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16


CIC Annual review 2010/2011


What impact does CIC have in the communities it supports?


In each Trustees report and each year through the business planning process, key achievements are described for the organisation. For 2010/2011 our Organisational Objectives were described by the 3 key criteria


Decisive and Efficient Management of services and costs (“Manage Well”) Maintain our Performance Gains (“Continuous Improvement”) Devise New solutions for Today’s Problems (“New Innovations”)


The organisational and strategic objectives are then cascaded to each service area; Independent Living, Senior Care, Addictions & Homeless and support services, to create service area specific objectives for each year.


INDEPENDENT LIVING REVIEW Independent Living services saw organic growth in areas where CIC already have a presence and significant growth of Individual Budget packages of support of individuals. Children’s services continue to expand in the North East region and this experience enabled CIC to win a new tender for a similar enablement service in Leeds and the creation of a new outreach and enablement service in Leicester.


CIC are at the forefront of the development of care for those with Individual budgets and this was again reflected primarily in our North East England services which continued to grow.


Several services nationally were reconfigured or consolidated to ensure longevity of care and support for individuals.


INDEPENDENT LIVING IMPACT STATEMENT Manage Well


Complete CQC registration for all English registered services within provided timescale


Evaluate unsatisfactory or loss making services and implement improvement or exit strategies


Proactively seek referrals and market any vacancies


Work with commissioners to achieve deregistration of services as required but also provide service improvements and reconfigurations


Achieved


This was achieved on time and to the quality required


Three services closed with several being reconfigured to provide more modern and relevant support for the future.


Active commissioner meetings together with reconfiguration of services helped to reduce vacancies overall


This is ongoing and also now encompasses efficiency saving meetings


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