Our Strategic Plan

We are ready for our future

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Our strategy describes our vision for the next 4 years, our priority areas and the ways in which we will work better to put wellbeing at the heart of health and social care.

Our strategy is built upon the belief that:

  • Everyone matters and deserves a chance
  • Everyone has a voice which is worth listening to
  • Anyone can be affected by poor health
  • Poor health should not be a barrier to finding joy and purpose in life
  • Support should be there for anyone who wants it
  • Support should be there at the point, and in the form, that it is needed
  • We can and do improve and change lives
  • There is so much more still to do: the best is yet to come...

In this strategic plan we confirm our commitment to continue to provide support for people living with a mental health condition, a learning disability and people with age-related needs.

Over the next 4 years we will continue to provide high quality residential care services, independent hospital provision, residential nursing care and supported living services that enable independence, and community-based services.

Our energy and focus will be concentrated to increase supported living services in partnership with trusted investors. We remain committed to our existing residential care provision and we will prioritise the development of further provision targeted mainly at our older beneficiary group. These accommodation-based services will be underpinned by locally based community services that connect the people we support to the heart of their local communities.

Everything we do will be delivered by a passionate and committed workforce who are empowered to work autonomously in order to achieve the best outcomes for the people we support.

Our Pillars

To achieve our vision of putting wellbeing at the heart of health and social care we have identified 4 strategic pillars that will support all that we do.

Co-Produced Services
Digital Capability
Care Designed for the Future
A Dedicated and Committed Workforce

The impact of covid-19

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Our strategy for 2020-2024 was on schedule to be launched in March 2020. However, as the COVID-19 virus reached the UK, a pandemic was declared and we, along with many countries across the world, were propelled into a lockdown – a period of time that would be like nothing any of us have ever known.

All of our plans, priorities and efforts were shifted towards supporting and protecting the people around us and ourselves from what was quickly becoming a very dangerous, relentless virus.

The virus brought with it pain, loss, hurt, worry, sadness and frustration. But in such challenging times, kindness is always possible and kindness is something we do really well here at Making Space.

We could have put up barriers, but we didn’t! Instead, we innovated and adapted to make sure people had access to what they need, we used technology to help people stay connected, we improvised, excelled, challenged and continued to care.

COVID-19 restrictions meant that we had to postpone the official launch of our strategy, but we were still able to progress with implementing many new projects that underpin our plan, including: launching our new vision, mission and values, working with partners to develop and launch new supported living schemes and retirement villages across the North West, recruiting our Shine Champions, launching a new digital care planning solution and developing a new recruitment toolkit.

As restrictions continue to ease and we see some normality return to our lives, we look forward to making even more progress towards achieving our goals.

The needs of the people
who use our services

The assumptions for this strategic plan recognise the following significant factors for the people we support:

Needs Shape
  • Demand for social care relating to the vulnerable and older people will continue to increase
  • Increasing complexity of need and increasing levels of care in the home is expected
  • On-going pressures on statutory funding will increase
  • Strong employment markets will impact on workforce recruitment and retention
  • Commissioners will look to providers for new, innovative and efficient models of care
  • Regulatory requirements from the CQC and the Charity Commission will increase
  • Transformation of front-line care will utilise digital technology

how will we know if
we’ve been successful?

In four years’ time we will know the approach has been successful when:

  • The people we support tell us that they are able to achieve the things they want to
  • The services we deliver are effectively managed and relationships with commissioners are strong and constructive
  • Our workforce is highly skilled, effective, productive and feel valued and rewarded
  • We increase our digital capability to improve services for the people we support and our employees
  • We hold our position in the top quartile for quality scores based on CQC ratings
  • Our reliance upon statutory funding is reduced and 2% of our income is generated from other sources
  • Our annual turnover continues to grow and we generate a reasonable surplus to invest in new developments