Peterborough Our mission is to promote the well-being of all older people and to help make later life a fulfilling and enjoyable experience Business Plan 2010-2013
Contents Page Subject Page Number Purpose of this document 1 Executive Summary 2 Mission and Approach 3 Community engagement 4 Assessment of current operational and financial performance 5 Objectives Information & Advice 6 Services in the home 7 Services in the community 8 Fundraising 9 Shop profit share and Trading 10 Research & Public Relations 11 Organisational effectiveness and efficiency 12 Internal communications 13 Giving older people a voice 14 Partnership working 15 Risk factors and constraints 16 What will success look like at the end of this plan? 17 Financial summary income less expenditure 18 Financial summary support costs and reserves 19
Purpose of this document About Age Concern Peterborough This Business Plan sets out the aims of Age Concern Peterborough (ACP) for the next three years (April 2010 to March 2013). It is a rolling plan and will be updated on an annual basis in the light of what has been achieved and circumstances at the time of the review. The intention of the plan is to describe ACP s direction of travel rather than to go into great detail about how individual objectives are to be achieved. Separately members of the management team will produce detailed, quantifiable, one year objectives for which they will be accountable and which will be consistent with the three year plan. Age Concern Peterborough (ACP) is a local, independent organisation and is both a registered charity and company limited by guarantee. The charity works for and with older people in the Peterborough unitary authority area. It is a non profit making organisation and is governed by a 13 strong Board of Trustees. ACP delivers a comprehensive range of services to thousands of older people in Peterborough which helps them to retain independence at home and promotes physical and mental wellbeing.
Executive Summary This Business Plan is written in the context of significant change both local and national. Major changes that will impact the Charity to a greater or lesser extent include; demographic changes in Peterborough which mean that by 2015 there will be 27,283 people over 65 years of age an increase of 13.9% compared to 2010*; an increase in the number of people amongst various migrant groups; the introduction of individual budgets for social care; the roll-out of the newly merged Age UK and the continuing impact of the recession. The commitment of ACP is to be in the best possible shape to respond to those changes. On one hand this means having strong links with the local community and a continued sensitivity to national issues. On the other hand it means having lean, efficient internal processes that can adapt and change as required. The Business Plan describes an ambitious programme but the five most important components of the plan are: A continuing focus on giving Information and Advice so that older people are aware of their rights and their views are represented. Advocacy on behalf of individuals will be a future growth area for ACP given the importance of individual budgets for social care. Further development of the way services are provided in the home and the number of older people to whom they are provided to help in combating social isolation. Particular emphasis will be given to the expansion of the befriending service. More emphasis on fundraising and revenue generation to ensure the long term ability of ACP to expand the numbers benefiting from its services at least in line with the increased number of older people in Peterborough. A retail presence in Peterborough city centre that is sustainable in the long term. It will be a focus for trading activity and a convenient point of access for those that wish to use the advice and advocacy services of ACP in person. Development of a partnership with Age UK that is mutually beneficial, avoids overlaps of responsibility and activity, and produces the best outcome for the older people of Peterborough. *Source: NHS Peterborough 18 February 2010 Older People s Mental Health Commissioning Strategy
Mission Mission Our mission is to promote the well-being of all older people and to help make later life a fulfilling and enjoyable experience Approach Valuing older people Give older people a voice by a wide and varied involvement in the charity Keep focussed on activities and services which maintain independence and promote well-being Improve access by older people to information, advice and services Working Effectively Operate with effective structures, people, systems, facilities and equipment Develop fundraising skills and trading activities (unrestricted income) Ensure all activities meet relevant regulations and standards Working in Partnership Work together with other organisations to deliver the best possible services Make best use of the resources of all, to reduce gaps and duplication in service provision Establish an effective working relationship with Age UK Giving Older People a Voice Campaign on issues important to people as they get older Increase local awareness of our work, and the needs of people in later life Use our achievements and experience to influence local and national policy makers
Community engagement In addition to delivering services and support directly to older people in Peterborough, the charity s management team continue to contribute to the bigger strategic issues that are faced by the City and its communities in relation to the needs of older people. The intention is to be voice of older people, a role that Age Concern is uniquely placed to fulfil. Representation and support is provided to a whole range of groups, boards, forums, partnerships, voluntary sector organisations and statutory authorities that indirectly help to support the older population of the City. There are many examples of partnership working arrangements that achieve outcomes that Age Concern Peterborough could not deliver alone. Safeguarding Board, Forum and Training Sub Group Over 60% of all the victims of adult abuse are over the age of 65 with 46% over 80, so our managers make a contribution to the local policy and practices in an attempt to reduce the number of incidents and raise general awareness of the problem Carers Partnership Board Carers play an important role in the lives of many older people, so we support the Board in its objectives to promote carers rights, entitlement, respite and awareness of issues such as dementia and physical health Health and Well Being Partnership Board One of our senior managers attends the Health and Well Being Partnership Board to raise awareness of the needs of older people. Much of our other work in this area revolves around diet, nutrition, exercise, falls prevention and access to health services for older people Self Directed Support and Individual Budgets The introduction of self directed support for social care will provide older people with more choice when support is needed. The charity works in partnership with NHS Peterborough to make the transition as easy as possible for older people and to provide advocacy for those who need assistance and support to understand and apply the new process Peterborough Infrastructure Consortium Peterborough Infrastructure Consortium is a group of voluntary organisations providing representation on behalf of the voluntary sector and is involved in developing local voluntary sector strategy. ACP is one of 14 member organisations helping to support, develop and represent the local voluntary and community sectors Care and Repair Steering Group Care and Repair provide a valuable handyperson scheme that is delivered by professionals. Most work is carried out with no labour charge to the service user. ACP sit on the steering committee to represent the needs of older people in Peterborough
Assessment of current operational and financial performance Operational Financial The charity has achieved significant growth over the last three years and continues to reach out to provide support and services to new clients who need some assistance in order to keep well and remain independent at home. Every effort is made to keep services aligned to the priorities of the national and local authorities. A recent example is the introduction of an advocacy service for older people eligible for an individual budget through self directed support to meet their social care needs. Another example is the hosting of consultations in relation to the green paper Shaping the Future of Care Together. These services are being delivered through close partnership working with National Health Service Peterborough. More and more older people are living alone and are often socially isolated and lonely. The befriending service aims to improve social contact by making regular home visits. However, the service in its current form is unable to cope with the level of demand. There is also an ever increasing demand for information and advice that will need increased funding if the needs of older people are to be met. This Business Plan describes how some of the gaps in the provision of services to older people will be met by ACP. ACP is currently financially stable and meeting its financial objective to break even on income versus expenditure. The last three year financial plan (i.e. at the start of 2009-10) highlighted the fact that this position would deteriorate to the extent that ACP faced a deficit by financial year 2011-2012 of c. 100k. The principal reasons for this deterioration were the lack of grant funding for the Centre for Well Being and the prospect of a rent review to market level on the Lindens. This projection has already been significantly improved by the performance of our practical services and increasing shop profit share. However to close the gap entirely requires further major fund raising and this three year business plan anticipates an improvement in that area in order to return to the break even objective.
Information and Advice Older people often find it difficult to deal with problems such as welfare rights, housing, care in the community, claiming benefits, health issues, individual budgets, discrimination and others. ACP will provide quality and timely information, advice and advocacy services to older people. Historically this is the only service that ACP has been obliged to provide as part of its relationship with AC at UK level. Any changes required by the newly formed Age UK will be taken into account as soon as they are known. Objective To provide a consistent and high quality information service to older people, their carers and families. This will include advice on the telephone, by appointment in the client s home or by appointment in the ACP office. Winterwise is to become an integral part of the Information and Advice service during year one of the plan. To provide a one referral signposting service to agencies who are more appropriate to give specialist advice. To provide an advocacy service to assist and support older people who need help and representation when they become entitled to an Individual Budget to meet their social and low level health needs. ACP aims to deliver information, advice and advocacy to over 1,200 older people each year. Recruit volunteers to support current paid employee operation and ensure they are competent to fulfil the role. Focus information giving at a City Centre location making it more accessible to older people, their carers and families. Develop a strong working relationship with Age UK and capitalise on initiatives they take nationally on Information and Advice. Incorporate appropriate PR activity into the marketing plan in order to further raise awareness. Visit people in their home to help with the completion of the Self Assessment Questionnaire, a support plan and represent their needs when necessary. Work with other partner agencies in Peterborough who will provide referrals to ACP. Financial Assumptions Information & Advice assume 1,000 additional volunteer costs per annum otherwise unchanged.
Services in the home Demand for support in the homes of older people remains high, but these services have outgrown the charity s infrastructure support and now require up to date processes that include a client database and billing and cash handling systems to enable the desired growth to be achieved. Demand for all these services is high, and ACP s aim is to be able to consistently meet demand. Objective Currently over 300 older people use the Home Support service and over 600 use the Gardening service. ACP will position itself to be able to achieve growth in line with demand. Continue to deliver the Home Checks service in its current form. The introduction of a single assessment process so that existing and potential clients can be offered all the relevant services available from ACP. Working with partners to identify older people who will benefit from ACP services. Our home adviser will visit around 600 older people each year to arrange for aids and adaptations to improve the quality of life at home. Financial Assumptions In 2010-11 the hours charged for Home Support will grow by 3%. Client hours then grow by 10% and 15% in years 2 & 3 with consequent impact on payroll costs. In 2010-11 the hours charged for Gardening services will be 3% higher than 2009-10. Hours charged will then grow by 10% and 15%p.a. respectively for the following two years. The service will continue in line with our contractual arrangements with the local statutory authority. Given the particularly important role that Befriending can play in combating social isolation it is intended to expand this service significantly. Considerable emphasis will be placed on the recruitment of befriending volunteers as this is key to the achievement of volume growth. Befriending assumes numbers grow by 50% in each year of the plan. All figures assume 2% growth in price and salaries.
Services in the community ACP provides a range of services in the communities, both in and around the City, that are funded by local statutory authorities or the Big Lottery. These services provide support and advice to older people relating to their health and wellbeing, day care needs, physical fitness and social interaction. The provision of these services in the past has been driven by the needs of local authorities and availability of funding. During the period of this plan a more strategic, and less reactive, approach will be taken in line with the overall mission and objectives. Objective To provide services for older people in the communities to meet their health and wellbeing needs. These include: Healthy Mind & Body Day Care Friendship clubs Healthy Mind & Body, including Fit as a Fiddle will be reviewed and a strategic recommendation made to the Trustee Board at the conclusion of the current funding provision. The Day Care Centre and Home from Home will continue in line with our ongoing agreements with NHS Peterborough and be subject to review in line with NHS priorities.. Financial Assumptions The Big Lottery funding is due to cease in 2012 so alternative funding will have to be secured for the service to continue into 2013. The element that is funded by the City Council is subject to annual renewal. Subject to the continuous funding from NHS Peterborough.
Fundraising The objective is to diversify our funding streams in order to establish significant unrestricted income. Objectives To develop a short term plan to increase the amount of unrestricted funds raised (at low or zero cost) and which has the potential to achieve results during 2010/11. To develop a longer term fundraising programme, covering at least the duration of this 3 year plan, that is signed off and agreed by the Trustee Board by the end of Year 1. The management team will work with the existing external fund raising adviser to put a short term plan in place by the end of Quarter 2 Year 1. When the new ACP CEO is appointed decide how the fund raising area is to be resourced. A plan will then be drawn up for ACP going forward that takes into account any opportunities offered by the evolving relationship with Age UK. Financial Assumptions Over 8K of unrestricted funds will be raised as shown in the numbers on page 18 of this document. The figures for Years 2 & 3 of the plan, shown on page 18, are an extrapolation of the money that will be raised in 2010/11. Once the three year plan is developed then either these numbers will be increased or other adjustments will be made to the Business Plan going forward in order to eliminate the annual deficit.
Shop profit share and Trading ACP has a profit share agreement with AC England in regard to three retail shops and a trading alliance agreement with AC Enterprises in respect of insurance broking. Objectives Shop profit share Seek to maintain the existing arrangements. Work with Age UK to expand opportunities within the area. Shop profit share Lobbying Age UK over the importance of existing arrangements to ACP. Seek to work with other Age Concerns who might be threatened by change. Seek partnership deals for local shop outlets with other charities which also seek to share cost of operation. Financial assumptions Shop profit share The shop profit share remains constant for the first two years of the plan and then falls by 20% in line with Age UK proposals. Trading To grow the book of insurance (sales plus renewals) by 15% per annum until after three years the operation makes at least a contribution to support costs. Trading Steps have already been taken to increase the number of people qualified to sell insurance and other products. The search for a suitable city centre trading location will be continued Trading Assume the book (sales plus renewals) will grow at 15% p.a.
Research and Public Relations The plan of ACP is to grow, both in terms of the numbers of older people that benefit from the services it provides and the impact it has on the community as a whole. The key element of its future success is low or no cost Marketing and Public Relations. Objective To understand the nature of the demand for the services of ACP and to build a marketing plan that reflects individual and community need. Identify a source of marketing expertise, at no cost, who can work with the management team to produce a marketing and PR plan. First plan to be produced by the end of Year 1 and then updated annually thereafter. Financial assumptions Assumed to be cost free. To ensure that ACP is recognised as the natural spokesperson for older people in Peterborough by the public at large, the local media and by all agencies concerned with the welfare of older people. Publicise the knowledge, competence and skills of ACP. Assumed to be very low or no cost.
Organisational efficiency and effectiveness Ensure that our employees and clients feel valued and that the administrative cost of the Charity reduces in comparison to the amount spent in directly providing services to older people in Peterborough. Objective Develop a plan that reduces support costs from around 30% of turnover to 20% of turnover. Produce recommendations for potential efficiency gains in Finance, Human Resources, occupancy and any other areas. If the recommendations are accepted an implementation plan will be in place no later than the end of Q3 of financial year 2010-11. Develop a client database. Financial assumptions Information Technology costs increase as new equipment bought and depreciates. This includes Sage software licence and 10K for database development (on the assumption that software development cost is written off). The Lindens rent is reviewed upwards to 35k p.a. from April 2011 onwards with no subsidy.
Internal communication Ensure that internal communications support the achievement of the aims outlined within ACP`s 2010/13 Business Plan. Objective Maintain a working environment where staff and volunteers are committed to their roles and feel that their contribution is valued. Completion of staff survey and actions taken on its results. Through regular individual and group meetings with staff both formal and informal annual performance reviews and quarterly staff newsletter. Staff understanding the ACP 2010/2013 Business Plan and playing their part in achieving the aims therein. Financial assumptions None.
Giving older people a voice We will proactively campaign upon issues that impact upon the wellbeing and independence of older people locally in order to ensure that their voice is heard where key policies and decisions are made. Where appropriate this will be undertaken in liaison with Age UK. Objective Support older people in their efforts to voice issues of concern and have them addressed. Take a leading role in working with other agencies to ensure the best interests of older people are maintained. Through feedback from clients and their supporters/advocates and addressed at places where such issues are discussed, policies formulated and actions agreed. Financial assumptions None. Maintain close contact with key influencers of opinion and decision makers within the Peterborough City Council, the local National Health Service, Greater Peterborough Partnership and other relevant bodies. Attend meetings where issues affecting older people are discussed, policies formed and actions taken.
Working in partnership Active participation within the many groups and partnerships in Peterborough whose aim is to support initiatives that meet the many needs of local vulnerable people including older people. Objective Work in partnership with key organisations that support initiatives addressing the issues and meeting the needs of older people in Peterborough. To build a strong working partnership with Age UK so that the voice of ACP benefits locally from national initiatives. Decide which organisations to work in partnership with. Actively participate in projects that support our work on behalf of older people locally. Positive involvement in all opportunities to interact with and influence Age UK. Financial assumptions None..
Risk factors and mitigation Key risk factors Impact Mitigation The current shop profit share arrangements within the merged Age UK organisation. Age Concern England s shops in Peterborough donate 120k of unrestricted income. It is possible this would be severely reduced. Funding from local statutory bodies. Our existing NHS contract has been renewed for 2010-11. Peterborough City Council contracts have been renewed for the six months to September 2010. Chief Executive to ensure we have a seat at the table in any project which seeks to cut the cake in a different way. Senior managers to make sure present relationships are constantly renewed and that the reputation of Age Concern and its usefulness to local statutory funders remains self evident. Fund Raising falls far short of the plan. Reduction in income, staffing and services. Trustees would need to re-visit cost cutting We fail to develop a fit for purpose client database. Opportunities to offer services to a wider client base and bill them more efficiently are lost. scenarios. Engage consultant resource with proven track record of project delivery.
What will ACP look like after this three year period? There will be significant growth in services delivered in the home, information and advice and some community based services. The charity will be playing a stronger role in the wider community in ways that benefit older people. Provide ease of access to older people, their families, friends and carers through a high profile permanent city centre location Be accepted by our partners and the wider community, including the media, as the leading voice for older people locally. Have increased fundraising in order to fund services to a greater number of older people. Met the insurance needs of a greater number of older people. Our governance and administration will be operating more efficiently and effectively. Have developed a strong partnership with Age UK as a result of our record of achievement and be consulted by them on national issues. Be recognised by both employees and volunteers as a satisfying and enjoyable place to work.