The Vision To improve health and wellbeing by providing a coordinated, high quality, responsive, client centred local service Centring on the ill, isolated and vulnerable Achieved by voluntary service and domiciliary care ‘company’ and community engagement activities

Starting up Need for a fully integrated community based domiciliary service, locally planned and delivered, identified in October 2013 in our initial survey. Networking, leading to social enterprise model shaped in line with WG policy Project team set up Business plan formulated from phased pilot project Governance arrangements put in place Grant secured for pilot, co-ordinator recruited

Successes 95% think Solva Care is very good or good 86% would use service again, 14% would consider Strong governance arrangements Strong RM&E incl independent evaluation Well developed communication Good partnerships and working arrangements with hospitals and local surgery Well networked in Wales and UK

Factors that helped Being totally in line with Welsh Government policies Advisory support in early stages Grants Drive and commitment of Solva Community Council Local interest and commitment of volunteers Endorsement and use by other services Links with other communities

Factors that hindered Lack of solutions to address blocks in setting up community run domiciliary care Grants – too small, over bureaucratic, inflexible and late being awarded Implementation of policies by statutory services too slow Barriers to existing service providers collaborating with small community initiatives Lack of understanding among significant others of challenges No place on strategic forums

Next Steps Coordinate paid carer and volunteer activities Develop preventative approach and extend more widely Recommend local tradesmen Recruit young volunteers Further develop communication Mainstream Solva Care and make sustainable Continue with RME Strengthen partnerships Strengthen the Team

Making it easier Welsh Government policies and strategies better reflecting the realities of local challenges Direct contact with decision makers Financial support which is adequate and easier to access Fewer ‘middle men’ and reduced bureauocracy Real partnership working