Tricuro

A Message from Lord Pickles and Lord Blunkett, followed by Tricuro's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Tricuro is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.tricuro.co.uk

BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | YORKSHIRE ADOPTION AGENCY
We welcome the fact that government
funding for the adoption support fund
has been extended until March 2020,
but after this point, there is significant
uncertainty. Funding beyond March
2020 was to be subject to the
spending review, which was initially
scheduled to take place this year. This
scheduling, however, was calculated
on the assumption that we would
have agreed a Brexit deal. As this is
not currently the case, the situation for
proposed timescales is unclear.
This uncertainty surrounding future
arrangements has raised concern for
adopters. Going forward, we would
appreciate a commitment to extending
access to the fund or its iteration
to agencies operating within the
voluntary sector, thus reducing the
timescale for support to start.
The loss of Department for Education
funding to the regional voluntary
adoption agency hub has also created
further uncertainty in the sector, and
local and regional alliance members
are currently in discussion about future
arrangements.
Adapting to policy changes
In the past year, we have continued to
observe the impact of policy changes
in the adoption sector, at both a local
and a national level. We have seen a
rise in children waiting for adoptive
families and a shortfall in people
coming forward to adopt.
In response, we have increased our
marketing of services to inform the
public of our excellent adoption service
and support offer and invited people
to explore parenting through adoption.
Our team has increased in size with the
appointment of two previous “Social
Worker of the Year” award winners,
so, as the number of children needing
adoptive placements continues to
rise, we can recruit families confident
in the knowledge that we provide an
outstanding service.
Our plans: 2019 to 2022
Our business plan for 2019 to 2022
marks another key moment in our
history as a charity, and we face great
challenges over the next three years if
we are to meet the needs of our most
vulnerable children: those who wait
the longest for matching.
Our key priorities will be continuing
to develop our high-quality services,
supplemented with specific
programmes of activity to recruit and
support prospective adoptive families.
We will also continue to collaborate
with our colleagues to help meet the
needs of children who need adoptive
families in our local communities.
Beyond this, we are also aiming to
develop our post-adoption support
offer to ensure we are working as
efficiently and effectively as we can
in identifying and responding at the
earliest point of intervention. Finally,
we aim to continue to engender
a “whole family” approach to
post-adoption support, based on
improving and sustaining adopter
resilience, something enhanced by
the skills of their family and the social
and community support networks
theyaccess.
I am proud to
lead a staff
group who
are dedicated,
skilled and
always
committed to
giving their
best for
children and
families
The team at our
Christmas party 2019,
including one of our
trustees as Santa Claus
23TRICURO |
HEALTH & SOCIAL WORK
Managing Director AlisonWaller
Staff celebrating the recognition
of the high quality of care
delivered at Sidney Gale House,
Bridport
Tricuro is a joint venture, wholly owned by Dorset Council and
Bournemouth, Christchurch and Poole Council. Launched
in July 2015 and headquartered in Poole, it delivers a range
of social care services and support that includes a residential and
nursing home provision alongside community support, reablement
and homecare services. It supports older people, those with
learning or physical disabilities and individuals who have complex
mental health needs. Managing Director Alison Waller says that
beyond this, Tricuro also provides support to those with dementia
or challenging behaviours. Alison elaborates on the nature of
Tricuro’s work and discusses how a wide-scale transformational
change has driven them to continue helping people.
We have a turnover of roughly £40 million and employ 1,500 staff, who provide
care and support to over 6,000 clients per year across 40 locations and within
people’s own homes across the county of Dorset.
Our founding vision
Dorset County Council, Bournemouth Borough Council and Poole Borough Council
shared a vision to create an arm’s-length organisation, a vision that would entrust
the company to continue to deliver and further improve their transferred adult
social services across Dorset. The company would be able to respond to the key
priorities in delivering adult social care services, help to shape the market and
provide access to cost-effective, quality services.
FACTS ABOUT
TRICURO
»Managing Director:
AlisonWaller
»Established in 2015
»Based in Poole
»Services: Social care services
across Dorset
»No. of employees: 1,500
Tricuro
THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | TRICURO
The vision was also to attract private
income, which would help us to
generate profit. This profit could
then be reinvested or returned to our
shareholders as a dividend. We call this
“profit for purpose” as it is reinvested
into the public sector, directly
benefiting the local community across
Dorset. This additional trading enables
the company to extend its reach
to the wider population, who may
require additional support but who
do not meet local authority eligibility.
This also helps to maximise the
opportunity to maintain an individual’s
independence and wellbeing and
helps the local authorities manage
increasing demands from Dorset’s
local communities within financially
constrained budgets.
Our structure and governance
Overseeing our work is our executive
shareholder group, which consists of
ten elected councillors. This group
supports the development of our
company, agrees our strategic direction
with the board and ensures that the
legal and commercial interests of the
councils are considered and protected.
Local government reorganisation
in April 2019 resulted in three
shareholders becoming two. Following
local elections, eight of the ten elected
councillors who sit on our shareholder
group have changed and so we began
to focus on building new relationships
and levels of understanding. A key
priority of the elected members is to
focus on determining and delivering
the key strategic priorities of their
respective councils in the context of
significant financial pressures. We
represent a significant proportion of
the total adult social care spend in
Dorset and will inevitably be part of
their scrutiny and delivery plans.
A transformational change
Services and staff were transferred
out of their respective local authorities
into Tricuro on July 1, 2015, when
the company was launched. Since
that date, we have undergone a
transformation. The journey has not
been an easy one and has required a
substantial change in leadership within
the company to find the right balance
between commercial and business skills
and the comprehensive knowledge
needed to deliver adult social care.
As an independent trading company,
we have established our own strong
branding, achieved important cultural
change, delivered significant savings
and efficiencies, commenced trading
and introduced innovative and efficient
ways of working.
Income from private trading has
enabled us to invest in technology
and to trial innovative ways of
supporting our clients and their
families. Electronic care planning and
monitoring has enhanced our ability
to provide evidence of the quality
of care delivered while contributing
to better efficiency and productivity.
Our internal and external reporting
and governance arrangements have
improved significantly, giving assurance
to families, the board, shareholders,
commissioners, regulators and
keystakeholders.
Party time at Ridgeway
Connect
We have
established our
own strong
branding,
achieved
important
cultural change,
delivered
significant
savings and
efficiencies,
commenced
trading and
introduced
innovative and
efficient ways
of working
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | TRICURO
The vision was also to attract private
income, which would help us to
generate profit. This profit could
then be reinvested or returned to our
shareholders as a dividend. We call this
“profit for purpose” as it is reinvested
into the public sector, directly
benefiting the local community across
Dorset. This additional trading enables
the company to extend its reach
to the wider population, who may
require additional support but who
do not meet local authority eligibility.
This also helps to maximise the
opportunity to maintain an individual’s
independence and wellbeing and
helps the local authorities manage
increasing demands from Dorset’s
local communities within financially
constrained budgets.
Our structure and governance
Overseeing our work is our executive
shareholder group, which consists of
ten elected councillors. This group
supports the development of our
company, agrees our strategic direction
with the board and ensures that the
legal and commercial interests of the
councils are considered and protected.
Local government reorganisation
in April 2019 resulted in three
shareholders becoming two. Following
local elections, eight of the ten elected
councillors who sit on our shareholder
group have changed and so we began
to focus on building new relationships
and levels of understanding. A key
priority of the elected members is to
focus on determining and delivering
the key strategic priorities of their
respective councils in the context of
significant financial pressures. We
represent a significant proportion of
the total adult social care spend in
Dorset and will inevitably be part of
their scrutiny and delivery plans.
A transformational change
Services and staff were transferred
out of their respective local authorities
into Tricuro on July 1, 2015, when
the company was launched. Since
that date, we have undergone a
transformation. The journey has not
been an easy one and has required a
substantial change in leadership within
the company to find the right balance
between commercial and business skills
and the comprehensive knowledge
needed to deliver adult social care.
As an independent trading company,
we have established our own strong
branding, achieved important cultural
change, delivered significant savings
and efficiencies, commenced trading
and introduced innovative and efficient
ways of working.
Income from private trading has
enabled us to invest in technology
and to trial innovative ways of
supporting our clients and their
families. Electronic care planning and
monitoring has enhanced our ability
to provide evidence of the quality
of care delivered while contributing
to better efficiency and productivity.
Our internal and external reporting
and governance arrangements have
improved significantly, giving assurance
to families, the board, shareholders,
commissioners, regulators and
keystakeholders.
Party time at Ridgeway
Connect
We have
established our
own strong
branding,
achieved
important
cultural change,
delivered
significant
savings and
efficiencies,
commenced
trading and
introduced
innovative and
efficient ways
of working
25TRICURO |
HEALTH & SOCIAL WORK
We were awarded “The Most
Outstanding Care Provider in the
UK in 2018” by the Over 50s
Housing Awards, which was a
testament to our significant success
in delivering services to adults while
introducing innovation and significant
culturalchange.
With innovation as a core value,
we are committed to embracing
the power of technology to enable
us to excel in offering truly person-
centred care. Such technology means
we can continually develop systems
and governance, creating positive
client experiences and engaging the
workforce. Creating collaborative
partnerships with colleagues across
health as well as the private and
community sector has allowed the
company to explore new ideas.
We are also harnessing immersive
sensory experiences to aid the
wellbeing of our clients. In 2019, we
were winners in the health category
of the Smart Cities UK awards for
our virtual beach project, which
used virtual reality to offer clients a
seaside visit and the chance to surf
the waves. The award honoured
the behaviour change, education,
technology and innovation within the
company to overcome economic and
socialchallenges.
We have delivered significant beneficial
change within adult social care services
across Dorset and we are focused on
delivering high-quality care to the most
vulnerable in our society. The creation
of an alternative delivery vehicle has
enabled these changes.
We have developed a sustainability
plan for the future, which reflects
our increasing requirement to care
for people with the most complex
needs while providing support to
their carers. We face significant
challenges in delivering social care
within the financial resources of our
shareholders and will continue to
work in partnership to identify and
provide solutions. Solutions may
also be delivered through strong
links with external partners and
funding organisations. Our ability to
successfully deliver care and support
is dependent on our ability to recruit
and retain a high-quality workforce.
We will maintain our focus on their
wellbeing, training and development
so that we continue to meet the
increasingly complex requirements
within our local communities.
With innovation
as a core value,
we are
committed to
embracing the
power of
technology to
enable us to
excel in offering
truly person-
centred care
Clients enjoy virtual
reality

www.tricuro.co.uk

This article was sponsored by Tricuro. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Elizabeth Truss.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.



Rt Hon Elizabeth Truss
Secretary of State for International Development