1. The Monday Club At the Southville Centre

2. Trinity Care Service At Holy Trinity Church, Hotwells

3. De-commissioning….. ● Poor communications ● Unclear objectives, processes & timescale ● Changing expectations & outcomes ● Unclear who responsible for what ● Building-based Day Care not valued ● “One solution for all” approach ● Little practical support ● Focused on saving money, not focused on people.

4. De-commissioning….. ● Last-minute information ● SCDA only 7 of 15 (47%) eligible ● TCS only 16 of 60 (27%) eligible ● No transition period ● Provider explained consequences to Service- users ● No time to secure alternative funding ● Staff morale collapsed.

5. New business model….. ● No support ● No idea of how many current Service-users would be eligible for a Personal Budget ● No idea of what the potential market size / demand would be ● No idea of what price the market would accept ● Too many unknowns to enable development of a realistic business plan.

6. SCDA Approach….. ● Re-model service offer ● Developed a pricing approach ● Developed a business model & budget ● Planned for an initial reduction in customers & then a steady increase.

7. SCDA Approach….. ● Developed a set of marketing tools ● Recognised different market segments – BCC HSC staff & teams – OP with Managed Budgets – OP receiving Direct payments – OP who are Self-funded – Carers / family – Other decision makers / influencers.

8. ● Previously 1-option, all-day, building-based Day Care ● Now flexible, 6-option Day Opportunity Services offering Choice & Control. SCDA Re-model service…

9. ● Option 1: Morning arts & crafts ● Option 2: Morning arts & crafts + Lunch ● Option 3: Morning arts & crafts + Lunch + Afternoon entertainment ● Option 4: Lunch ● Option 5: Lunch + Afternoon entertainment ● Option 6: Afternoon entertainment. SCDA Options Choice & Control…

10. ● Flexible provision by a local taxi firm ● Older people know & trust the drivers ● Drivers see the older people get into their homes safely. SCDA Transport…..

11. ● BCC HSC provided additional 6-weeks up-front payment ● SCDA funded none-eligible historic Service-users for 6-weeks ● SCDA secured Charitable Trust grant funding to support the transition. SCDA After de-commissioning

12. TCS Transport…..

13. ● Consider all possible outcomes / income & cost projections ● Raise public awareness ● Immediate fundraising campaign ● Issue protective redundancy notices to staff (no guarantee of future funding) ● Press BCC HSC for funding for non-eligible Service-users. TCS Approach…..

14. ● Reduced days open from 4 to 3 ● Extended existing services into morning sessions ● Develop 2-tier price model, using successful fundraising proceeds to support “non-eligible” Service-users (several over 90 years old!) ● Continue wide range & choice of opportunities ● Improved marketing, publicity, website, (BCC HSC teams & other referrers as well as local publicity). TCS Re-model service…..

15. De-commissioning today…. ● Clearer objectives & expectations ● Better communication & processes ● Clarity regarding who is responsible for what ● Building-based Day Care valued (for some client groups) ● Better understanding of VCS & willingness to provide support ● Greater focus on people.

16. Learning….. ● FACs assessments to be completed well before de-commissioning ● Providers to secure alternative funding before transition commences ● BCC HSC & Providers to jointly promote & market available services ● BCC HSC & Provider to jointly explain consequences to Service-users ● Transition period of 6 weeks required after de- commissioning (continued BCC HSC funding).

17. Today….. ● Support & advocacy available via VOSCUR ● Will know how many current Service-users have Personal Budgets well before transition so can tweak model ● More informed idea of market size ● Price ceiling set by BCC HSC ● Staff kept informed ● Cooperation with other Providers invaluable.

18. Current issues….. ● CSS Contract contains errors & too onerous ● Fixed unit price includes travel – a variable cost ● Payment-terms unacceptable for informed non- attendances ● Process of securing payment cumbersome ● Payment schedule every 4-weeks - make monthly ● System cannot cope with differential pricing ● Payments inaccurate - BCC Accountancy does not communicate.

19. Current issues….. ● Need to treat services within CSS Contract separately ● BCC HSC need to support Providers to market / promote their services, particularly internally ● TCS eligible (i.e. BCC HSC-funded Managed Budgets & Direct Payments) referrals falling ● Non-FACs eligible, historic Service-users not supported ● No prevention work being commissioned.

20. Thank You And Good Luck