Download The Daybreak Strategy

The Daybreak
Strategy
2015–2020
Our ambitious future plans
to transform the lives of people
with additional needs
Good
Your pathway to a better life
life
outcomes
The need for Daybreak
in 2015
• Inclusion is still not a reality
for most disabled adults
• New legislation drives
change to reduce inequality
• Pressure on social care
budgets will continue
to challenge
Daybreak was established in 1982 by parent
carers who wanted to provide meaningful
daytime occupation for their adult sons
and daughters with a learning disability.
In 2015, there is still a need for Daybreak,
to provide for those who are not fully included
in society.
• In 2012, Government statistics showed only
7% of people with a learning disability in paid
employment, whereas 65% would like to be
in work.
• Government research in 2012 also tells us
that people with learning disabilities suffer
health inequalities. One in seven learning
disabled people surveyed by the department
of health in 2010 rated their health as
‘not good’. (Emerson & Baines 2010).
• Housing choice is limited. People with
learning disabilities have little choice and
control over many aspects of their lives.
(Valuing People Now 2010)
• Thereisinsufficientsupportforcarers.
(Valuing People Now 2010)
• A 37% reduction in Government funding since
2011 has impacted heavily on local authorities
who have a duty of care to those with
disabilities and assessed needs.
Two recent pieces of Government legislation
have been introduced to improve life
outcomes for disabled people and to reduce
inequalities.
• The Care Act (2014), aims to achieve clearer,
fairer care and support. It wants to improve
wellbeing, the physical, mental and emotional
wellbeing of both the disabled person and the
carer. It puts the emphasis on prevention of
the need for support and gives people choice
and control over their own care.
• The Children and Families Bill (2014), aims to
improve pathways to adulthood to achieve
better life outcomes for disabled people.
It puts the emphasis on person centred
approaches and good planning towards
employment, independent living, good health
and community inclusion.
What does this mean for
the future of Daybreak?
Our services are more relevant than
ever in this changing environment.
Progress has been made nationally since 1982,
towards a more inclusive society, with a reduction
in hospital and residential care placements for
disabled people. However, we are a long way
from a society where disabled people can expect
to work, live independently (whatever
independence means for them), enjoy good
health, friendships and relationships, and feel
part of their community.
There is less public money available for providing
services to those with social care needs, which
makes for a competitive market. This situation is
unlikelytochangeoverthenextfiveyears,even
as the British economy enters a period of growth
and stability.
The Care Act and The Children and Families Bill
exist to support more disabled adults to be
included in society. The legislation aims to raise
the aspirations of disabled people and their
families to expect employment, greater
independence, good health and to be a part of
their community. The Care Act emphasises
he importance of minimum support to promote
independence and preventative support, to offset
reliance on care. The Children and Families Bill
emphasises the need for planning for good life
outcomes, ultimately for people’s needs to be
met within their own communities, not within a
care setting. However, inclusion is still only a
vision for many, and examples of disabled adults
living independently, in paid employment, in good
health, with a wide circle of support are still the
exception and not the rule.
Both pieces of legislation push to give more
choice and control to disabled people and their
families, with the offer of personal budgets to all
with assessed needs.
Therefore, today, and certainly for the next 5
years, day services are still required for those
whose needs are not met by life in the wider
community. However, there is a need for services
to adapt to the direction of travel forged by the
new legislation.
Daybreak has always offered meaningful
occupation, focussing on skills for work and life,
but from now on, we must work to reduce an
individual’s need for care and support and
wherever possible, move them further towards
paid employment, independence, good health
and being part of their community. Daybreak
must also be able to evidence the good life
outcomes people are achieving.
The concept of ‘Day Centres’ is a dated one,
reflectinganon-inclusiveapproachwithafocus
on care and activities. For the future, Daybreak
needstodefineitselfdifferently,referringtoour
three HUBS rather than centres and stressing our
drive towards improving life outcomes. Success
for us is when care and support needs are
reduced and ultimately, people move on to a
more independent life.
We must raise our own aspirations for those we
support, particularly younger people and
encourage all our stakeholders to do the same.
Developing a new strategy
for Daybreak
We consulted extensively with those who use
our services, with their carers, with our staff
and with those who commission us. Together with
our trustees we have developed a new strategic
vision, keeping Daybreak sustainable, effective
and relevant in the 21st century. We know the
nextfiveyearswillseefurtherchangesinthe
way services are commissioned and we want
to be ready, willing and more than able to meet
the needs of those requiring care and
support services.
We listened to all our key stakeholders and we
know what works well at Daybreak and what
people like and admire about our services. We all
want to preserve what works well, along with our
positive ethos and culture, as we evolve and
develop as an organisation.
We’ve created an ambitious and visionary new
strategywhichidentifieskeygoals,defines
specificobjectivesandoutlinesasetof
workstreams we will undertake as a result.
We want to harness the passion, commitment
and talents of our staff and trustees, to create
and deliver services to those who need them.
---------------------------We want Daybreak to be the person-centred,
high quality, flexible, service provider of choice,
for people with additional needs.
----------------------------
Our Vision, Mission & Values
Our vision
For us all to live a good life, to be included and valued regardless of differences.
Our mission
To empower people with additional needs to achieve happy, independent, healthy
and socially inclusive lives.
Accountable
in what
We all take pride
re our
we do. We measu
e them.
outcomes & shar
ove.
We strive to impr
Inclusive
our
Those who use
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Our values
Person centred
Those who use our
services are listened to
and exercise choice
and control. We are a
person centred, outcome
focussed organisation.
We value all our people.
Open
We are p
art of a p
erson’s
circle of s
u
p
port,
and com
municate
and
work with
all conce
rned.
We are a
listening
and
supportiv
e organis
ation.
Creative
We encourage and
support innovation
and enterprise.
Our goals for 2015-2020
Stakeholders speak highly of the services
Daybreak provides. Our staff are skilled,
passionate about their work and are professional
and person centred in their approaches.
The atmosphere at our hubs is hard working, ‘can
do’,dignified,productiveandfullofenjoyment.
We offer a range of activities that are designed to
enhance work and life skills and have evidence of
the transference of these skills to other settings.
People exercise choice in planning their time at
Daybreak. The variety and choice are valued by
our stakeholders.
Safeguarding is our priority and the health
and safety of all of us is a core responsibility
of Daybreak.
Daybreak has delivered a high quality service in
economically challenging times. We must remain
focussedonmaintainingfinancialsustainability,
using a full cost recovery model for all initiatives
andmaintainstrongfinancialgovernance.
All staff and Trustees are responsible for
maintaining what’s working.
Daybreak fosters friendships and sometimes
relationships amongst those who use
our services.
Daybreak offers respite to those who need
a break from their caring responsibilities.
Daybreak promotes and values volunteering.
To reflect the changing landscape,
we have set ourselves 5 goalsTo maintain
what’s working
Tobethepersoncentred, high quality,
flexible,service
provider of choice,
for people with
additional needs.
e
To offer a servic
to young people
on
which focusses
to
them moving on
es
good life outcom
To offer a
service th
at
operates
outside th
e
hubs, with
in people
’s
own com
munities
To offer a supported
employment service
What we will do:
Our core programmes of work
2015-2020
To maintain
what’s working
• The board of trustees will continue to provide strong leadership and
financialguidanceforfuturesustainability.
• TheCEOandmanagementteamwillcontinuetooperateefficiently
and effectively to ensure a quality service.
• To make improvements based on impact measurement
survey feedback.
• To review team structure and roles to maintain what’s working and
deliver our goals.
• To prioritise good communication within our organisation and to
have clear marketing goals, standards and objectives for all
external communications.
• Develop and use person centred practices and tools with those
who use our services. To identify needs and outcomes with their
circle of support and to evaluate progress.
• Further develop and use person centred practices and tools with
staff and trustees. To identify individual, team and organisational
needs and identify short, medium and long term outcomes.
• To monitor and evaluate progress.
• What does success look like?
• Identify and deliver a people development plan to support this goal
To offer a service that
operates outside the
hubs, within people’s
own communities
• Explore the feasibility of offering a service to individuals and small
groups in local towns and villages enabling people to connect with
their own communities.
• What does success look like?
• Develop a full cost recovery model and trial for feasibility
• Enable people to have choice and control over their own person
centred service
• Identify and deliver a people development plan to support this goal
• Explore the feasibility of working differently with younger people,
measuring progress and delivering outcomes focussed on four life
pathways. Employment, independent living, good health and
community inclusion.
• What does success look like?
• Develop a full cost recovery model and trial for feasibility
• Raising our aspirations and those of others to see younger people
moving on from Daybreak to inclusive destinations, e.g.; work,
training, independent living.
• Model and market this service to chime with the impact of the
recent reforming legislation.
• Identify and deliver a people development plan to support this goal
To offer a supported
employment service
Tobethepersoncentred, high quality,
flexible,service
provider of choice,
for people with
additional needs.
To offer a service
to young people
which focusses on
them moving on to
good life outcomes
• Explore the feasibility of running a job coaching service supporting
suitable people into paid employment.
• Develop a full cost recovery model and trial for feasibility
• Model and marketing this service to chime with the impact of the
recent reforming legislation.
• Identify and deliver a people development plan to support this goal
• What does success look like?
Making it
happen
Wemayfindthatweareunabletoachieve
these goals alone and partnership working will
be key.
We want to work in partnership with other
organisations, from the obvious, to the
unexpected and diverse, from inside and
outside the social care and third sectors. If we
are “To empower people with additional needs
to achieve happy, independent, healthy and
socially inclusive lives,” we may need some
help to do so.
Alongside this strategy will sit an Action Plan
with an indicative budget, anticipating a growth
in income from newly developed services.
How will we know
if it’s effective?
Our Action Plan has inbuilt a comprehensive
monitoring and evaluation programme
focussed on individual, service and
organisational impacts and outcomes. We will
track and report our progress and report it
annually. This will be invaluable in developing
excellence in our services and essential
in marketing what we do to commissioners
and funders.
Over the next 5 years, Daybreak will work hard
to achieve our goals, empowering more of our
service users to achieve happy, independent,
healthy and socially inclusive lives.
www.daybreakcentres.co.uk
01434 608 118 | [email protected]
Hexham | Coundon | Newcastle