2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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