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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 all rm services info eflag wedo.Weflyth e for inclusion in th . ity un wider comm 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