|N E W S F E E D S >>>|
CARE ATTENDANT SCHEME
A N N U A L R E P O R T 2004/2005
& Audited Accounts 1 April 2004 - 31 March 2005
Registered Office: Room L4, Business Centre, Scrabster, Thurso, Caithness, KW14 7UJ.
Tel/Fax: 01847-895483. A Private Company Limited by Guarantee, Company No: 171258 Registered in Scotland, Scottish Charity No: SC015037
MANAGEMENT OF THE SCHEME
SOURCES OF FUNDING
§ Service Level Agreements (Contracts) with Statutory Bodies
§ Purchased Care
§ Grants from Charitable Trusts
§ Fund Raising
CARE MANGER’S REPORT
CHAIRMAN’S REPORT 2004/2005
The Management Committee was aware of the increasing amount of paperwork and took the opportunity, following Maggie’s decision to resign, to reorganise the day-to-day management of the Scheme.
Mrs Susan Mileham, a very experienced manager in the Social Services field, was appointed Care Manager to concentrate on delivering carer support. Mrs Erinn MacKay was appointed Office Manager, responsible for administration, finance and the increasing demand for statistical returns. The new structure, with both posts answering to the Management Committee, has provided, I believe, a better distribution of tasks. It allows the Care Manager to get on with organising and delivering a quality carer support service, which is what Crossroads is all about! – not filling in forms.
Our application (two 21 page documents) to the Care Commission to register as a care delivery organisation – a statutory requirement - was approved in January 2005 on the payment of £2,000 made in July 2004. The annual renewal/inspection fee of £1,400 – the proceeds of four to five coffee mornings – will also have to be paid before any carer support is delivered.
The Scheme’s activities and operation are insured through a policy arranged by Crossroads (Scotland) on behalf of the 50 schemes in Scotland. In an increasingly regulated and litiginous environment, not only has the premium increased by 300%, but the legal demands on the staff and individual members of the Management Committee have increased enormously – to the point where many question whether to continue.
Recognising the increasing legislative burden on the Scheme Management Committees and the insurers’ demand for total conformity across the 50 schemes in Scotland, Crossroads (Scotland) has been sounding out the individual schemes on their views on forming one large National Crossroads Charity managed from the centre. Discussion on this approach will continue in 2005/06 and, if accepted, Crossroads (Caithness) will continue, but the Management Committee would give up its executive role and become more identified with promoting Crossroads and local fund-raising.
Carer support in 2004/2005 saw the Scheme register a deficit of £1,370 of expenditure over income – the first time since the Scheme was formed in 1988. This was due to an increase in demand for carer support early in the year which the scheme thought could be met and balanced out over the year. In terms of care hours delivered the financial deficit is some 100 hours over delivered – but that is what Crossroads (Caithness) is all about - spend all the money we get to support the carer.
I would like to thank the Management Committee for all their support over the year, but without the dedication, experience and training of the Care Manager, the Office Manager and the Care Attendants there would be no Crossroads in Caithness. Well done to all of them.
MANAGEMENT OF THE SCHEME
The committee were very pleased to welcome some new, and younger blood, as members in the course of the year – Freda Johnstone, John & Jean Crofts and Angela Jones.
As covered in the Chairman’s Report, Mrs Margaret Page resigned after 16 years as Coordinator/Scheme Manager. The opportunity was taken to re-organise the day-to-day management team with the appointment of Mrs Susan Mileham as Care Manager.
and Mrs Erinn Mackay as Office Manager
Appendix 1 shows the members of the Management Committee who served over the year and their attendance at Committee meetings is shown in Appendix 2.
SOURCES OF FUNDING
v Service Level Agreement/contract (SLA) with the
Highland Council (SWS) and the Highland Health Board (HHB)
v Purchased Care for Individuals: Area Manager (Caithness & Sutherland) Social Work Services, Independent Living Fund (ILF), and private care.
Subject to individual care assessment.
v Donations: Individuals, Companies and
v Fund Raising: Crossroads (Caithness) Care
Funding from Statutory Bodies
The scheme supplied 721 respite care hours requested and purchased by the carer or the person being cared for using allowances from statutory bodies identified for that purpose eg Independent Living Fund (ILF).
At present Crossroads does not charge for its carer support. However, should a carer wish to enter into a private contract with the scheme, terms can be arranged. This contract of necessity must reflect the full costs. The scheme supplied 198 hours of privately purchased care in 2004/2005.
Grants from Charitable Trusts
No further financial support was forthcoming for the BreakAway Project from the original sponsors. Applications have been made to the Henry Smith Charity and the Moray Firth Charity to enable the scheme to provide the longer break away from being a carer. No statutory funding can be used for this greatly appreciated break.
Our Summer Coffee Morning held in Thurso Town Hall in June raised £432. Thanks are extended to all who supported us on the day either by selling tickets, baking for the stall etc or donating raffle prizes.
Once again, Management Committee members and Care Attendants sold programmes for the Halkirk Highland Games in July which brought in £840.
In November Mrs Freda Johnstone organised a highly successful and most enjoyable concert held in the Thurso High School which raised £887. We are indebted to all the artists who gave freely of their time.
Mrs Barrie Richardson organised a very successful Coffee Evening in November in conjunction with the Boys Brigade. This raised £172 for the scheme and £172 for the Boys Brigade.
We have been able to hold one extra Coffee Morning this year which was held in January 2005 which brought in £423.
In March our Annual Raffle was held raising over
£1,180 - our thanks are once more extended to all who sold tickets, all
who bought tickets and most importantly to those who donated prizes.
The “Breakaway Project” has now exhausted funding provided by Tudor Trust, Camelot Foundation and the Scottish Business Achievements Awards Trust. The Project has provided 1745 hours of longer respite carer breaks, both locally and out of the county since its launch in 1998. This much-appreciated longer break will not be funded by the SWS or HHB and further appeals are being made to major charitable trusts to enable this project to continue.
CARE MANAGER’S REPORT
Any person, practice or organisation who wishes to refer a Carer to the scheme for respite care, can see the Client Groups which can be supported and the services which the scheme is able to provide in Appendix 8 and should contact the Care Manager. The Policies and Procedures under which the scheme operates within CROQAS are also shown.
Following the resignation of Maggie Page, the opportunity was taken to re-organise the scheme day-to-day management. The post of Admin Assistant was regraded to Office Manager with a rise in hours per week (20 hours) to take on more administrative roles. The Office Manager is now responsible for all bill paying and banking, donations (letters of thanks/receipts), photocopying, filing, timesheet entering, preparation of the payroll and statistics for HC SWS and Crossroads (Scotland) and preparation of invoices, reconciliation of bank statement, and preparation of financial reports to the Chairman, Treasurer and Secretary. Both the Care Manager and Office Manager have a budget and are responsible to the Chairman (Board). The Care Manager post is a salaried position demanding 25 hours/week on a flexible basis.
To allow the Care Manager some time to not be on call – two Senior Care Attendants (SCA) were appointed with responsibility, along with the Deputy Coordinator, to be on call during the weekends. The posts have a guaranteed 10 hours employment/week and a £10/day on call allowance. The two SCA posts along with that of Deputy Coordinator are now titled Assistant Care Manager(s) with effect from 1 April 2005.
The Assistant Care Manager(s) booked 164 hours in the course of the year.
Training & Communications
A total of 395 hours were devoted to care attendant training and meetings against 257 hours in 2003/2004. The Care Manager conducted new Care Attendants induction, Food Hygiene and Moving and Handling courses.
The Care Managers of the 8 Highland Crossroads Schemes meet quarterly and are joined by the Chairpersons twice a year to discuss experiences and innovations in carer support.
The Care Manager continues to represent Crossroads (Caithness) at the following meetings:
§ Crossroads Highland Co-ordinator Meeting
The Care Manager continues to attend client case conference meetings when invited by the Social Work Services or Health Services.
Appendix 5 shows the client groups within the new referrals.
Appendix 6 shows the age of clients supported by the scheme.
At the beginning of the year the scheme had 58 carer/clients and ended with 39 clients on the books. 35 carers receive regular respite care hours, the balance being on a flexible basis.
Health & Safety
The Service Level Agreement (SLA) was for £84,070 to provide 5680 hours of respite care. The HC (SWS) in reviewing the scheme’s performance in 2003/2004 judged the scheme had failed to provide 202 hours against the grant for 2003/2004. This was incorrect but an additional 202 hours has been provided out of scheme funds – a subsidy to HC (SWS).
The annual October pay review was delayed until April 2005 and brought CA rates equivalent to SWS Home Care rates. The Care Manager and Office Manager were awarded a 3% increase.
Based on the audited accounts (Appendix 9) the total income was £124,178.
HC/HHB SLA £84,070
Hours % Times
The care attendant wages and travel costs accounted for £83,031. Scheme management and administration accounted for £27,425. Office costs – rent, heat, stationery, lighting, postage, telephone etc with fund raising expenses, insurance, affiliation fees, audit, etc, accounted for £15,092.
Scheme expenditure at £125,548 is the highest ever and is to be compared with £117,867 in 2003/2004. The trading deficit of £1,379 is being met by a transfer from reserves.
If all expenditure is set against the number of respite hours provided this year this gives a cost per care hour of £15.26.
Overall, a satisfactory year, albeit with a small deficit, with our unrestricted reserves standing at £39,977. Restricted reserves identified with the BreakAway Project stand at £846. The unrestricted reserves are necessary to cover any staff redundancies in the event of having to close the scheme (hopefully, a very unlikely event) and also to cover approximately 6 months operating expenditure in accordance with good company practice and to accommodate any late payment of grant money/invoices.
While the scheme continues in a sound financial manner, it was necessary, in the course of the year, due to under-recovery of overheads, to keep a close watch on the hours to be delivered. The overall care hour cost rose significantly compared with 2003/04. A close examination of “cost sources” is being undertaken, for while the direct care costs fell, the care management and office overheads increased.
There were no Board or Management Committee expenses.
BY E MAIL
|APPENDIX 1 – MANAGEMENT COMMITTEE
APPENDIX 2 – COMMITTEE MEMBERS ATTENDANCE 2004/2005
APPENDIX 3 – DONATIONS ABOVE £100.00 RECEIVED FROM ORGANISATIONS
APPENDIX 7 – NUMBER OF RESPITE CARE HOURS GIVEN BY SCHEME 2004/2005 & MILEAGE
Hours contracted to SWS/HHB: Deficit 2003/2004 202
Number of respite hours delivered under 2004/2005 SLA 6628
Scheme funded hours: Respite 181
Purchased hours: SWS 446
Training: Care Attendants 395 hours
Due to the change in management structure, Care management hours are not comparable to earlier years:
Coordinator to August 2004 770 hours
Care Manager (September/March) 775 hours
Assistant Care Manager(s) 164 hours
Office Manager(s) 995 hours
APPENDIX 8 - CLIENT GROUPS & SERVICES COVERED BY CROSSROADS (CAITHNESS) CARE ATTENDANT SCHEME AND DETAILS OF SCHEME POLICIES & PROCEDURES
APPENDIX 9 – AUDITED ANNUAL ACCOUNTS 2004/2005