at all levels of our organisation – from our Board of Trustees through to our frontline Support Workers. – Ensure that our colleagues are effectively trained and managed to deliver good practice. – Have systems in place to identify practice that doesn’t meet our standards and provide support to resolve this.

– Rolling out our information management system ‘Q-Pulse’ to our Regional Directors, Regional Managers and services, to help them track and log the important actions needed to ensure service quality. – Developing academic links and commencing research projects.


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VALUE FOR MONEY

Our objectives We will consistently offer best value services defined by price combined with quality. Every colleague will support us to achieve cost effectiveness and cost efficiency.

WHAT WE WILL DO:

KEY PROJECTS:

– Be financially sustainable. We will only deliver services that make a financial contribution to our organisation.

– Reviewing our property portfolio to better understand its value and where investments are needed.

– Identify loss making services and work to remodel or close them. – Provide financial management systems that will enable a robust, professional approach to financial management. – Work with commissioners and the people we support to deliver services that are best value and meet local need. – Ensure that services are environmentally aware and that our investments are sustainable and environmentally appropriate.

– Implementing a modernisation plan for services identified as requiring investment. – Rolling out the complete Agresso system across the organisation.


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WORKFORCE

Our objectives

We will select the best staff and invest in their personal development.

WHAT WE WILL DO:

KEY PROJECTS:

– Develop effective managers and leaders, so that colleagues are empowered to achieve and develop in their roles.

– Providing performance management training to every colleague working in management or supervisory role.

– Ensure that colleagues are accountable at all levels, through robust performance management and establishing clear expectations.

– Undertaking an external review of our training provision and implementing its recommendations.

– Set individual objectives for all colleagues and measure and manage performance against these.

– Developing regional pay structures.

– Develop a culture where all colleagues feel that they can contribute towards our success. – Establish greater teamwork to become ‘One Community Integrated Care’.


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MAKING THE STRATEGY A SUCCESS

THIS DOCUMENT ISN’T A SERIES OF STATEMENTS ABOUT WHERE WE ‘HOPE’ TO TAKE OUR ORGANISATION – IT IS A FIRM PROMISE. WE ARE ABSOLUTELY COMMITTED TO MAKING THE VISION THAT WE HAVE SET OUT IN THIS BOOKLET A REALITY.

To do this, we will be introducing new tools to our organisation, which will help us to measure our progress on the journey to becoming the UK’s Leading Health and Social Care Charity. We have developed a framework that looks at all of the different components that make up a leading organisation and will be monitoring our success against these. This will involve our Board of Trustees, Executive Team and Regional Business Units looking at hard measurable facts, not conjecture, so that we can say with real certainty where we are and how far we still need to go. Community Integrated Care has never had access to tools of this standard or quality, and we believe this investment will help us to stay focussed and on-track over the next five years. But above all, the greatest tool that we have to make our strategy a reality is you and every one of our colleagues. We hope that you feel enthused about the future and are excited to join us on this journey. After all, where we’re going, we’re going together.


Questions, comments or feedback? We’d really like to hear from you. Call: 0845 543 9911 Email: fiveyearstrategy@c-i-c.co.uk Text: The word CIC followed by your feedback to 61009


Community Integrated Care - Five Year Strategy Digest