Domiciliary Care Provider commissioning with Peterborough City Council and NHS

A small social enterprise providing supported housing for people with Learning Disabilities

Mango Social Care projects positivity and achievement in what is currently a challenging sector. We support service providers across social care, housing and health to consider long term sustainability and positioning within the market place. Supporting providers to deliver services in a different way is crucial to meet the outcomes required, which must be affordable and of the highest quality.

A contract which has focused on the Customer and Community in a world of maintenance and repairs on, Social Housing. Utilising my skills and passion for integrating services across housing, health and social care, I have been working within the Procurement Team to evidence and develop practice within the organisation to achieve the required outcomes and be an exemplarly service provider. This has primarly focused on engaging the community, third sector organisations, aids and adaptation services, assistive technology, care and support, agiing residents and dementia, CSR, digital inclusion, fuel and debt poverty and customer and community profiling.

Involved in various projects including teaching and development of materials for the 12 month post grad Advanced Diploma in Leading Care Services

Working with social care providers and integrating organisations to become outcome focused and achieve the aims of Personalisation focusing on service, system and skills development.The transformation of services and supporting improvement and compliance with CQC Essential Standards of Safety and Quality. Implementing evaluation systems and enabling providers to meet the new judging framework.Outcome focused workshops for UKHCA and Independent Providers.Business development to include partnership models, community engagement (social and micro enterprise) pilot initiatives and marketing self funders/Personal Budget holders. Supporting social enterprise organisations to set up domiciliary care services and collaborate with potential partners.Supporting providers to establish a PA workforce and enable safe working practices.

The Personalisation Agenda focuses on Integrated care and support. This is essentially care pathways between Housing, Health and Social Care. My role included working between both Housing and Care divisions of the business, together with external stakeholders to develop a service model which achieves this. The implementation of Assistive Technology, partnerships and the strong foundation and experience which the business successfully has with the management of housing repairs and maintenance contracts to meet outcomes will give value to social care. Prevention strategies, keeping people out of hospitial and efficiencies through joined up working was a key strategy for me during 2010. .

Careforce acquired by Mears Plc in 2007 and later rebranded as Mears in 2010. I was responsible for the operational delivery of Adult Social Care to elderly and physically disabled people living within their own homes. Committed to the Goverments vision for change towards personalisation of services and focusing on the development of operational processes to deliver efficiences and sustained services within the community for the future. This was evidenced through outcome based assessment & review processes, Quality Assurance and workforce development initiatives.I set up an accreditation programme, which was acknowledged by the Department of Health, to develop all 7000 staff into Dignity Champions, establishing itself in partnerhsip iwth key CSR projects.

Started as a careworker and carried out every service management role until I became Business Development Director with the clear remit of developing Outcome Focused Services.

Ceretas Innovater of the year 2007.I owe a major part of my career development to Care UK. My career progressed during a fifteen year period from Careworker in 1993, branch and regional management to becoming responsible for new business development. Prior to being headhunted for a new post, I developed the role to meet Local Authority Transformation Leads as I was becoming so focused on what was to eventually become the personalisation agenda we are so familiar with now.In the last four years of this role, I focused on outcome based care, which was pre- Personalisation Agenda. Always one to push the boundaries as far as I can, my team developed 7 pilot initiatives with Local Authorities to change the delivery model into one which was flexible, allowed the use of banked time, moved away from tasks, worked with outcomes and changed the way in which the care was commissioned.The first pilot, with Lancashire County Council ahieved 30% efficiency savings from within 12 weeks. The development of a person centred team of staff reduced sickness levels to 1 day and significantly improved retention. Service Users improved their quality of life, became more mobile, self caring, and started to go out of the house and reconnect with their community. This was 2006, achieving most of what we are still attempting to do within services now. The pilot was captured by The Institute of Public Care and written up into a Toolkit to replicate further and was published in the DOH e-commissioning book.This success was taken to other Local Authorities around the UK, all varying lengths of pilots and success. Further pilots extended into service user forums, collaboration with transport organisations, local museums to establish history groups etc. One of my strengths is working closely in partnership with Local Authority teams and ensuring they are involved and fully on board from the start.