1. The Evolving Market What does it mean for Domiciliary Care? Nicola Mould and Mandy Curran, Somerset Care At Home

2. 2 The Political Landscape –Who’s in power? Personal Care At Home Bill –CQC –The Public Purse –Fuel

3. Personalisation –Service User Expectations Challenges versus Opportunities Vulnerability Issues –The National Agenda Personalised Budgets Legislative Changes Training –Disparity of Commissioning Strategies

4. 4 Recession –Recruitment –Retention –Choice and Control

5. 5 What Barriers Do We Face?

6. 6 Demographic –Living longer – 44% increase in the over 85 year old population countrywide over the next 17 years. –Fewer available carers proportionately.

7. 7 Torbay UA printer friendly version http://www.statistics.gov.uk/census2001/pyramids/pages/00hh.asp Census 2001 - % Men & Women by Age Group

8. 8 Recruitment and Retention –Competitive Market Place Personalisation – Other providers/PA’s Supermarkets Seasonal Work

9. 9 Economic –Public Sector Fee Cuts Efficiency agenda presents a barrier to innovation –Rising Fuel Costs –Increasing Legislative Costs Pensions 2012 (1-3% pa) Rising Tax Burden (1% NIC 1.4.11)

10. 10 Opportunities For The Future

11. 11 Marketing –Increase Customer Awareness –Improved Signposting by Providers to other services – eg. day care, respite –Use of Assistive Technology

12. 12 Improving Outcomes –Introduction Of Specialist Care Teams Career Opportunities for Staff Better Equipped to deal with Service User needs & provide a more personalised service –‘Enabling’ Rather Than ‘Doing’ Better outcome for both Service User and Care and Support Worker Reduction in duration of package, efficiency saving

13. 13 ‘Cash Savings’! –Much Improved Integration of Health And Social Care Funding Domiciliary Care providers to supply low level health related tasks, thus releasing the pressures on the Health Service at a lower cost Nursing Care in the community

14. 14 ‘Cash Savings’! –Improved Co-Production Provider Brokering Single Assessment Process Shared knowledge from other Counties More efficient administration nationally

15. 15 ‘We believe it essential, and entirely consistent with good procurement practice, for commissioners to develop effective and strong partnerships with current and potential providers. This includes more strategic, earlier discussion with provider communities about need’ Commissioning Framework for Health and Well-being – DH March 2007