A local government authority sought the expertise of an external partner to redesign and implement a new operating model for significant portions of its Intermediate Care Services, aiming to enhance the independence of individuals through high-quality, short- term interventions. These services were designed to enable individuals to remain at home and live independently for extended periods. The project also targeted better utilisation of the council's expenditure on reablement and domiciliary care provision to achieve financial efficiencies while enhancing service delivery. This was to meet the broader needs of the Health and Social Care system, with savings anticipated from reduced reliance on acute hospital services and residential care.

Additionally, the authority required a comprehensive review of its Community Equipment & Telecare Service to evaluate current performance, financial standing, and how these services could more effectively support the local health and social care ecosystem. This included exploring new delivery models for the Telecare service to prepare for the digital switch-over and promote the prevention agenda integral to modern Adult Social Care practices.

Caja collaborated closely with the Health & Social Care system, particularlv at the intertace. to redesian Intermediate Care services. A new Target Operating Model and strategy were developed, aligning with national discharge to assess pathways and adopting a Home First approach. This approach prioritised assessing individuals for future support based on their strengths and available assets, following discharge. Caja's activities encompassed developing Activity, Demand, Capacity, and Financial Modeling, as well as service specifications and support for contract negotiations with NHS and external care providers. This effort was a key part of the system's transformation, projected to deliver significant savings for the local government authority.

Operational improvements and efficiencies were also pursued within the in-house Community Equipment Service. Caja's rapid assessment led to a Service Transformation Plan focusing on immediate enhancements. Operational KPls were introduced to support day-to- day management, leading to substantial improvements and cost reductions.

Additionally, the Telecare/TEC service was reviewed to design a new operating model ensuring service continuity through the digital switch- over, leveraging advanced technologies and data to support independent living.

Caja delivered strategic, process, and cultural changes resulting in: