Agenda item

Presentation by Managing Director, SB Cares, on the performance of SB Cares in relation to the aims and targets set within SB Cares Business Plan.  (Copy attached).

With reference to paragraph 2 of the Minute of 30 November 2017, the Chairman welcomed Mr Philip Barr - Managing Director SB Cares, Ms Lynn Mirley - SB Cares’ Finance and Commercial Director, and Mr Paul Cathrow - SB Cares’ Independent Living & Corporate Service Manager.   Mr Barr explained that the SB Cares’ Business Plan, which had been circulated with the agenda, detailed the strategic aims, priorities and key activities for 2017-2022, and his presentation would focus on SB Cares’ current activities including recruitment, training, communications, quality of care and financial overview.  

 4.2      Mr Barr began by advising that SB Cares had established a comprehensive training programme to ensure the provision of high quality care, improved management and increased productivity and efficiency.   Referring to recruitment, Mr Barr acknowledged there had been difficulties recruiting Home Carers, particularly in Tweeddale and Berwickshire.  However, the introduction of a continual recruitment programme, together with regular, fortnightly induction training, had substantial improved the recruitment process.  This had reduced pressures on staff and improved the quality of care.   With regard to public relations, Mr Barr advised that SB Cares would be establishing a rolling programme of communications to improve engagement with clients, staff and stakeholders.  SB Cares also reported to the Major Contracts Governance Group and had carried out performance surveys with clients and clients’ families. 

4.3       Mr Barr then referred to SB Cares’ Care Inspectorate score, highlighting the improvement since 2016.  The highest Care Inspectorate score was six and 85% of SB Cares’ scores had been four and above. However, the score had been affected by the necessity to introduce robust measures to one care home and improvements required in terms of leadership between managers, clients and front line staff.  Mr Barr explained that SB Cares had developed action plans to implement the Care Inspectorate’s recommendations which would improve recruitment, induction and training.  Part of this was the introduction of a four days on/four days off shift pattern for Home Carers.   There had also been improvements to the management structure with the appointment of a Service Manager Quality & Performance who would focus on improving quality across the service, performance management, implementing best practice models and identifying efficiencies.    SB Cares was also working with Border College and had now established Senior Support Workers.  These new positions would be client facing and enhance communication between Home Carers, management and clients as well as introducing career progression within the service.   Other new appointments were the Independent Living & Corporate Services Manager (Mr Cathrow) and the Corporate & Commercial Services Team Leader, who would deliver a better return in terms of the commercial model.   

4.4       Mr Barr concluded his presentation by discussing SB Cares’ financial position for 2018/19 explaining that SB Cares did not make a profit and savings were invested back into the service.    Cumulative savings were:  £480k in 2015/16, £1.560m during 2016/17 and £2,505m during 2017/18.  Savings had been realised through efficiencies, increasing productivity and eliminating unnecessary travel.    There would, however, be pressure on savings in 2018/19 with Social Work’s proposals to reduce or re-provision existing services which would impact on SB Cares’ financial position.

4.5       Mr Cathrow then went on to discuss the delivery model for SB Cares’ Commercial service.  In the short term this would concentrate on sales of additional alarm monitoring services, including fire safety, falls prevention and dementia monitoring, for which there was a market.  There would also be opportunities to sell equipment to support living independently at home, such as bath lifts and riser recliner chairs.  Over the medium term SB Cares would explore expansion of lone worker monitoring, commercial disinfection services and provision of equipment and telecare to the third and private sectors.  In the longer term they would consider delivery of paid for care services, including home care, respite and providing services through an accommodation based care model.   Mr Barr added that the SB Cares’ equipment was of a high standard and it was not their intention to compete based on price. There was an existing good relationship with SB Cares’ partners in the NHS and Social Work which would enable equipment to be provided at short notice, and, going forward, it was anticipated that SB Cares could provide commercial packages to registered social landlords.  In response to questions, Mr Cathrow confirmed there was a catalogue detailing all equipment available to buy, with a demonstration facility located at Tweedbank for clients. Although SB Cares did not have a marketing plan, he considered that once the success, or otherwise, of the commercial project was established, they would take this forward.   With regard to Home Carers on a commercial basis, he considered that because of the rurality of the Scottish Borders, SB Cares would not have the capacity to offer this service.  He further advised that, in the future it might be possible for SB Cares to engage occupational therapists, although he considered the provision of community physiotherapists would need further investigation and may not be viable.