1. Foundation for the future
Strategic Plan
Foundation for the future
27th August 2015
What is PHF about?
• Whole life support for people with complex learning difficulties
• Support child and adults and their families
• Cradle to grave concept
What is our vision?
• To grow from directly reaching out to young people across the North East (impact a lot more but this is about core services)
Why us, why are we different?
• Only one of our kind in North East
• Well respected teaching and care provider
What are out biggest challenges?
• We are full to capacity in most of our services
• Services provided in buildings that are run down and no longer fit for purpose, as will have seen
Where are we now?
• We have started our journey, Phase 1 is underway and will be complete by October
• This is the first step in a plan that will take us at least 5 years to achieve
• With the support of the SJP as an investor we can deliver this big change sooner
(modelling 18 months – 2 years sooner)

2. Why do we need a new plan ?
We have seen significant growth over the last 5 years and are a much bigger organisation – almost 1000 staff and £25m budget
We have been working to develop a clear vision for services and for the Foundation – so we want to share it
There are new opportunities to grow and do things differently
There are new challenges to meet – Local Authorities wanting more for less, Living Wage
We want to continue our journey of offering more services to more service users and their families

3. Strategic planning process
Vision
mission values
Leadership team values workshop
Strategic objectives
Exec team work to define objectives
Business Plans
Service Teams and workshops
Accommodation
13 meetings internal and with partners, feasibility studies
Leadership
Review of senior leadership team , directorates.
define objectives and priorities
Governance
Review and development of structures /
sub groups etc
Finance
Modelling, 5yr financial forecasting
Strategic plan
Supporting
strategies
IT, H&S, HR (Central Services)
January 2016
December 2016

4. Moving forward

5. Key drivers
One Foundation – a shared clear and united vision for the Foundation and services
Shared values – to ensure we put service users at the heart of everything we do
Business Success – continued growth to offer services to more people and their families
Delivering high quality services – with a focus on excellence and achievement
Strong partnerships – working together with staff and supporters to achieve great things

6. To continue our success
We need to protect our core services ensuring we retain our reputation for quality provision.
We need to have a strategy for growth to increase income and deliver our ambition to expand our service provision across the North East.

7. Service growth

8. To continue our success
A Foundation wide transformation plan is needed to ensure we focus on quality, deliver against the strategy, reduce costs and maximise income given cost pressures facing services and the funding needed to improve the estate.
Our transformation plan needs to include the introduction of core systems, processes and Foundation wide policies.

9. To continue our success
We need a communications strategy and to communicate a clear strategic and service vision to all stakeholders, reinforcing the ‘One Foundation’ vision.
A detailed accommodation strategy which gives a clear plan and timetable to improve our estate is critical to the delivery of the strategy. Given the capital funding required delivery will involve securing grants and partnering with housing providers.

10. Our Accommodation Strategy
Percy Hedley Foundation
Our Accommodation Strategy
Our Accommodation Strategy comprises a number of phases over a 5 yr period
Phase 1 A new 26 bed Children’s Home for residential and short breaks £2.8m
A new state of the art Hydrotherapy Pool £1.2m
Phase 2 A single site campus for Hedleys Percy Hedley School
A new lower school annex and building works will provide additional places for up to 200 disabled children £3.5m
Phase 3 Hedleys Leybourne
An 8-bed residential home for young adults with profound and multiple learning disabilities £600k
Phase 4 ChipChase House re-provision. A new 48 bed adult residential development will provide modern facilities for current residents and an opportunity to offer additional places. To deliver this we will be partnering with a housing provider. £0
We will also be exploring opportunities through housing provider partnerships of expanding our residential care offer across the North East.

11. Accommodation Strategy Phase 5 /6+
Single site Hedleys College  
Re–provision of College residential.8 bed residential unit and an 8 bed short break unit.
Re-development to support the expansion of teaching facilities at Hedleys Northern Counties School to allow an increase in pupil numbers from 85 to up to 120 pupils.
Sensory centre re-location or new build for our specialist sensory offer currently delivered from Linskill community centre 
Social Enterprise Offer accommodation

12. Our Service Business Plans

13. Education Transformation
Phase 1 and 2 complete and PHS school on one site Jan 2017
One site PHC Station Road, one site NCS Jesmond - phased over 2-5 years
Increase pupil numbers PHS to grow from c165 to NCS to grow from 85 to 100 (120) PHC to retain 100 student placements
Outstanding Ofsted judgements retained or worked towards
Develop Children's community support service
Development of family liaison and school for parents
Opportunity to expand nursery/early years provision
To explore a broader college curriculum offer including closer links with and transition to Able 2, employers and employability services
Fee and staffing structure review to ensure this matches commissioner contracts
Teaching School delivering national conference external CPD offers per term school to school support programmes Involvement in initial teacher training Research and Development programmes

14. Adult Services Transformation
Able 2 – develop 4 specialist services / provision (sensory, enterprise and employability, learning and development, autistic)
New specialist sensory building
New media centre
Sports Outreach – secure grant funding and develop outreach service
Conductive Education - secure grant funding and develop outreach service
Community Support – maintain and develop CQC rating, targeted growth over next 12 months, develop Children's community support service
Adult Residential – all services have at least good CQC rating
Relocate Chipchase House
Complete Leybourne refurbishment / full occupancy within 12 months
Review Wansbeck House in line with College 1 site offer

15. Foundation-wide Transformation
Plan and communicate the vision
Transformation plans developed
Accommodation is fit for purpose
Clear strategies for central support services
Plans for central services to support service growth and development
Quality framework and assurance in place and embedded into services
Standardised policies and procedures
Organisational Development – values embedded, leadership/board development, staff engagement
Communication strategy to increase our profile locally, regionally and nationally
Review the fundraising strategy/opportunities

16. By 2021
Business Success
Helping more people and families across the North East
Turnover of £30m and employing over 1000 staff
Service contribution level targets at 15-20% to support our 5 year vision and ensure we are financial viable.
Development of new Strategic Plan
Phase 6+ accommodation strategy delivered
Quality and Impact
Quality , Quality assurance and risk systems working well and full Ofsted and QCQ compliance
Working Together
Staff survey indicates staff are engaged and that PHF is an Employer of choice
Values embedded at all levels of the organisation

17. How are we going to Finance this?
Financial Pressures
Rising cost of National Living Wage
Reduction of LA / CCG budgets
Ways forward
Service growth and development
Financially sustainable services – average 11% contribution so we can reinvest in services and deliver our strategy
Different ways of doing things
Additional fundraising income
Bank loan
Partnership working (registered social landlords)

18. Central services – changes to provide more support to front line services

19. CEO Executive Headteacher Director of Adult & Residential Services
Exec Assistant
Media/Comms Officer
Head of Organisational
Development
Executive Headteacher
Director of Adult & Residential Services
Director of Support Services & Business Transformation
Director of Finance
Head of School PHS
Head of School NCS
Head of College PHC
Employability Project Manager
Head of Therapy
Lead Nurse
Head of Adult Day Services
Head of Adult Residential
Head of Children’s Residential.
Support services
Cleaning
Catering
Transport IT HR
H&S
Estates & maintenance
Quality and internal audit
Transformation project management
Finance
Business support
Planning and performance
Fundraising
Marketing