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LOT has never stood still and even in the present recession has continued to set stringent targets for its development and ongoing modernisation and reconfiguration of its services to meet the changing needs of the people it serves and the requirements of new legislation. Major initiatives include embarking on a project to reconfigure some of our residential schemes into supported living and introducing the Care Funding Calculator system of ascertaining costs.
The past year has been a difficult one from a financial standpoint, with a high number of service-user vacancies causing a significant reduction in income, leading to a deficit of £66,765. This was exacerbated by a higher than normal number of staff vacancies, requiring increased use of agency staff with the resultant increase in costs. Stringent measures have been put in place to reduce vacancies, and now most Homes have full staffing establishments. A great effort has also been made to ensure that service-user vacancies are filled as soon as possible. This has been so successful that in addition to all vacancies being filled, LOT is receiving requests to provide accommodation for extra service-users. This year, the Commission for Social Care Inspection was replaced by the Care Quality Commission (CQC), which regulates health and social care. The Care Quality Commission brings toge ther independent regulation of physical health, mental health and adult social care services. Before 1st April 2009, this work was carried out by the Healthcare Commission, the Mental Health Act Commission and the Commission for Social Care Inspection. The Trust has continued to maintain excellent relations with the new regulator, and has achieved its aim of ensuring that its Homes continue to achieve good reports from inspections with all Homes being graded as providing at least a “good” service, with some Homes being classed as “excellent”. Service-users have continued their involvement with LOT’s development and planning and have made a positive impact across the Trust. Not only have they helped to implement several changes at Head Office but they have also been central to the production of a new brochure and promotional DVD. LOT has increased the number of social work student placements this year to good effect. The students have brought a diversity of experience and ideas and have carried out some important project work which has helped the Trust implement a range of improvements in its operational processes. Fundraising efforts have been increased in the Homes. This is seen as necessary during a period of economic downturn as it helps with extra activities which the Trust would not o therwise be able to afford, and it also helps raise the Trust’s profile, which may aid recruitment. PLANS With significant changes taking place in health and social care, and in the wider economic environment, the Trust is confident that it is equipped to meet the challenges ahead. Service-user involvement has always been at the heart of what LOT does and will continue to be a priority which guides all aspects of its operations. The impact of the newly-established Care Quality Commission is yet to be ascertained, but LOT is already examining standards and guidelines and evaluating ways of configuring services and operations to respond to any changes that may result from the new regulation regime. The Trust is fur ther developing partnerships with housing associations, as it believes that this is the way forward to increasing services and providing service-users with modern, person-centred accommodation and support. There is increasing demand for LOT’s specialist services and accommodation from care managers, and it is hoped that this can be achieved through such partnerships. LOT is committed to ensuring that its operations are as environmentally friendly as possible and regularly considers green issues such as recycling and energy management at management meetings. This initiative is not just to ensure that the Trust is socially responsible, as there are tangible benefits to reducing expenditure by ensuring that operating practices are as efficient as possible. LOT is about to embark on a project with the East of England Development Agency using European funding to examine ways of reducing its carbon footprint. Operating in the coming year will continue to be tough. The current economic climate has brought fur ther challenges which LOT must confront. The response of staff has been excellent, and the Trust has been able to continue its comprehensive range of training programmes and staff development. LOT believes that this is vital in maintaining and enhancing the quality of support it provides for its service-users, and that it makes a significant impact to the success of staff recruitment and retention. LOT’s record of staff loyalty is appreciated by commissioning authorities, who see the benefits of continuity and appreciate being able to develop working relationships with staff. LOT was established in 1989 and in its twenty first year, plans to fur ther develop its domiciliary services as well as maintain its specialist residential services. Staff are passionate about what they do and the Trust believes that by investing in the training and development of its skilled and dedicated staff it will continue to be responsive to the people who use its services and will remain a successful and financially sound organisation. Many staff have been with the Trust for over ten years, and some for more than fifteen. This brings continuity of care for the service-users as well as helping to keep recruitment costs low. LOT is a long-standing holder of the Investors in People standard, awarded in the same year as ISO 9001 accreditation. Since then, the Trust has gained OSHAS 18000 health and Safety accreditation and was the first learning disability charity to be awarded Charter Mark status. The Trust intends to continue with all these during the coming year, when some are being reviewed. LOT is also well down the path of being accredited to the Investors in Diversity standard, which will help us harness the differing experiences and backgrounds of our staff. LOT has a number of assets which will enable it to operate through the year as effectively as possible: - An experienced and stable management team who are responding extremely well to their current challenges;
- A strong operating model;
- A strong cash flow with no debt;
- A strong relationship with purchasers who have waiting lists for LOT services.
The Trust’s strategy will remain as last year; to develop quality and value of services, toge ther with excellent customer service and relationships. LOT believes that this will help it survive the current recession and leave it well placed when recovery begins. None of LOT’s successes would be possible without the dedication and commitment of the staff and Board of Trustees. The Trust looks forward to the coming year and is confident that it can build on those successes and deliver even more person-centred support for service-users. | 
