tricuro providing high quality care and support in dorset - tricuro … · 2018. 10. 8. · our...
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Tricuro
Annual Review 2017/18
Tricuro is a Local Authority Trading
Company owned by Dorset, Bournemouth
and Poole Local Authorities.
Welcome from the Chair and the Managing Director We are really pleased to present Tricuro’s third annual review which summarises the excellent progress made during 2017/18.
2017/18 proved to be a significant year in terms of delivering further savings and efficiencies on behalf of our shareholders which
resulted in the consolidation of the services Tricuro provides. As a trading company with clear ambition to further grow and increase our
private income, it was essential to identify the company’s core activities which are now defined as care home provision (providing
residential and nursing care beds), day activities, reablement and home care services.
The company remains focused on delivering:
High quality services which ensure high levels of customer satisfaction
Improvements in service efficiency
Support and partnerships with our local communities and the voluntary sector
Increased trading income
Returns and value to shareholders
We have improved our occupancy rates across all our care homes to an average of
94%. Day services across Dorset, Poole and Bournemouth continue to transform the
support and activities provided ensuring that we are able to meet our clients and carers needs in a person-centred way. Much of this
development has been in partnership with our local communities and the voluntary sector fostering a culture of integrated care and
support with these partners. Our reablement service responds to competing demands of pressures faced by hospitals whilst continuing
to support demand from across the local communities.
Workforce development and the introduction of innovation and technology are clear priorities for 2018/19 which will support further
service improvements to ensure Tricuro maintains its position of a provider of high quality, diverse and person-centred care services.
Our shareholders continue to face significant financial pressures alongside increasing demand for services. Tricuro will ensure support to
our shareholders through improving efficiencies, providing access to high-quality, personalised care which represents value for money
whilst reducing dependency on local authority funding. This will be achieved by exploring the opportunities for growth and development
across our core areas in partnership with key stakeholders.
Colin Dennis
Chairman
Alison Waller
Managing Director
Tricuro at a Glance
Tricuro Support Limited
The support company holds the contractual relationships with the shareholders, the property leases and support services agreements with Dorset County Council and Bournemouth Borough Council.
Tricuro Support Ltd is equally owned by the three councils.
Tricuro Limited
Tricuro Limited employ all the staff and is registered with the Care Quality Commission (CQC) to provide care services.
It provides the care services to clients and invoices the support company for that care provision.
Tricuro Limited is fully owned by Tricuro Support Limited.
Tricuro
Tricuro consists of two companies; the care company, Tricuro Limited and a support function company, Tricuro Support Limited. Both are
managed by the same Board of Directors.
Turnover of over £41M in 2017/18
Over 1,500 people employed
Over 6,500 clients supported
Company Information History of Tricuro
On 1 July 2015, Bournemouth Borough Council, Dorset County Council and the Borough of Poole launched Tricuro as a county-wide Local Authority Trading Company. The company combines some of the existing adult care services and is tasked with transforming services across the county, capitalising on the great reputation that all three councils have for delivering high quality adult social care. Tricuro creates an opportunity to respond to the gaps in services across the county through the development of new services and offering services to the NHS, to people who are self funding and to people in receipt of personal budgets or personal health budgets.
Tricuro Board
Andrea Peacock
Non Executive Director
Colin Dennis
Independent Chair
Alan Bulloch
Non Executive Director
Jane Pike
Vice Chair
Tricuro is governed by an Executive Shareholder Group which consists of ten elected councillors who:
Support the development of Tricuro;
Agree the strategic direction of the company;
Ensure the legal and commercial interests of the councils as shareholders are considered and protected.
Executive Shareholder Group
Phil Rook
Finance Director
Alison Waller
Managing Director
Sue Ladbrook
HR Director
Improving
Lives
Building
Independence
Our
Year
at a Glance
We employ over
1,500 people
A turnover of
£41.4M
Our staff have
accessed 3,000
training
courses
Strong growth
by increasing
private income
98% of clients
are happy with
our services
We provide a
range of care
and support
services
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering
Trustworthy
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering
Trustworthy
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
We have
provided
support to over
6,500 people
Over 90% of
clients feel that
our service
helped build
their confidence
We have
received
around 400
compliments
Second annual
employee
survey completed
Developed new
partnerships to
enhance
service offer
We have
delivered over
360,000
day activity
sessions
Established
brand and
marketing image
We have supported
over 3,100 people
in our Reablement
Services
We have enhanced
Board and
Committee
structures
We are
supported by
over 95
volunteers
Welcoming
Inclusive
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Welcoming
Inclusive
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Empowering Welcoming
Inclusive Trustworthy Innovative
Finance, Performance and Governance
Our financial resources, performance and governance arrangements
are overseen by the Finance Director, Phil Rook.
Phil and his team have successfully guided the
company through its first 3 years of trading.
The company has turned over £41.4M making
a small profit of £963k which represents 2.32%
of turnover. The company is an admitted body
to the Dorset County Pension Fund. The cost
of pensions in 2017/18 was £3.2M and the
contribution rate was 17.7%. Tricuro are not
responsible for any historical pension deficits
that emerge as our employer contributions are
equal to the employer rate set by the actuary. Tricuro only pay towards
the cost of future benefits.
The financial statements were approved by the Board of Directors on
19 July 2018, an extract is included in this report.
Tricuro’s Support Services (ICT, Human Resources and facilities
management services) are provided by Dorset County Council and
Bournemouth Borough Council. The value of these contracts was
£1.92M for 2017/18. (DCC £1.05M, BBC £0.87M)
Company Details
Company Secretary: Phil Rook
Registered Office: Beech House, 28 – 30 Wimborne Road, Poole,
BH15 2BU.
Company Number: Tricuro Support Limited: 09536638
Tricuro Limited: 09536732
Auditors: KPMG LLP
Each authority has one £1 ordinary share in Tricuro Support Ltd, which in turn owns 100% of the equity of Tricuro Ltd.
The value of business carried out by Tricuro in 2017/18 was £41.4M (The year to 31 March 2017 saw the company turnover £41.5M). A
shareholder agreement regulates the way in which the three councils manage Tricuro including a profit/cost sharing agreement. (Dorset
County Council 70%, Bournemouth Borough Council 25% and the Borough of Poole 5%)
All shareholders treat Tricuro as a joint venture in their financial statements. Tricuro applies consistent accounting policies with shareholders
and the results for Tricuro for period to 31 March 2018 have been consolidated into the shareholders’ financial statements.
Summary Financial Information
Reablement, Catering Solutions, Supported Living
and Shared Lives
Good
rating achieved from the Care Quality Commission for
Reablement – Dorset and Bournemouth
Emma Williams and her team are responsible for a range of services supporting people in a variety of home and community settings which are either regulated by the Care Quality Commission or Supported Housing. Services encourage people to maximise their potential, live well and maintain or increase their independence. These include Reablement, which provides a short term period of support for people who live in Bournemouth or Dorset enabling them to return safely home from hospital or to prevent hospital admission. This has resulted in strong working relationships being established with health partners and the development of integrated community services.
The Shared Lives scheme offers adults with a disability or mental health condition the opportunity to live as part of a family household within their local community. The scheme offers a range of services including long term care, short breaks, day care and support in an emergency.
The Catering Solutions team provides B2B (Business to Business) services ranging from supply of agency staff to training.
2017 also saw the launch of Tricuro’s Care at Home service, which provides specialist domiciliary care to private customers living across Dorset. The service has provided the company with income to support future service development.
Client
satisfaction
ratings average
98%
Leven House achieved full
accreditation from Supporting People
(SP Hub)
“Thank you for your help and care we are very pleased and thankful for all you have done.”
Financial Summary 2017/18 The overall spend for the service was £5.5M in 2017/18.
The focus for 2018/19 is to improve recruitment and
increase external income as demand for services
continues to rise.
Over 3,100
people
supported by
Reablement
107
Compliments
received for
services
27 people per
month
supported to
access respite
GOOD
rating from the Care Quality
Commission for 9 out of 10
Residential Homes
Improved lives of clients living with dementia
by creating dementia friendly and supportive
environments
Care Homes
Caroline Hoddinott and her team continue to lead and inspire across our ten care homes for the company; seven of which provide care and support for older persons including nursing and one specialising in intermediate care. We have two homes for people with learning disabilities.
Our Care Homes provide care services ranging from short stay respite care to nursing care; end of life care; specialist care and support for people living with memory loss and dementia and intermediate care including respite, assessment and rehabilitation.
Each service is regulated and inspected by the Care Quality Commission (CQC) and monitored by local authority contracts monitoring teams. Overall CQC inspection ratings have shown continued improvement and sustainability in the last 12 months, with 90% of our homes currently ranked at “Good” whilst maintaining high standards for end of life care.
Our overriding priority continues to be to deliver excellence in the care services provided.
“The way she has been cared for by all of you is beyond exceptional and your affection and love for all the family is so appreciated.”
Financial Summary 2017/18 The overall spend for the service was £18.8M in
2017/18.
The priority for 2018/19 is to focus on workforce
development and the creation of new roles to support
the increasing dependency of our clients and maintain
our exceptionally high standards in care for people at
the end of their lives.
31
Volunteers
94%
bed occupancy
in care homes
Over
500
Respite breaks supporting clients and their carers
Over 140
staff completed
the Care
Certificate
Day Services, Community Support Team and
Community Employment Projects
“Dedicated staff doing an amazing job making these young and not so young clients feel useful and worthwhile members of our society.”
Financial Summary 2017/18 The overall spend for the service was £12.2M in 2017/18.
There was a small underspend, accountable to teams
carrying staff vacancies and achievement of external
income.
The focus for 2018/19 is to increase external income and
continue to implement our new model for day services.
These community based services led by Anja Ford and her team continue to be highly valued by clients and carers. It has been a busy year which focused on the development of vocational training and supported employment offer, as well as the further development of our new day service offer.
The new day service model consisting of integrated services for all, regardless of age or disability (Connect Services) and specialist services for people with complex needs (Plus Services), is going from strength to strength. Connect Services have started to become “THE” place to go to for activities, information, advice and, of course, care and support for those who need it, whilst our specialist services are continuing to develop new ways to enable people with more significant needs to achieve positive outcomes.
Our drive for person-centred service delivery and innovation has resulted in some great new programmes, including regular virtual reality sessions in a number of services, activities supporting carers and a number of local lunch clubs combating social isolation and avoiding malnutrition. We continue to work in partnership with other public organisations, third sector agencies, businesses and the local community and look forward to creatively addressing the challenges ahead.
Over
360,000 day
sessions
129
Compliments
received by
services
Daily Echo Proud to Care Awards
Dementia Care Worker of the Year - Finalist
Learning Disability Care Worker of the Year
Finalist and Winner
Volunteer Carer of the Year - Winner
We have taken a
lead role in the
development of
dementia support 100% of clients accessing our Supported Employment Services
rated the service as either good, very good or excellent
Technology and Innovation With Innovation as a core value, Tricuro is committed to harnessing the power of
technology to ensure that our services excel in offering truly person centred care,
continually improving our systems and governance, enhancing client experiences
and engaging our workforce. Developing collaborative partnerships with our
colleagues across the health and the private sector has enabled us to explore
innovative new ideas, expanding our horizons and enriching our services.
Through these ambitious new partnerships, we are creating immersive sensory
experiences using virtual and augmented reality, exploring cutting edge audio
technology for relaxation, wellbeing and mindfulness and have introduced QuizCom,
a digital engagement app for staff learning and development.
In addition to these exciting projects, our continuing journey of digital transformation
includes a shift towards paperless care records, empowering staff to spend more
time face to face with clients, reducing paperwork, improving quality and delivering
efficiencies that help us to go beyond the expected and deliver truly exceptional care
and support to our clients.
In an increasingly digital world, the ability to
understand and analyse data to make better
decisions, identify patterns and trends, and be
responsive in an ever changing environment, is
the difference between organisations that succeed and those that fail. Over the course of
the next 12 months our digital transformation programme will expand to other parts of the
service, driving us all towards a brighter future.
At Tricuro, our commitment to seeking out opportunities to improve our services through
technology, enhancing the client experience, and supporting our staff in continuing to make a difference is a journey that
never ends. Only through thinking differently can we achieve this — together anything is possible.
Human Resources It has been a busy year for the Human Resources/Organisational Development team.
Our gender pay gap based on April 2017 figures was 4.13%. This is considerably better than many other organisations reported. We are looking for ways to close that gap and to reach groups of potential staff who have not traditionally worked in this sector. Reviewing how our benefits and contract types can be used to attract people, as well as how and where we advertise, are high on the current HR agenda. The Open Days have been a great way to raise Tricuro’s profile and to create greater awareness of who we are when people are looking for their next role. This is particularly important given, like many employers in this field and geographical area, our ageing workforce.
As a team we have developed and delivered an internal management development programme. This is a valuable contribution to supporting and developing our managers so they feel confident about continuing to change and develop the culture of Tricuro as we grow and develop the organisation.
We have developed a Job Evaluation scheme in partnership with staff and our Trade Union colleagues to ensure we are proactively supporting the needs of the organisation in developing new roles that are required to support the diverse and
increasing needs of clients and support a more integrated way of working with health. We have focused on making our policies and processes better aligned with the culture of the organisation.
This year saw a significant savings and transformation programme which directly impacted many of our services which resulted in the consolidation of the services Tricuro provides. This period of time caused significant uncertainty and it is credit to the professional standards of our staff and managers that they continued to provide high quality services to the clients and families we support.
We are also looking at ways in which technology can support our activities, initially looking at how we can use technology to assist in rostering staff on shifts and evaluating the impact of training. I am hopeful that during the next year we will find and create solutions to help in these areas.
Our focus for the next year will be the further refinement of our strategy which will focus on recruitment and retention, the development of new roles and ensuring our workforce receive the support required to help them to deliver professional care and support.
I am proud to be working in such an innovative company and with a group of colleagues whose dedication, support and contribution ensures Tricuro remains a provider and employer of choice.
*Demographics shown are staff who have responded to the You Matter
Staff Survey.
The 2017 You Matter Staff Survey received a higher response rate than the 2016 survey and, with one exception, a higher positive response. Following the survey we took account of feedback about what prevented staff from responding and have made changes to the 2018 survey. Participation and actions in follow up to the survey are owned by a group of employees – the You Matter Champions.
We are continually refining and adapting our responses to the You Matter survey to build greater staff engagement and positively respond to the concerns and suggestions made.
Ensuring the Quality of our Services
Tricuro is committed to achieving excellence through the consolidation of good practice and continual improvement where individuals are at the heart of everything we do, and have the opportunity to influence and shape the services. Our Quality Assurance Committee has benefited from client/carer representation to ensure appropriate challenge and feedback.
Quality Assurance is an integral part of each and every member of our staff’s daily duties and is therefore ‘business as usual’. All activity is measured against an agreed set of standards of practice which collectively underpin the delivery of safe, effective and personalised care to our clients.
Tricuro has developed a multi-layer reporting process that ultimately provides oversight to the Board and its Shareholders of the quality of our services; the areas of exceptional quality (including how this would be adapted/adopted across services) and areas of concern (including remedial action plans).
The attached table evidences the outcome of recent inspections. Our focus for 2017/18 will be to achieve outstanding standards across registered services and build on the culture of learning and development to further improve services.
Tricuro was established to generate efficiencies in the way in which services are
provided and create income by selling services to individuals or organisations
such as health and other local authorities.
We commenced trading in 2017 and are exceeded the income targets we agreed
with our Executive Shareholder Group primarily through the sale of Tricuro home
care services, day services and respite care beds within our older peoples homes.
Our services provide valuable support to clients, their carers and families and are
focused on delivering high quality, personalised and reliable care. There are
many pressures across health and social care with increasing demand for
services as people live longer, often with multiple long term conditions. With a
skilled, fully trained and supported workforce, Tricuro is well placed to deliver
services on behalf of our colleagues in health to support people with the most
complex needs.
Income generated has
supported
reinvestment into the
company to ensure the
care and support we
provide remains of a
high quality,
responsive to our
customers needs and
enables us to invest in
our workforce and
technology to enhance
the delivery of care.
Trading
Thank You
Once again we would like to thank our staff, volunteers and local communities for all their commitment and support across our services. We have developed strong partnerships across Dorset, Poole and Bournemouth and will continue to focus on these partnerships to ensure we are able to offer a range of flexible and responsive support to people across our communities.
The compliments and testimonials below are a reflection of the dedication of the staff and volunteers who continue to deliver consistent and high quality care which is reflected in the outcomes of our inspections, monitoring reports and feedback from customers and their families.
Testimonials
“Thank you all so very much for your
care and kindness to me and getting
me on my feet again.”
“Everyone has given so much
love and care that ‘thank you very
much’ really doesn’t cover it.
Without your continued support,
love and patience, Mum would
not have made the wonderful
recovery she made after her bad
fall.”
“Thank you for all you did for
Mum. Especially her end of
life care, she was treated with
the upmost respect and care.”
“Mum’s end of life care was
exceptional and such a comfort to
us and our thanks to you all for
this and the affectionate visits the
team made to see Mum before or
after shifts, or coming over from
another section will never be
forgotten.”
Location Map
Tricuro Support Limited (09536638) and Tricuro Limited (09536732)
Head office: Beech House, 28-30 Wimborne Road, Dorset, BH15 2BU.
Registered in England and Wales
Telephone: 01202 797888 E-mail: [email protected]
Website: www.tricuro.co.uk Facebook: Tricuro Care and Support
Contact
Bournemouth
Blandford Connect
Boscombe Connect
Bridport Connect
Christchurch Connect
Dorchester Connect
Ferndown Plus
Highcliffe Plus
Northbourne Plus
Parkstone Connect
Poole Plus
Portland Connect
Purbeck Connect
Ridgeway Plus
Shaftesbury Connect
Sherborne Connect
Southill Plus
Stour Connect
Swanage Connect
Verwood Connect
Wallisdown Plus
Wareham Plus
Westbourne Plus
Weymouth Connect
Day Services
Work Based Training
Oh Crumbs!
The Kitchen Project
Avon View
Anglebury Court
April Court
Castleman House
Sidney Gale House
Streets Meadow
The Hayes
The Lawns
Wallfield
Coastal Lodge
Residential Homes
Supported Living
Leven House
Community Support
Mobile Nights
Reablement Dorset
Reablement Bmth
Intermediate Care/
Reablement
Shared Lives
Catering Solutions
Supported
Employment
Other
Weymouth
Portland
Shaftesbury
Bridport
Wareham
Poole Dorchester