Market Position Statement: February 2025

Foreword

Our Market Position Statement (MPS) articulates our vision for care and support services within Devon. Each market sector section provides a current and future assessment of need.

People tell us they want to live in the place they call home, with the people and things they love, in communities that look out for each other, doing the things that matter to them. This vision of living independently as possible is central to our strategies: ‘Living Well in Devon’, ‘Ageing Well in Devon’, and ‘Caring Well in Devon’.

Designed to foster market development through collaboration with providers and those who use our services, collaboration is important to meet the needs of residents and support independent living, whilst adhering to our responsibilities in the Care Act 2014.

Our goal is to commission services that emphasise promoting independence by supporting individuals to achieve their desired outcomes, focusing on recovery, reablement, and maintaining health and well-being. These services are time-limited unless there is an enduring need.

We must be honest about the challenges we face. Maintaining financial sustainability amid rising costs isn’t easy. The COVID-19 pandemic and its aftermath have affected people’s health and well-being, leading to changes in service demand. Additionally, the cost-of-living crisis impacts people’s needs and the costs of meeting them.

Nevertheless, in Devon, we can draw on the strengths and assets of our communities, partners, and providers.

Tandra Foster, Director of Integrated Adult Social Care

Solveig Wright, Deputy Director of Integrated Adult Social Care (Commissioning)

---

Our Market Position Statement is undergoing a full refresh throughout spring and summer 2025. The version you see here has undergone the first stage of the refresh, and further detail will be added in the summer following engagement with our providers.

1. Executive summary

1.1 Meeting the needs of an aged and ageing population requires a strong commitment to a strengths-based approach that promotes the independence of people in their communities.

1.2 The quality of life and overall satisfaction of people who use the Council’s services continues to be high, although the biennial survey of unpaid carers raises some concerns that we need to address, especially in relation to replacement care.

Key issues:

• Devon has a predominantly rural population with a significant number of older adults.
• The demand for adult social care is increasing due to longer life expectancy and migration into the county.
• Workforce challenges include an ageing workforce, difficulties in recruitment and retention, exacerbated by competition from other sectors. International recruitment has had a beneficial effect, but uncertainty remains following the changes to visa regulations.
• Average earnings in Devon are below the national average, impacting the ability to attract and retain care workers.

1.3 Although the population of older people has continued to grow, the Council spends more of its budget on people aged 18-64 than those aged over 65. This reflects success in promoting the independence of older people and their circles of support.

1.4 However, the Council now anticipates further demands as more of the ‘baby boom’ generation develop needs that require adult social care support, particularly due to the prevalence of dementia among those aged over 85.

1.5 People with physical and learning disabilities, sensory needs, or autism (or both) are living longer with more complex needs. Peaks in demand typically occur following the transition to adulthood and in middle age due to the ageing of their carers. In recent years, the Council has been successful in ensuring more younger adults are supported in their own or their family’s home, but less so at finding solutions that promote their independence and self-reliance.

1.6 Having updated the vision for ‘promoting independence’ and strategies for ‘Living Well’ ‘Ageing Well’ and ‘Caring Well in Devon’ the Council is now refreshing the Market Position Statement to take into account these changing circumstances and the context of recovering from the pandemic and enduring the cost-of-living crisis.

1.7 The solutions commissioned in the future will be characterised by:

• Collaboration: Engaging providers in whole system redesign and innovation.
• Prevention: Promoting well-being and independence throughout life.
• Integration and Partnership: Across the health and care system and with independent sector providers and the community and voluntary sectors.
• Outcomes and Personalised Services: Focusing on ‘what matters’ to the individual.
• Innovation: Transforming services to respond to changing models of care that support people in their own homes wherever possible.
• Use of Technology: Maximising the potential of the digital revolution for service users, carers, businesses, and systems.
• Workforce Development: Recruiting locally and internationally into rewarding careers across the health and care system that will retain and develop people with the right attributes and values.

1.8 Working across the health and care system, the Council intends to:

• connect people with things that help them live healthy lives
• shift from sickness to prevention
• support people living independently and the shift from hospital to home
• ensure easy access to urgent and crisis care

1.9 The Council can only achieve these goals in partnership with independent and voluntary sector care providers.

2. Supporting data

2.1 The Market Position Statement is supported by a data dashboard.

2.2 This dashboard shows supply and demand data for both residential and personal care. The dashboard enables you to search the data by Devon postal town or the whole Council area and it also provides useful trend data.

2.3 The Council’s budget book provides the latest financial information.

2.4 You can see an overview of Council spending on different directorates including Adult Social Care data here.

3. Quality, Contract Management and Market Strategy

3.1 The proportion of regulated adult social care services in Devon rated ‘Good’ or ‘Outstanding’ is better than comparator and national averages. The Residential Provider data page of the Power BI provides an overview.

3.2 The Council has a wider responsibility to promote quality across all sectors. Commissioners work with suppliers on quality improvement through our Quality and Contract Management Team, which takes assertive but supportive action to address quality concerns with providers, whether registered or unregistered.

3.3 The Council’s Quality and Contract Management Team employs a range of strategies to support providers, including audits and feedback mechanisms. This proactive approach ensures that providers are equipped with the necessary tools and knowledge to maintain high standards of care.

3.4 This team collects data, intelligence, and quality assurances to reduce the risk of provider failure and support providers through market fragility. The Quality and Contract Management Team has built relationships and trust with providers, facilitating early intervention and partnership working.

3.5 Many people choose to take their personal budget through a Direct Payment to employ a social care personal assistant (known as a PA) or commission their own care package. The Council does not directly quality assure PAs, however, it provides resources and guidance to individuals employing PAs to help them make informed choices and ensure quality care.

3.6 The Council is currently developing a comprehensive contract monitoring framework. This framework will prioritise risk profiling as a key component, proactively identifying and addressing potential risks within the market and including regular performance reviews, provider self-assessments, and feedback from service users to ensure a holistic and fully-informed approach to quality assurance.

3.7 This approach will allow the Council to tailor contract and quality interventions based on the specific needs and challenges faced by providers, fostering a more resilient and sustainable market. Focusing on continuous improvement and collaboration, aiming to create an environment where providers can thrive and deliver high-quality care.

3.8 The Council will work collaboratively with providers to mitigate risks, promote service stability, and ultimately enhance the overall quality of care delivered to service users. This collaborative effort will include regular meetings, shared best practices, and joint action plans to address any identified issues promptly and effectively.

3.9 The Council’s Adult Social Care Strategic Commissioning Team delivers market shaping events to encourage provider participation and delivers support and advice, including a regular newsletter, targeted webinars, and provider discussion forums.

3.10 The Care Act 2014 places a duty on Councils to ensure continuity of care during service interruptions due to business or provider failure. The Council works with providers to prevent and reduce the impact on services and the wider care market, supporting staff to find opportunities within the local care sector.

3.11 The Council is also committed to setting sustainable fees in partnership with the market, considering local labour market conditions and cost pressures.

4. Workforce

4.1 In order to deliver sufficient, high quality markets, we need a sufficient and high quality workforce and we have developed Our workforce vision for adult social care (ASC) in Devon .

4.2 The workforce vision sets out the adult social care challenges and how they impact upon the workforce. It sets out the Council’s ambition in terms of the planned response to those challenges.

Devon’s employment

4.3 Devon workforce data produced from The state of the adult social care sector and workforce in England, Skills for Care Workforce Intelligence Local Area, and the Skills for Care Workforce Strategy.

Since 2023 , the total number of posts has increased by 850 (3%), the number of filled posts has increased by 1,200 (4%) and the number of vacancies has decreased by 325 (14%).

In 2023/24, the CQC register showed there were 479 regulated services in Devon; 312 were residential and 167 were non-residential services. An increase of 10 from the previous year.

The number of vacancies has decreased, but as elsewhere this is mainly a consequence of international recruitment.

The estimated 28,000 filled posts were split between local authorities (4%), independent sector providers (72%), posts working for direct payment recipients (13%) and other sectors (11%).

The staff turnover rate in Devon was 27.0%, which was similar to the region average of 26.1% and England at 24.8%; around half (49%) of starters were recruited from within the adult social care sector.

Supporting workforce development

4.4 The Council has a number of initiatives supporting recruitment , retention and training opportunities that can be found on our Provider Engagement Network website.

Proud to Care website and Jobs Board

4.5 The Proud to Care website provides information for people considering a career in social care, training and education, real stories, film clips and a free Jobs Board for providers to advertise all their vacancies in the sector throughout Devon.

Career Pathways

4.6 Creation of a career pathway quiz and profiles hosted on the Proud to Care website. Designed and built in collaboration with social care providers. The profiles include case studies, pay, training and development opportunities.

International recruitment

4.7 A to Z international recruitment resources.

International recruitment Devon training

4.8 Development, coordination and communication of the Devon training offer for international recruits and social care providers.

Provider Strength Based Approach Training pilot

4.9 Developed in combination with Council practitioners and providers, this training programme consists of eLearning and online webinars. Feedback indicated that attendees felt the hybrid approach of eLearning and webinars supported understanding. Next steps include exploring practice forums to further develop the strength based approach in action.

eLearning

4.10 Access to eLearning through the part funded offer by Flourish. Offering over 130 different eLearning courses including courses covered in the Skills for Care core and mandatory training guide.

Apprenticeship Levy

4.11 The Council can transfer apprenticeship levy funds to other employers in Devon, prioritising social care. These funds can help to build workforce capability and fund apprenticeship training and assessment. In the last pledge £49,065 levy funding was given to organisations in the Care Sector.

5. Care homes

5.1 Devon has more residential beds, fewer nursing beds and fewer care home beds overall relative to the population than both comparator and national averages.

5.2 In the last 3 years the Council has seen a net increase in the number of registered beds, this growth is a result of new homes opening and existing care homes extending. There has also been consolidation with larger providers increasing the number of homes they own in Devon.

5.3 The Council and NHS purchase approximately 42% of all registered care home beds, this has remained stable over the last 3 years. The use of care home settings for older people is above the regional and the Council’s peer average but below the national average. However for people aged 65 years and under the Council uses more care home settings than the regional average.

5.4 The Council spend is higher than the England average for all types of care homes and this is mainly reflected in price as opposed to volume.

5.5 The Council’s intention remains: to support as many people at home as possible, with care homes catering for people with increasingly complex needs, avoiding out of area placements unless that is a person’s preference.

5.6 Hospital Discharge (“Discharge to Assess”) has had an impact on placement activity, and data indicates that short term placements are becoming long-term. There is a required improvement for reablement and rehabilitation services which could be delivered either by statutory servicer or the independent sector, this is being reviewed as part of our Hospital Discharge Transformation steering group.

5.7 The care home market needs to develop and diversify to ensure sustainability. There is an over provision in general residential homes., but there is a need for more bedded capacity to support people with complex needs including dementia.

5.8 The Council estimates that by 2027, there will potentially be a gap of 270 care home beds, to support older people with complex needs, especially those providing positive behavioural support. The Council’s current assessment of
capacity indicates that Northern Devon has near sufficient capacity to meet the demand for highly complex dementia placements. The greatest increase in beds is needed in East Devon (including Exeter) which also has the highest
demand. The Council also requires additional beds in South Devon, particularly in Newton Abbot.

5.9 Demand modelling indicates there will be an increase in the need for nursing beds. The nursing home market is assessed at being high risk due to a lack of nurses in social care and the number of nurses nearing retirement. Alongside the workforce risks the nursing home estate may not be fit for purpose and some homes are in rural settings making it difficult for staff, professionals and families to access.

5.10 Help us develop short-term crisis support for people with complex needs to prevent long term hospital admission and unplanned moves to other areas.

Market opportunities

• New Older Persons fee model and contract to go live June 2025 (subject to engagement period ending March 2025).
• The Council, health and care providers will engage and design the process for complex in 2025 and then aim to go live in 2026.
• A new contract and pricing model to be developed for under 65 years care home placements – engagement to commence in 2025 and go live in 2026.

6. Extra care housing (ECH)

What is extra care

6.1 Extra care housing is a type of housing designed to provide care and support services to older adults or those with disabilities who want to maintain their independence but may require assistance with daily activities. Schemes typically exhibit:

• self-contained private apartments for each resident, each of whom has their own front door
• a range of on-site care services that can be customised to meet individual needs with the ability for residents to adjust their level of care as their needs change over time
• 24-hour staff availability to provide assistance, respond to emergencies, and ensure safety and well-being
• communal spaces where residents can socialise and access dining areas and recreational facilities
• security and safety features, for example, emergency call systems
• accessible and age-friendly design to support those with additional needs and minimise support requirements

6.2 The overarching goal is to provide a supportive and secure living environment that allows a dynamic community of individuals with a range of needs, to age in place and maintain their quality of life.

Supply

6.3 In Devon, there are currently six extra care sites delivering 304 units of extra care.

Name	Size
Okehampton, Castle Ham Lodge	50 units
Ivybridge, Douro Court	32 units
Newton Abbot, Hayden Court	50 units
Bideford, Moreton Court	59 flats
Totnes, Quayside	60 units
Exeter, Edwards Court	53 flats

Note – some of these units are shared ownership.

6.4 Sites have been identified for two further schemes in Barnstaple and Exeter and we want to see more delivered as detailed in our strategies in particular Living Well and Aging Well.

6.5 A detailed needs analysis in 2009, using a nationally recognised methodology identified a growing need for extra care across the county with an overall gap of over 2000 units by 2033.

6.6 The needs analysis was refreshed in 2015 and runs through to 2033 and remains current – Extra Care Housing: Refresh of the Commissioning Strategy for Extra Care Housing (2009), August 2015.

6.7 The Council expects to publish a revised extra care needs assessment towards the end of 2025.

Localities	Current unmet commissioned need	Projected commissioned need at 2033
Exeter	151	252 (Edwards Court delivered an additional 53 units in 2023)
Exmouth	121	189
Newton Abbot/Kingsteignton	87	195
Barnstaple	85	150
Teignmouth	39	70
Sherford	0	43
Dawlish	32	58
Kingsbridge	36	59
Seaton	37	58
Sidmouth	53	83
Tavistock	48	94
Crediton	31	61
Axminster	42	65
Cranbrook	0	55
Cullompton	41	79
Ilfracombe/Braunton/Lynton/Lynmouth	58	103
Dartmouth	20	33
South Molton	25	44
Honiton	46	72
Ashburton/Buckfastleigh	22	40
Great Torrington	26	52
Moretonhampstead	14	25
Holsworthy	25	51
Okehampton	6	35
Ottery St Mary	36	55
Tiverton	10	63
Ivybridge	35	59
Totnes	-14	17
Bideford/Northam	5	70

Market opportunities

6.8 The Council sees extra care as a growth area and providers are encouraged to contact us to discuss potential developments in any of the areas of unmet need set out in the table above.

6.9 The Council anticipates sites will:

• need to deliver a minimum of 60 units to enable the core and 1:1 care contracts to be viable
• support a mix of client need, with on average 20% receiving 0-5 hours of care, 30% 5-10 hours of care and 50% 10+ hours of care
• offer a pathway flat to support step up and step down from hospital.
• maximise the number of affordable units at the site
• work closely with the Council to maximise the numbers of nominations from customers

6.10 The Council has a flexible purchasing system in place to deliver core and 1:1 care which was awarded in September 2024 which will be opened up again for further bids within 18 months of that date.

• Core ‘peace of mind’ service – weekly service charge to the resident affordable to those on state benefits and no more than a quarter of basic rate pension.
• Spot contract for 1:1 personal care paid for by the hour.

6.11 Historically sites have focussed on Older Adults but the Council is also interested in extending ECH provision to more people with dementia and to working age adults.

7. Supported living

7.1 Supported Living has grown organically in Devon and is currently delivered on a spot contract basis. The Council aims to redesign Supported Living services so that support is shaped around people, increasing their choice and control over how and where they live. The Council wants to ensure consistency in the type of support provided and quality of tenancies.

7.2 The Council with health partners aim to recommission supported living under new contractual arrangements in early 2026.

7.3 The Council is seeking to work with providers that will:

• provide least restrictive care and support whilst ensuring safely way to maximise independence and choice
• provide individualised support that is goal focused, and strengths based providing only the hours of support required and enabling individuals to develop their skills
• ensure their support services are at the heart of communities to enable individuals to develop and maintain existing or new community and family connections
• work with the Council to develop children and young people’s services to improve the transition period through earlier conversations and joint planning, to support the planning of housing and employment options

Supported living accommodation

7.4 Good quality supported housing is vital. It provides a safe, stable, and supportive place to live and opens opportunities for people to live the independent life that is right for them.

7.5 People with disabilities or mental health needs or both want to be able to access safe and good quality housing at the right time, which support positive outcomes and value for money.

7.6 The Council will work with the district and city councils to develop a supported housing strategy for 2026 this will include; the provision of accessible information about housing choices to help people (including young people) make informed decisions about where and how they live throughout their lives.

7.7 Working collaboratively with partners the Council will assess local need and demand for supported housing in communities, and jointly plan and inform the development of the market to increase supply.

7.8 Supported accommodation is not funded by the Council but through a tenancy held by an individual receiving care and support. There are opportunities to establish specialised accommodation where care is provided to meet the needs of individuals who require support.

Market opportunities

7.9 The Council is seeking to work with accommodation providers that will:

• ensure quality of tenancies and the separation of both housing and support, alongside clear pricing, and rental charges
• make use of technology enabled opportunities
• increase the supply of alternative accommodation to shared houses to meet demand this includes individual self-contained units within a core and cluster model

8. Shared Lives

What is Shared Lives

8.1 Shared Lives is an innovative model of care where approved carers open their own homes to support adults with learning disabilities, mental health needs, or other support requirements.

8.2 Individuals live with, or regularly visit, their carer (short-breaks), receiving tailored support in a family-like environment that promotes independence and community inclusion.

8.3 Unlike traditional residential care, Shared Lives prioritises relationships and personalised support within the carer’s home and therefore the delivery of personalised care in a family environment makes it an ideal option for those seeking a fulfilling paid care job.

8.4 The Association of Directors of Adult Social Care 2023 Autumn survey viewed Shared Lives as ‘a highly impactful model’ with ‘Nine in ten (90%) of Directors indicated that increased provision would have some or a significant impact on outcomes for people’ and ‘a marginally smaller proportion (87%) saying that greater availability of Shared Lives would reduce or significantly reduce adult social care expenditure’.

Supply

8.5 The Council currently supports around 80 people in long-term Shared Lives placements and between 16 and 25 people benefit from a Shared Lives short break every month.

Demand

8.6 The Council is keen to increase the use of the Shared Lives service and is actively trying to increase the number of Host Families and placements as an alternative to Supported Living, and in some cases residential placements.

8.7 Please refer to the Council strategies in particular Living Well and Aging Well for further details of our intent.

Market opportunities

8.8 The Council is keen to see growth in the Shared Lives model recognising it delivers a person-centred, effective, good quality service which is also very cost-effective.

8.9 The Council currently works with Shared Lives South West and prospective host families should contact them for an initial conversation.

9. Community Based (non- accommodation-based) services

Community Services – Regulated Personal Care, Day and Enabling

Market Position Statement – Review Statement

9.1 The Community Services Market Position Statements are currently under review as part of the ‘Community Services Review’. The Review looks at the Council’s commissioning intentions with a view to taking a more holistic approach to commissioning the range of services that support individuals living in their own home. These include personal care, community enabling, day services, personal assistants and micro-providers. It will also consider the sector’s contribution to the provision of breaks for carers and replacement care.

9.2 The review noted the following changes:

• Exit from Living Well at Home Contract (personal or domiciliary care) and Supporting Independence (Day and enabling services) and move to a spot contracted market as an interim measure.
• Significant shift in market sufficiency as a result of overseas recruitment (Personal Care) which saw the Market sustainability Plan (March 2023) almost instantly outdated.
• Interim market interventions to consolidate recent capacity growth in the personal care sector to ensure it is financially sustainable and can maintain sufficient workforce.

9.3 Through Stage 1 of the review, key themes emerged which were shared with providers on the PEN (Provider Engagement Network) via the stage 1 report.

9.4 During Stage 2 – Collaborative Design, the Council established a Co- production group or Co-design group which includes representation from provider markets as well as other key partners. The group has been supporting the development of Market Position statements by reviewing various needs and supply data including our Microsoft Power BI. The Council is currently collating information from the wider engagement with people with lived experience to inform the recommissioning plan for community services.

Details on upcoming engagement events and how to be involved will be advertised via the PEN newsletter and relevant provider forums.

9.5 During this phase, there have been opportunities for providers including the Rapid Support Service tender which was procured via our newly established Community Provider Directory. Any future opportunities can be found on the Supplying the South West portal (the reference for applications to the directory is ‘CP2374-23 Provider Directory: Community Services’).

9.6 The next phase of work will enable the Council to co-produce market
development opportunities focussed on:

• Addressing the challenge of multiple models for unregulated care and incorporating learning from significant changes to markets during Covid.
• Delivery of the Council’s Living, Aging and Caring Well strategies in Our vision.

10. Carers (unpaid)

10.1 The 2021 Census identified 74,700 unpaid carers in Devon, though the actual number is likely higher. This means at least 10% of the population are providing care for someone who needs support. Through the Devon Carers contract, the Council has engaged with or supported around 60% of carers to date.

10.2 Unpaid carers often juggle multiple responsibilities, caring for friends or family while managing their employment, education, and family life. Census data highlights the significant time commitment many carers make:

• Almost 30% provide 50 or more hours of care each week.
• Among those caring for 50+ hours per week, 44% are economically inactive, compared to 20% of the wider population.

Supporting carers in Devon

10.3 The Council commissions the ‘Devon Carers’ service, to provide targeted support for unpaid carers, delivered by Westbank Community Health and Care since 2018.

This service offers a range of tailored interventions, including:

• carer assessments to identify individual needs
• ‘Time For You’ sitting service to offer respite
• information, advice, and emergency planning to help carers navigate their role
• carer skills workshops and training to enhance confidence and knowledge
• peer support groups to reduce isolation and build resilience

10.4 Devon Carers also oversee the Carer Friendly Devon Scheme, supporting organisations to become carer-friendly employers and promoting Devon as a safe, inclusive, and supportive place for unpaid carers.

10.5 Beyond Devon Carers, the Council funds a wider network of support through small grants to organisations such as Citizens Advice, Dementia Alliance, and others. These initiatives help ensure a holistic and comprehensive offer for carers across the county.

Challenges faced by carers in Devon

10.6 Carers in Devon continue to face significant challenges in their daily lives. Findings from the 2023/24 Biennial Survey of Adult Carers in England highlight key concerns:

• Poor quality of life – many carers struggle to balance their responsibilities with their own wellbeing.
• Loneliness and isolation – a growing number of carers report feeling disconnected from their communities.
• Difficulty accessing information – carers often find it challenging to locate relevant services and support.
• Insufficient support for complex needs – those caring for individuals with complex conditions may not receive adequate help.

10.7 Certain groups of carers are less likely to access support, including:

• carers of individuals with substance misuse or addiction
• male carers and working-age carers
• carers aged 75 and over
• carers from minority ethnic communities and LGBT+ carers
• those with multiple caring roles

The Impact of unpaid care

10.8 A Healthwatch Report , ‘The Impact of Providing Unpaid Care at Home’ published in May 2024, identified tiredness, fatigue, and lack of sleep as the most common triggers for carers feeling overwhelmed. These issues often arise due to a lack of time, energy, and space to take breaks from their caring role.

The report found that:

• 75% of carers cited tiredness and lack of sleep or fatigue as a key factor in feeling overwhelmed
• 54% said the behaviour of the person they care for was a significant challenge
• 54% reported anxiety related to their caring role
• 48% struggled due to lack of respite care

Carers who live with the person they care for face even greater pressures:

• 40% said they feel unable to manage at least some of the time.
• 23% reported they had not been able to take a break or access respite care in the past 12 months.

10.9 These findings highlight the urgent need for better access to replacement care, emotional support, and practical assistance to prevent carer breakdown.

Market opportunities to support unpaid carers in Devon

Replacement care

10.10 The Council believes that many of the most pressing challenges faced by carers could be alleviated through improved access to high-quality replacement care.

10.11 The Council would like to increase the offer for carers through the provision of the following:

• Community-based replacement care – expanding sitting services, particularly in rural areas, to provide flexible support in a carers own home.
• Bed-based overnight care – increasing availability of residential stays to give carers extended breaks.
• Innovative day opportunities – offering a diverse range of meaningful activities for the cared-for person, ensuring carers can take guilt-free breaks.

Become a carer-friendly organisation in Devon

10.12 Carer Friendly Devon provides an opportunity for organisations to showcase their commitment to supporting unpaid carers. By signing up, organisations can become recognised as carer-friendly, gaining access to:

• exclusive training opportunities – to equip staff with skills to better support carers and the people they care for
• enhanced visibility – promotion of services in Council newsletters and magazines, reaching over 40,000 people each quarter.
• a stronger community presence – demonstrating your organisations commitment to social value and inclusion by supporting carers in the workplace and beyond.

10.13 Organisations can sign up to get involved and help to create a more carer-friendly Devon.

Support the Carers Passport Scheme

10.14 The Council’s Carer’s Passport Scheme aims to improve the lives of unpaid carers and enhances organisations community presence. The scheme connects carers with health and social care professionals and offers exclusive discounts, priority access, and support across various services.

10.15 Currently, Carer Passport holders benefit from free or discounted hospital parking, reduced entry fees to National Trust heritage sites, and table service in participating cafés.

10.16 The Council is now seeking providers to expand these benefits by offering discounts, priority services, or other forms of support that enhance carers’ wellbeing and enable them to enjoy life beyond their caring role.

10.17 Organisations participating, can demonstrate their commitment to social value, increase brand visibility, and contribute to a more carer-friendly community.

10.18 For more information visit Your Carer Passport in Devon.

Equipment and Technology Enabled Support (TECS)

11.1 The Council recognises the importance of harnessing new technology, beyond the Technology Enabled Care Services (TECS) solutions that are already available. There is a need for new approaches to stimulating innovation, to meeting and changing expectations and to finding new solutions to both support people and find service efficiencies, including use of digital technologies.

11.2 We are interested in discussing with providers how we can both innovate within individual businesses or sectors and take a more strategic approach to stimulating innovation.

11.3 TECS provides an opportunity for individuals and their families to take control of their environment and support, therefore maintaining their independence and enabling them to live more fulfilling lives.

11.4 The Council is keen to encourage the use of appropriate TECS to support people to:

• use their strengths, assets and networks to maximise their independence
• stay safe and well in their own homes
• remain or become connected with their communities

11.5 The Council recognises TECS can help prevent hospital admissions, support carers, support people to leave hospital as soon as possible and help to promote the independence of the people of Devon in order to prevent, reduce and delay the need for care and support.

11.6 The Council welcomes the opportunities TECS brings to support people in Devon to live with greater independence. Aims and some examples are included within our ‘Ageing well’, ‘Living Well’ and ‘Caring Well’ strategies.

11.7 When considering technology enabled care options with people the Council encourages a strengths based approach in the first instance, helping people to use the technology and resources already available to them in their lives and communities and signposting to the voluntary and community sector wherever possible to support.

11.8 As it is a joint service with the NHS, Community Equipment is prescribed free of charge by Health and Social Care practitioners., However, people are also advised how to purchase simple items for themselves, as well as when people would prefer to make their own purchases.

11.9 The Independent Living Centre (ILC),a joint social care and NHS local service based in Newton Abbot, hosts therapists that provide advice, information (online and telephone) and assessment about equipment and technology enabled care which is available to the public, professionals and care providers supporting people within the county.

11.10 People are able to visitthe centre by appointment, to view and test equipment and technology solutions used to support activities of daily living within all areas of the home environment.

11.11 The ILC also hosts an annual SMARTHOUSE event which offers the opportunity for people, professionals and providers to try technology out and hear presentations about technology enabled care, as well as meeting with suppliers and experts who are leading in this area. More information about the ILC and technology can be found on their website.

11.12 Additionally, adult social care referrals are determined through information and advice pathways. Referrals and/or provision may occur through telephone assessment, or through assessment and review of an individual’s need by Community Teams in peoples own homes or through an online self-assessment.

11.13 NHS Devon referrals are determined by Healthcare Practitioners working within primary care (GP surgeries); community rehabilitation and urgent response services and/or acute care (hospital) settings.

TECS contract

11.14 The Council’s TECS Services are delivered through a joint Health and Social Care Countywide Community Equipment Services (CES) contract held by a single market provider, Millbrook Healthcare Ltd.

11.15 This allows up to 3000 Health and Social Care authorised prescribers to have access to a single ‘one stop shop’ web-based ordering system that guarantees the right piece of equipment can be made available in the right place, at the right time. The CES, installs and maintains TECS equipment that people need in order to live safely in their own homes.

11.16 The tender for the new contract was launched in April 2024, and in October 2024 the Council’s Cabinet approved the award of a new five year Community Equipment contract, with option to extend for a further two years. This is due to commence in 2025, with a new provider.