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The Monday Club

The Monday Club. At the Southville Centre. Trinity Care Service. At Holy Trinity Church, Hotwells. De-commissioning…. Poor communications Unclear objectives, processes & timescale Changing expectations & outcomes Unclear who responsible for what Building-based Day Care not valued

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The Monday Club

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  1. The Monday Club At the Southville Centre

  2. Trinity Care Service At Holy Trinity Church, Hotwells

  3. De-commissioning….. Poor communications Unclear objectives, processes & timescale Changing expectations & outcomes Unclear who responsible for what Building-based Day Care not valued “One solution for all” approach Little practical support Focused on saving money, not focused on people.

  4. De-commissioning….. Last-minute information SCDA only 7 of 15 (47%) eligible TCS only 16 of 60 (27%) eligible No transition period Provider explained consequences to Service-users No time to secure alternative funding Staff morale collapsed.

  5. New business model….. No support No idea of how many current Service-users would be eligible for a Personal Budget No idea of what the potential market size / demand would be No idea of what price the market would accept Too many unknowns to enable development of a realistic business plan.

  6. SCDA Approach….. Re-model service offer Developed a pricing approach Developed a business model & budget Planned for an initial reduction in customers & then a steady increase.

  7. SCDA Approach….. Developed a set of marketing tools Recognised different market segments BCC HSC staff & teams OP with Managed Budgets OP receiving Direct payments OP who are Self-funded Carers / family Other decision makers / influencers.

  8. Previously 1-option, all-day, building-based Day Care Now flexible, 6-option Day Opportunity Services offering Choice & Control. SCDA Re-model service…

  9. Option 1: Morning arts & crafts Option 2: Morning arts & crafts + Lunch Option 3: Morning arts & crafts + Lunch + Afternoon entertainment Option 4: Lunch Option 5: Lunch + Afternoon entertainment Option 6: Afternoon entertainment. SCDA Options Choice & Control…

  10. Flexible provision by a local taxi firm Older people know & trust the drivers Drivers see the older people get into their homes safely. SCDA Transport…..

  11. BCC HSC provided additional 6-weeks up-front payment SCDA funded none-eligible historic Service-users for 6-weeks SCDA secured Charitable Trust grant funding to support the transition. SCDA After de-commissioning

  12. TCS Transport…..

  13. Consider all possible outcomes / income & cost projections Raise public awareness Immediate fundraising campaign Issue protective redundancy notices to staff (no guarantee of future funding) Press BCC HSC for funding for non-eligible Service-users. TCS Approach…..

  14. Reduced days open from 4 to 3 Extended existing services into morning sessions Develop 2-tier price model, using successful fundraising proceeds to support “non-eligible” Service-users (several over 90 years old!) Continue wide range & choice of opportunities Improved marketing, publicity, website, (BCC HSC teams & other referrers as well as local publicity). TCS Re-model service…..

  15. De-commissioning today…. Clearer objectives & expectations Better communication & processes Clarity regarding who is responsible for what Building-based Day Care valued (for some client groups) Better understanding of VCS & willingness to provide support Greater focus on people.

  16. Learning….. FACs assessments to be completed well before de-commissioning Providers to secure alternative funding before transition commences BCC HSC & Providers to jointly promote & market available services BCC HSC & Provider to jointly explain consequences to Service-users Transition period of 6 weeks required after de-commissioning (continued BCC HSC funding).

  17. Today….. Support & advocacy available via VOSCUR Will know how many current Service-users have Personal Budgets well before transition so can tweak model More informed idea of market size Price ceiling set by BCC HSC Staff kept informed Cooperation with other Providers invaluable.

  18. Current issues….. CSS Contract contains errors & too onerous Fixed unit price includes travel – a variable cost Payment-terms unacceptable for informed non-attendances Process of securing payment cumbersome Payment schedule every 4-weeks - make monthly System cannot cope with differential pricing Payments inaccurate - BCC Accountancy does not communicate.

  19. Current issues….. Need to treat services within CSS Contract separately BCC HSC need to support Providers to market / promote their services, particularly internally TCS eligible (i.e. BCC HSC-funded Managed Budgets & Direct Payments) referrals falling Non-FACs eligible, historic Service-users not supported No prevention work being commissioned.

  20. Thank You And Good Luck

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