Free provider legal helpline for international recruitment questions

Employee Assistance Programme

Retail discounts, Virtual GP appointments, counselling & 24/7 helpline. 

Essex County Council - Provider Hub
Text size:

Market Vision

For a vibrant and sustainable domiciliary care market with sufficient capacity to support more people in their own home for longer in life, with diverse and complex needs.

A workforce that is stable and valued, with good career options.

Joined up support available in coordination with the NHS, other social care services and housing.

Key aims are:

  • Support people to remain independent
  • Good quality care
  • Sustainable pricing
  • Consistent and sufficient supply in all areas

1 Year Delivery Plan by end of 2024

Description:

Refresh of the LAH framework completed, and project established to commence redesign of new contracts to replace current LAH framework

 Key Milestones:

  • Consultation on care workers charter completed
  • Retention fund discharged
  • Framework refresh complete.
  • Proposals for new contract developed in partnership with the market

 

3 Year Delivery Plan by end of 2027

Description:

New LAH contract in place

Key Milestones:

  • New contract live by April 2025. Greater focus on outcomes
  • Care workers charter embedded in the new contract
  • Supply available in all areas
  • Workforce stable with both recruitment and retention metrics showing positive improvement from year one position
  • Strong relationships between ECC and core suppliers
  • Links in place with NHS commissioning
  • Coordination with day services offer, for example, in meals support
  • Support from suppliers for early identification of deterioration and links with neighbourhood teams/intermediate care offer
  • Digital integration
  • Personalised approaches and wider use of ISFs

 

7 Year Delivery Plan by 2030

Description:

Integrated approaches supporting more complex people in the home

Key Milestones:

  • Replacement of LAH contract let in 2025 underway on time if required
  • Relationships in place between LAH suppliers and community health / UCRT and virtual wards to wrap support around people if needed
  • Links established between suppliers and available community support for social needs.

Workforce recruitment and retention

  • Retention fund decision coming forward July 2023 and will support the workforce

Capacity and demand management

  • Ensure additional blocks have been used in hard to source areas, and refresh opportunity helps to rebalance prices to support entrants in the right place

Delivering good quality services

  • Good or outstanding CQC rating only on tier 1 providers should be a focus

Technology capability

  • Technology needs to be further utilised
Last updated: 17/08/2023