Quarriers Strategy 2017-2020 - Aspen People · service, Technology Enabled Care, Go4IT (digital...

Quarriers Strategy 2017-2020Transforming Lives

1. Introduction

Foreword

1.1 Proud beginnings: our starting point

1.2 Our strategy journey begins: strategy development process

2. Context

2.1 What we do: our skills and expertise

2.2 What we do: working principles

3. Strategy

3.1 Strategy at a glance

3.2 Mission, vision and values

3.3 Our ambition: transforming lives

3.4 Strategic goals and objectives

4. Measuring Success

4.1 What will success look like?

4.2 Making our strategy a success

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Quarriers Strategy 2017-2020


Quarriers Strategy 2017-2020 3

Foreword

Quarriers has a unique and amazing history. Our founder William Quarrier had a bold vision and a sense of purpose which enabled him to improve the lives of vulnerable people over 145 years ago. Today, the organisation, which still has its vision and values based on those of our founder, is larger and more diverse.

This strategy is a significant milestone for Quarriers. It demonstrates that we have made clear choices about the future direction of the organisation and how we are going to evolve and improve. Quarriers has the potential to become a leading force in the health and social care sector, offering the best possible outcomes to those we support and using our collective strength to influence the sector. We need every person who works with and supports Quarriers to be part of this journey using their talents, commitment and drive to help us fulfil our vision.

The world has changed significantly since Quarriers was first founded and, similar to William Quarrier, we have some real challenges to overcome on our journey. Our vision isn’t going to be achieved overnight. However, every journey begins by taking a single step, and our first step is to share our plans for the future and invite you to be a part of them.

Our strategy 2017-2020, which is outlined within this document, sets out our vision for the next three years. This strategy is based on a thorough analysis of our operating context, feedback reports from our regulators, our internal audits and our stakeholder satisfaction surveys.

Additionally, further information has been gathered through focus group discussions, information gathering from our key stakeholders, and the ideas and vision of our staff, our Board of Trustees and people we support. We would like to thank all the people who contributed to this important task. Our strategy is ambitious because William Quarrier was ambitious all those years ago. He is a great example of how amazing things can happen when you have a bold vision and purpose.

This is the future of our organisation. We invite everyone who has an interest in making this vision a reality to come with us on this exciting journey. We need your help, and we value your input as it won’t always be easy. However, we believe that 145 years from now, Quarriers will still be able to take pride in having transformed thousands of lives.

1. Introduction

Alice Harper Chief Executive Officer

Tom Scholes Chair - Board of Trustees


Before we look into the future, let’s take a look back. After all, you’ll never get to where you are going if you don’t know where you are starting from.

Having experienced poverty on the streets of Glasgow as a child, shoe retailer William Quarrier was moved by the similar plight of children in the city, and established a shoeblack brigade where boys could shine shoes to make a living.

Seeing that there was more work to be done, William set up the first Quarriers service in 1871, and established a home for orphans and destitute children near Bridge of Weir in 1878. The aims were simple and the outcomes transformative, and William Quarrier was an innovator of welfare in his time. Since these beginnings, Quarriers has cared for more than 30,000 children in need, and 145 years later, the organisation remains as passionate about making a difference to the lives of the people we support.

Today, Quarriers is a significant health and social care charity supporting people of all ages with diverse needs. We employ over 2,000 staff to support thousands of people in more than 120 locations across the UK. The environment in which we operate today is very different: we face increased regulation and legislation; increased competition; the drive for high quality person-centred care; people living longer with more complex needs; increased demand for services; and developments in technology against a backdrop of austerity and financial pressures.

We are also a core participant in the Scottish Child Abuse Inquiry which will continue beyond the lifetime of this strategy.

1.1 Proud beginnings: our starting point


1.2 Our strategy journey begins: strategy development process

From May to December 2016, we carried out a programme of work to develop this three-year strategy. Our staff played a central role in gathering information to inform our strategy development, putting forward ideas and being involved in consultation sessions. This has been critical to the success of developing a comprehensive strategy.

There were a number of key components to the strategy development process:

• extensive staff engagement

• consultation with the Board of Trustees

• analysis of the external and competitive environments

• financial and market analysis

• development of our vision, mission and values as part of our staff engagement activities

• engagement with the people we support through our inclusion groups


As part of our strategy development processes, we reflected on our expertise. We work in partnership with individuals, families and carers who have support needs including:

• learning, physical and sensory disabilities

• vulnerable families and children

• homelessness

• epilepsy (assessment, diagnosis and fieldwork support)

• being a carer (young carers and adult carers)

• autism

• complex healthcare needs

• addictions

• mental health needs

• dementia

Additionally, we have a long history and experience of working with people who have complex needs which often challenge traditional service models. We have developed expertise in supporting people whose behaviour can sometimes be challenging to access a wide range of community activities.

We are also innovative. We have experience of developing service models to meet the needs of those we support such as our world-class William Quarrier Scottish Epilepsy Centre, services for children with complex health needs, a dementia befriending service, Technology Enabled Care, Go4IT (digital inclusion), short break fostering for children with disabilities, support for carers and adult placement to name just a few.

While delivering a wide portfolio of services to meet the needs of the people we support, we believe the key themes that feature in our work are:

• our person-centred approach: putting the person at the centre of all that we do

• providing outcomes-focused care/support solutions to enable people we support to remain in their communities

• our passion and commitment to support the most vulnerable and disadvantaged people in society

We are successful in applying for grants and fundraising to supplement our existing services, providing funds to support innovative models of support such as Coaching For Life, epilepsy fieldwork and dementia befriending. Grants and fundraising activities will continue to be integral parts of our strategy.

Volunteering within Quarriers continues to grow year on year, and Quarriers is proud to have the Investing in Volunteers UK Quality Award. Volunteering brings many benefits and opportunities to those we support and not least for the volunteers themselves; therefore, volunteering will also continue to be a key part of our 2017-2020 strategy.

2.1 What we do: our skills and expertise


Our commitment to the people we support is central to what we do. We want them to know that we will be right there with them on their journey. Their success is our success, and their ongoing support is our reason for being. Our working principles therefore support our values in our service provision:

• safeguard human rights, safety and welfare

• encourage independence and citizenship

• promote choice, privacy, dignity and respect

• personalised, outcomes-based support

• promote and encourage wellbeing

• have a zero tolerance to abuse

• enable people to realise their true potential

• promote positive risk taking

• provide learning opportunities

• a continual improvement focus in all areas of our work

2.2 What we do: working principles


Our previous five-year strategy 2012-17 was bold and ambitious. Our aspirations were to be:

• THE family charity

• UK-wide

• visible

• brave

• aspirational

• transformational

• a £50m charity with a focus on continually improving quality

Additionally, the strategy highlighted that we would support the most vulnerable people in society, ensure financial stability, develop services, be fit for purpose and be better known.

Some of these aspirations are reflected in our new strategy: we will continue to support vulnerable people, ensure financial stability, develop services, improve quality, be fit for purpose and be better known.

However, there are some key differences: for example, the context in which we provide our personalised, outcomes-based support today is dynamic and challenging. Therefore this is a three-year strategy which we will review annually.

We have not set an ambitious growth target within our strategy 2017-2020 due to the challenges of public sector funding. Instead, we will continue to develop our services in a planned approach while ensuring sustainability. Public sector funding will continue to be the focus for providers throughout the lifetime of this strategy. This, along with increased scrutiny, competition, and demand for care and support; recruitment and retention issues; the drive for the Living Wage, and demographic changes will make sustainability a key focus for providers from 2017 onwards.

Our belief is that sustainability isn’t about standing our ground: it also involves change, innovation and challenges. This strategy therefore supports Quarriers to change and adapt to meet and reflect the environment in which we operate currently and up to 2020.

3.1 Overview: strategy at a glance


Our three-year strategy is aimed at fulfilling a new mission and vision for Quarriers.

3.2 Mission, vision and values

Our missionTransforming lives: enabling the people we support to realise their true potential.

Our visionFor people we support to have greater independence and inclusion in their communities, and to be active citizens who are in charge of their health and wellbeing.

Our values

Our new strategy will be led by values which stay true to the principles that have made Quarriers what it is, and also reflect our ambitions for the future.

These values apply to all of us: trustees, staff, people we support, volunteers, families and carers, and are integral to induction, training, work policies and staff appraisal.

These are the values that will guide us throughout our 2017-2020 strategy:

Enable We strive to enable individuals to meet their needs and fulfil their aspirations.

Honest and open We believe being honest and open is the basis of trust. Trust is what good relationships are built on.

Outcomes-focused Listening and working with people to achieve what they want and need.

Respect We respect individual choice and promote inclusion, rights and independence.

Excellence We will continually develop a workforce with the necessary enhanced skills to deliver the highest level of person-centred support.

Dignity We respect the unique worth of every person: people we support, families, carers, employees and volunteers.


Our ambition within our 2017-2020 strategy is to become the leading charity for delivering community-based health and social care solutions by 2020.

We will be:

• earning a unique reputation for excellence in all we do

• known for listening to and working with people to realise their potential

• the charity people aspire to work for

• the provider of choice

• sustainable

3.3 Our ambition: transforming lives


Following strategy engagement sessions with key stakeholders, we have taken into consideration the environment in which we operate, challenges ahead, our strengths, our weaknesses and potential future opportunities to develop our strategic goals and objectives.

These goals and objectives will provide the overarching framework for our annual operational plan and the organisation’s performance management framework.

3.4 Our strategic goals

Personalised support

We aim to be the provider of choice and be recognised for being person-centred and outcomes-focused in all we do.

Strategic objectives:

• Provide staff with learning and development opportunities which reflect our person-centred, outcomes-focused values. By 2017 and review annually

• Ensure our back office systems/processes support the personalisation agenda. Review using Progress for Providers by 2018

• Continual development of Technology Enable Care (TEC). Increase the use of TEC within our services. Ongoing

• Review and improve our local and self-directed support marketing and activities. Ongoing

• In line with our Participation Strategy, further develop Board engagement with the people we support. By 2017

• Implement Progress for Providers across the organisation. By 2018

• Ensure our services are attractively priced, provide positive outcomes for those we support, and promote loyalty with the families and people we support. Ongoing

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Our staff

We aim to be the employer of choice and invest in our values-driven workforce.


• Develop recognition and reward strategy. By 2018

• Continue to invest in staff learning and development opportunities to ensure compliance with legislation, regulation, fitness to practice, best value and the outcomes of those we support. Ongoing

• Develop and support a continuous improvement culture. Ongoing

• Develop and implement core management learning and develop programme to support frontline managers. By 2018

• Develop and implement a transformational leadership programme which supports succession planning and the competencies required in a dynamic environment. By 2018

• We will recruit, retain and invest in staff who share our mission, vision and values. Ongoing

• Further develop our staff health and wellbeing strategy. By 2018

• Improve staff influence and engagement. Set up a staff engagement group. By 2017

• Implement workforce and succession plans. By 2018

• Continue to invest in our SQA qualification centre to support compliance with regulators and our reputation and employer brand. Ongoing

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Achieving excellence

Quality pervades everything we do. We embrace a culture of continuous improvement, surpassing recognised standards and outcomes while transforming the lives of the people we support.


• Ensure all regulated services are graded as a minimum good or very good. Ongoing

• Maintain Investors in People: Gold. Ongoing

• Work towards Silver Healthy Working Lives Award. By 2020

• Achieve European Foundation for Quality Management Commitment to Excellence. By 2020

• Achieve national and local awards. Annually

• Ensure that feedback from our stakeholder surveys used to drive our continuous improvement agenda. Ongoing

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Development and sustainability

We will continue to develop sustainable services that benefit those we support and their communities.


• We will continue to tender for, redevelop and develop services which are sustainable, linked to our core service delivery activities. Ongoing

• We will ensure our service provision meets the strategic needs of funders. When required, we work to develop or redevelop our services. Ongoing

• Maximise value, efficiency and compliance across Quarriers’ estate. Review annually and ongoing

• To move closer to our customers: increased emphasis on locality-based models i.e. hub (locality) structures. By 2018

• Work with decision makers to deliver services that are personalised, best value and meet local need. Ongoing

• Identify strategic partnerships to collaborate with in order to develop and deliver personalised, sustainable, outcomes-based services which meet local need. 2017 and review annually

• Develop new services – adult placement (to reduce hospital bed blocking/delayed discharge), respite services (adults and children), and dementia services (community-based). 2017 and review annually

• Maximise income by reviewing and diversifying fundraising streams. 2017 and then review annually

• Ensure our systems and processes support organisational change and our business requirements. Review annually

• Improve our marketing intelligence processes. 2017 and review annually

• Be more visible to our customers. Review our marketing campaigns. By 2018

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We aim to maximise our impact in the communities in which we provide services.


• Increase the number of volunteers by 20% annually to maximise our impact in the communities where we provide services. Recruitment and volunteering activity will be locally focused. Ongoing

• Recruitment activities focused on the localities in which we provide services. Review annually

• Continually develop and improve our activities to minimise our impact on the environment. Review annually


Impact

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By 2020, we will be:

• focusing exclusively on our mission, vision and values, and growing their reach.

• the provider of choice: known for listening to and working with people to help them realise their potential.

• known for transforming people’s lives.

• known as an organisation with a culture of continuous improvement and excellence, subsequently being the charity people aspire to work for.

• a sustainable organisation: robustly managing our growth and finances.

• earning a unique reputation for excellence in all we do.

• known as the leading charity for delivering community-based health and social care solutions.

4.1 What will success look like?

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 we have set out a reality. We will measure progress and success in a variety of ways, e.g. key performance indicators, reports to our Board of Trustees, and engagement and feedback from our staff, people we support and key stakeholders.

Our staff are critical to making the vision we have set out a reality. We want our staff to be supported, fulfilled and self-driven to deliver the best possible service. We want our staff to progress in their careers, experience opportunities and use their ideas and expertise to drive improvements in how we work.

Our staff brought their views and ideas to our strategy engagement session, and these have helped formulate this strategy and our five strategic objectives.

The greatest asset we have to make our strategy a reality is you. We hope that you feel enthused about the future and excited to join us on our journey in transforming lives: enabling the people we support to realise their true potential.

4.2 Making our strategy a success

Quarriers is a registered Scottish Charity No SC001960 and is a company limited by guarantee and registered in Scotland No 14361 VAT registration No 263 5009 75 2491 04/17

Getting in touchRegistered and Head Office: Quarriers, Quarriers Village Bridge of Weir PA11 3SX

Tel: 01505 616000

Email: [email protected]

www.quarriers.org.uk

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