AGE CONCERN
GLENROTHES
STRATEGY
2014 – 2017
CONTENTS
Section
Page
1.
Introduction.
3
2.
The Purpose of Age Concern Glenrothes.
3
3.
Demographic and Local Needs.
4
4.
Strategy Engagement and Feedback.
4
5.
Current Service Provision.
5
6.
Strategic Priorities.
6
7.
Strategic Links with Funding Partners.
7
8.
Conclusion.
8
9.
Annex.
A. Reasons for Strategic Priority Selection.
9
B. Strategic Priorities – Timeframe/ Responsibility/
Measurement.
11
C. Summary of Consultation Feedback.
13
2
1.
INTRODUCTION
1.1
This document sets out the intended strategic direction for Age Concern Glenrothes (ACG)
over the course of the period 2014-17, and outlines the key areas of activity required to
deliver the strategy. It is intended to be used by the Board and management of ACG as a
reference point for future decision-making.
1.2
Our aim is to: -
1.3
These factors underpin the decision making of ACG board members.
2.
THE PURPOSE OF AGE CONCERN GLENROTHES
2.1
Our purpose is ‘to provide services to older people in Glenrothes, and the surrounding area,
that enhance their quality and enjoyment of life by encouraging interaction, mental and
physical activity and companionship. Our aim is to promote independence , improve
confidence and reduce social isolation’.
2.2
By setting out a clear statement of our aim and purpose we can ensure our clients,
volunteers, staff and funders have a shared understanding of our strategic direction.
3
3.
DEMOGRAPHICS AND LOCAL NEEDS
3.1
Fife’s older population within the 65+ age group is expected to increase to 105,000 by 2035
(an increase of 41,000). While all older age groups have increased in size the 80+ age group
has seen the greatest rise by a notable 18%.
3.2
The ACG client survey in January 2013 showed that 73% of ACG clients are aged 80 or over,
with many over 90. Based on 2010 data, in Fife the number of people aged over 75 will
increase by 12% by 2015, 29% by 2020, and 56% by 2025.
3.3
The number of people in Scotland living with dementia is expected to double over the next
25 years. Based on 2010 population data, in 2013 there are currently expected to be 6,217
people in Fife with dementia. The number of people with dementia will rise by 7% in the
period 2013-2016 and by 31% for those diagnosed in the period 2013-23 (Source: Dementia
HEAT standard calculator, Scottish Government).
3.5
We therefore anticipate that demand for our Active Ageing and Iris Group (dementia day
support) services will continue to grow significantly over the period of the strategy and
beyond, meaning we are likely to see waiting lists for our services grow.
4.
STRATEGY ENGAGEMENT AND FEEDBACK
4.1
To inform this strategy, from 7 August to 22 October 2013, 20 engagement sessions were
undertaken with clients, carers, volunteers and staff to help inform the development of this
strategy. 90 clients, 35 volunteers, 10 staff and 4 carers participated in these sessions.
4.2.
These sessions were led by ACG’s Manager, with Board support and involved direct
discussions with individuals and groups on the following topics: -
1.
2.
3.
4.
5.
6.
7.
8.
9.
4.3
The Purpose of ACG.
Why clients attend ACG.
What clients enjoy most about ACG.
The difference ACG makes to the lives of those attending.
What works well.
What could be improved.
What additional services/ activities could be offered.
Views of clients in relation to ACG staff, volunteers and Board members.
Opinion on each of the centres from which services are delivered,
including food provision, transport and value for money
In addition to these sessions, the Board of ACG has had monthly discussions on our strategy
development, with a Strategy Sub Group set up to progress the detail of this work.
4
4.4
Annex C provides a summary of the themes originating from the Strategy Engagement
process.
5.
CURRENT SERVICE PROVISION
5.1
We currently provide three services: Active Ageing, Iris Group (dementia day support) and
Buddy Service. Our three services currently provide over 130 spaces per week.
5.2.
ACG provides an Active Ageing support service inclusive of transport and a nutritious meal.
Each session incorporates therapeutic activities that improve and support individual clients,
including: -
5.3
These activities are planned in consultation with the clients and are designed to assist people
to retain their cognitive and physical skills as well as enhance their health, wellbeing and
quality of life. This has a tremendous benefit in maintaining and extending their
independence and allowing clients to remain active members of the community for longer.
All placements are subject to regular review and support planning and are based on assessed
needs.
5.4
We are the only organisation in Glenrothes providing specific day support services for people
with a diagnosis of dementia (the Iris Group) and our analysis has shown local demand will
increase significantly in coming years.
5.5
The Iris Group has a consistently high waiting list, currently standing at 30 people. In order
to address this, and in recognition of the anticipated growing demand (outlined above), we
5
have included an additional Iris Group session within the current service provision which is
reflected in the grant application submitted to Fife Council on 9 December 2013.
5.5
We are currently piloting a Buddy Service called New Horizons which is funded by the
Change Fund. The purpose of the Buddy Service is to help alleviate loneliness and isolation
by providing a volunteer who will visit an older person on a regular basis either in their home
or out and about in the community. This service supports clients to define and realise their
goals and aspirations, for example, learning a new skill or improving an old skill, interacting
with others in the community, support with weekly shopping, enjoying an old hobby e.g.
gardening or visiting a friend. The intention is that the older person is able to maintain an
element of independence through the support and input of the service.
6.
STRATEGIC PRIORITIES
6.1
After reflecting on the strategy engagement feedback at the meeting on 25 November 2013,
the Board of ACG agreed the following 8 strategic priorities. These priorities set out where
focused action is needed and have been developed to support delivery of the purpose of
ACG and align with demographic circumstances, local needs, client, volunteer and staff views
and available funding. ACG’s 8 Strategic priorities are:-
6.2
1.
Work to continuously improve the quality of services, measure impact
on clients and respond to feedback.
2.
Define the Service model within the context of available funding for
2014-17 with a focus on protecting existing clients and services and
growing these services where possible.
3.
Review staffing and volunteer support required to deliver the service
model.
4.
Define the referral criteria and communicate to referring
organisations.
5.
Make transport more effective and efficient.
6.
Improve support for volunteers and staff.
7.
Make Board more visible and accessible to clients, volunteers and
staff.
8.
Improve fundraising capacity.
Annex A explains the reasons for the identification of the above priorities.
6
6.3
Annex B outlines key actions, responsibilities for delivery, timeframes and measures of
success in relation to the identified priorities.
7.
STRATEGIC LINKS AND FUNDING PARTNERS
7.1
One of Fife Health and Social Care Partnership’s seven key principles is ‘prevention’ and the
partnership is also committed to ‘ensuring that older people have an opportunity to remain
independent in their daily lives and be actively supported to regain quality of life’. ACG has a
key role to play in supporting these aims.
7.2
Active Ageing is an early-intervention preventative service that promotes an independent
lifestyle for older people living in their own homes. Utilising the diverse skills of volunteers
(currently 80) we provide a low cost support service that complements Fife Council provision
by delaying the need for more costly statutory services.
7.3
Active Ageing can also form part of an individual support package to ensure the best
outcome for the client. We are dedicated to working in partnership with Fife Council/Social
Work personnel in addition to many other healthcare practitioners including GP’s, CPN’s and
Glenrothes Day Hospital. We regularly give support and information on a variety of other
services to clients and their carers and take a proactive role in liaising with the individuals’
wider support network e.g. health, social care.
7.4
Our Iris Group (dementia specific service) provides an exemplary dementia support service
from a highly trained team of staff and volunteers.
7.5
Our Active Ageing support service improves the quality of life of older people living in the
local community. In particular, our service helps prevent social exclusion amongst older
people in the community and provides a conduit for consultation and onward referral,
potentially reducing the need for in-patient admission to hospital. This is achieved by
developing relationships with general community services and improving early intervention
through the specialist support available from other agencies/departments.
7.6
We actively contribute to Fife Council priorities and Partnership Plans by providing Active
Ageing services to older people who are vulnerable and isolated within the community by
delivering a service that:1.
Is community based.
2.
Encourages peer support and interaction.
3.
Promotes health and wellbeing.
4.
Provides individual support.
5.
Is based on assessed need.
7
7.7
Furthermore, we have developed an Environmental Policy to ensure a proactive approach to
minimum waste and maximum recycling in line with Fife Council’s “green” targets.
7.8
In addition to the above we are addressing several of the 16 National Outcomes as outlined
in Scotland Performs.
8
CONCLUSION
8.1
This document sets out the strategic direction for ACG over 2014-17 and has been
developed in partnership between the clients, staff, volunteers and Board. The focus will
now be on implementing the strategy by concentrating on the key actions to deliver our
strategic priorities to maximise the benefit of our services to our clients and the wider local
community.
8.2
Progress will be overseen and monitored frequently by the Board of ACG.
8
ANNEX A – WHY WE NEED TO DO THIS
1. Work to continuously improve the quality of services, measure impact on
clients and respond to feedback.
Why do we need to do this?
We need to be able to demonstrate to clients and funders the positive outcomes our
services deliver and how these offer value for money. ACG is committed to listening to
feedback to drive continuous improvement in our services and delivering our purpose.
2. Define the Service model within the context of available funding for 2014-17
with a focus on protecting existing clients and services and growing these services
where possible.
Why do we need to do this?
We need to define a realistic service model that benefits clients and the local community in
line with the purpose of ACG. The service model has to be deliverable in the context of
available funding, be sustainable and have the potential to be developed further in the
coming years.
3. Review staffing and volunteer support required to deliver the service model.
Why do we need to do this?
The average age of our clients is getting older with each client coming with an average of 4
health issues, particularly mobility issues, arthritis, dementia and other significant cognitive
impairment, as well as many other complex support needs.
We need to review our staffing and volunteer support to deliver our defined serviced model,
taking particular account of the needs of our more frail clients.
4. Define the referral criteria and communicate to referring organisations.
Why do we need to do this?
ACG offers an open referral system. However, the number of unsuitable referrals is
increasing. This results in a waste of staff resources which could be better utilised
elsewhere. If referring organisations do not fully understand the nature, as well as the
limitations of the services we provide, this can cause frustration for both parties.
5. Make transport more effective and efficient.
Why do we need to do this?
Transport costs for ACG are disproportionately high and if this were planned and used more
effectively, more resources could be used to directly benefit clients.
9
6. Improve support for volunteers and staff.
Why do we need to do this?
Our organisation already provides a supportive environment for volunteers; however our
strategy engagement process has shown us we could do more to support volunteers and
staff. Currently we do not have sufficient staff time within our infrastructure to adequately
support our volunteers. Increased support in this area was a key theme coming from our
strategy engagement process.
Our proposed staffing budget for 2014-17 includes a new part-time post for a Volunteer
Coordinator who would be responsible for inducting new volunteers and coordinating
training for our 80 current volunteers. They will also be responsible for our volunteer
recruitment process and developing new volunteer roles to better support the infrastructure
of the organisation.
Ensuring that our volunteers are adequately trained and supported is crucial for our
development as an organisation. In addition, creating new and clarifying existing
volunteering roles will not only ensure the best possible support to our clients but
potentially allow us to utilise volunteers instead of paid staff for some tasks, potentially
reducing costs. This development is reliant on being able to source required funding.
7. Make Board more visible and accessible to clients, volunteers and staff.
Why do we need to do this?
This was a key theme coming from staff and volunteers in the strategy engagement process.
Effective voluntary organisations have strong productive relationships between volunteers,
staff and Board Members. We must work to ensure the Board is more visible, proactive and
responsive to issues.
8. Improve fundraising capacity.
Why do we need to do this?
Demand for our services is increasing at a time when core funders have less available
funding. In April 2013 we had to reduce our service provision, and close two client sessions
due to a reduction in available funding.
Our strategy engagement has shown that for many of our clients their session with ACG is
their only social outing within one week. Many have told us that without the sessions we
provide they would be socially isolated and potentially suffer mental and physical decline as
a result.
Improved fundraising capacity would help improve the resilience and sustainability of
existing services and potentially help us expand and develop services to the benefit of
current and potential clients.
10
ANNEX B – TIMEFRAME/RESPONSIBILITY/MEASUREMENT
STRATEGIC PRIORITY
KEY ACTIONS
TIMEFRAME
RESPONSIBILITY
MEASURE OF SUCCESS
Work to continuously improve the
quality of services, measure impact on
clients and respond to feedback
ACG has already
developed a set of
Quality Standards based
on the National Care
Standards
Duration of Strategy
(2014-17)
Board, staff and
volunteers
Positive feedback from
clients, carers,
volunteers, staff,
referring organisations
and funding partners
Strategy Engagement
process
Completed
Board and staff
Funding secured to
deliver preferred service
model
Action Plan developed
and being implemented
Define the Service model within the
context of available funding for 2014-17
with a focus on protecting existing clients
and services and growing these services
where possible
Ongoing
Grant application for
core funding submitted
to Fife Council on 9
December 2013
Completed – awaiting
response (expected
March/April 14)
SLA 3 Year Evaluation
(2011-2014)
Draft completed
Develop contingency
plan in case of funding
shortfall
February 14
Review staffing and volunteer support
required to deliver the service model
Dependent on funding
secured
Ongoing
Staff and Board
Positive feedback from
staff and volunteers
Define the referral criteria and
communicate to referring organisations
Senior coordinator and
Manager to develop
draft referral criteria
Criteria to be presented
for Board approval 28
January 14
Senior Coordinator,
staff and Board
Fewer unsuitable
referrals leading to freed
up staff time
Make transport more effective and
efficient
Accounts administrator
conducting initial
analysis to develop
transport options
Options to be presented
to February 14 Board
meeting
Bert Lumsden and
Donald Thomson
Transport costs reduced
and positive feedback
from clients, staff,
volunteers
New Volunteer
Coordinator post
incorporated in SLA
application
Ongoing - Dependent on
funding secured
Improve support for volunteers and staff
Make Board more visible and accessible
to clients, volunteers and staff
Improve fundraising capacity
Staff and Board
Introduce ‘You said, we Ongoing
did’ Strategy summary
to show clients,
volunteers and staff
how ACG has responded
to strategy feedback
TBC
Ongoing
Staff and Board
Positive feedback from
volunteers and staff
New volunteer roles
developed and recruited
to.
Board
Positive feedback from
clients, volunteers and
staff
Staff and Board
Additional resources
secured
12
ANNEX C – GENERAL THEMES – STRATEGY ENGAGEMENT
1. The purpose of ACG
Generally different groups believe ACG is here to help prevent older people feeling isolated and
encourage social interaction. The staff and some volunteers feel that use of ‘day’ services in the
purpose is old fashioned and sounds institutional. Some also feel ‘high quality’ suggests a service
run by fully qualified staff, rather than reliant on volunteers.
2. Why clients come to ACG, what they enjoy most and what difference ACG makes to clients lives
All three services provided by ACG are highly rated and highly valued by the clients and carers.
Generally clients enjoy the ability to interact with peers and make friends the most. For a number of
clients their weekly session with ACG is their only opportunity to get out and about in a week. Some
believe attending has helped prevent them from physical and mental decline or social isolation.
3. What works well and what could be improved
Transport to and from the centre and a cooked meal is highly valued along with a variety of activities
and entertainment. The majority of clients are extremely happy with the services and don’t feel
anything needs to be improved.
Staff feel that the services could be improved by freeing up more development time to plan sessions
and activities. They have also highlighted a need for more volunteer support and training, as well as
a need to think carefully about the support needs of potential volunteers. Some volunteers have
also raised this as an issue and would welcome more support/supervision.
Staff feel that time is being wasted on unsuitable referrals from partner agencies.
4. What other services/activities could be offered
Many of the clients and volunteers have asked for the two sessions that were discontinued in April
to be reinstated.
All groups feel there is a need to expand all three services offered by ACG. There is a clear desire to
expand the Iris Group, though not at the expense of existing Active Ageing clients. There is also felt
to be a need to expand further Active Ageing sessions. There would also appear to be a large
demand amongst existing clients for the Buddy service.
5. Views on staff
Generally clients are very positive about the staff
Some of the clients would like more interaction with the manager. Some of the volunteers would
like clarity on staff roles, others feel they would like more support and that sometimes staff need
more time to prepare activities. In general staff agree with this and can find it frustrating.
Some staff feel there aren’t enough staff while others feel that staff could perhaps be used in a
different way and volunteers more effectively utilised.
6. Views on volunteers
The staff feel we need to move away from a culture of offering a place to every potential volunteer
as those with high support needs can detract time given to clients. There would appear to be a
consensus between volunteers and staff that a ratio of 1 staff member to 4 volunteers for Active
Ageing sessions is appropriate and 1 staff member to 3 volunteers for the Iris Group. Some staff feel
that there should be a cut-off point and sessions should be cancelled when there are not enough
appropriately trained staff or volunteers.
7. Views on Board
The majority are clear the Board is there to set the strategy, make decisions and ensure sufficient
funding. The majority of clients and staff do not know who is on the Board and would welcome
more informal contact. Some question how the Board can make decisions if they do not visit the
centres and interact with the clients/volunteers. The staff in particular feel that the Board do not
always value or incentivise the staff or appreciate their hard work. They also feel the Board is not
always proactive or approachable.
8. Views on Premises
(a). Scott Road
Generally seen as acceptable. The overwhelming majority of all groups feel that the tables and
chairs at Scott Road are too big for the activities and this can cause an issue with a lack of space. It is
also felt the small toilet needs to be renovated. Some of the staff made suggestions about use of MS
Society office.
(b). St Ninian’s
Generally seen as fit for purpose with good sized flexible rooms. Staff felt there was an issue with
security and the door not always being locked.
(c). Cadham
Generally felt less high quality facilities compared to other centres due to the lack of a private
meeting space and adequate food storage cupboards. Safe access to the building from the car park is
also a major concern highlighting significant Health & Safety issues which are being addressed with
Fife Council. Clients raised concern about lack of lock on men’s toilet door.
(d). St Margaret’s
Volunteers feel it is an ideal set up. Clients and staff felt that the hall and toilets can be cold,
particularly in winter.
9. Food provision
This is seen as a real strength for ACG. All groups are very positive about the food at each of the
centres, the variety, nutrition and presentation are all highly valued, particularly at Scott Road and St
Margaret’s. Also vegetarians are well catered for. Where issues are raised it is to do with personal
preference or where it is felt the menu can be repetitive at times (St Ninian’s clients).
14
10. Transport
Generally seen as an important part of the service offered by ACG and the door to door aspect is
particularly valued by clients and carers. The minibus and taxis are generally thought to work well.
Some raise issues with having to wait for the bus or taxi, or delays when clients are not ready.
The staff feel that too many taxis are being used and two minibuses with the ability to take taxis
would be cheaper. There was also the suggestion that transport boundaries be reviewed or look at
linking better with other organisations to cover transport for each other.
Some volunteers also question if it would be better to use two 7 seater vehicles with wheelchair
access, this would also allow more coverage from volunteer drivers (as no MIDAS training is
required). Generally felt that volunteer drivers do a good job and more use could be made of this
role.
11. Value for money
77/79 clients asked thought the service at ACG was good value for money. However, the majority
wouldn’t like to see the price go up.
15