Domiciliary Care Agency Business Plan UK [Sample Template]
By: Author Tony Martins Ajaero
Categories Business Plans
A domiciliary care agency business is one of those businesses that require you to first look at the existing laws in the country or state you reside before you can start the business.
This is because there is hardly any country that does not pay serious attention to their health sector. The health industry is usually highly regulated so as to guard against the infiltration of quacks.
If you have an interest in starting your own domiciliary care agency in the UK, then you need to pay a visit to the health and medical regulatory body in your council (the department of domiciliary health care services) to get all the required information.
You also have to do all the necessary research, as well as get all the medical knowledge you will need. This is very vital so that you are not perceived as clueless at any point. You may also consider paying some experts to help you operate on the right footing.
Also, business plan is something you have to tackle before you start. Very vital information such as the vision, mission, marketing plans, legal documents, as well as many other things will be looked into in the business plan. Here is a sample domiciliary care agency business plan that is capable of leading you all the way.
How to Write a Domiciliary Care Agency Business Plan
1. industry overview.
The healthcare cum medical industry is perhaps one of the fastest growing and largest industries in the world because the wealth of any nation depends on the health of the nation.
There is hardly any country where the health care industry is not handled with all seriousness. As a matter of fact, the healthcare industry is known to gulp well over 10 percent of gross domestic product (GDP) of most developed countries.
Domiciliary care is provided to people who still live in their own homes but require additional support with household tasks, personal care and any other activity that allows them to maintain both their independence and quality of life.
As a domiciliary care worker, you would be providing a full range of personal care from assisting with washing and dressing in the morning to aiding with toileting during the day.
On a different day you might be assisting someone who is fully mobile but has dementia and requires assistance with cooking and cleaning. There is indeed a very large market for domiciliary care service providers in the United Kingdom and of course in most parts of the world.
Statistics has it that in 2011, healthcare costs paid to hospitals, physicians, nursing homes, diagnostic laboratories, pharmacies, medical device manufacturers and other players in the business value chain, consumed an estimated value of 17.9 percent of the Gross Domestic Product (GDP) of the United Kingdom.
This indeed the largest of any country in the world. As a matter of fact, experts projected that the healthcare share of the GDP of the United Kingdom will continue to grow, reaching 19.6 percent of GDP by 2016.
Those who need the services of domiciliary care providers (nurse’s aides, personal assistance services, mental health counselors, chiropractors, home care agencies, medication management counselors, physical therapists, county aging workers, and rehabilitation counselors, home health caregivers or home caregivers) are not restricted to the old and the elderly but also young adults and all those who can afford the services.
Generally, patients prefer that their physician or nurse or healthcare giver take care of them in the comfort of their homes, especially in psychiatric cases and permanent or temporary disability et al.
When it comes to paying domiciliary care service providers, the model that is adopted by the health sector usually hold sway. For instance, in the United Kingdom, domiciliary care service providers are either paid directly by the patient or the insurance company that covers the patient takes responsibility of the payment.
2. Executive Summary
McQueen Williams™ Domiciliary Care Agency is a standard and certified healthcare service provider that will be located in East London – United Kingdom.
We will cover other counties such as Kent, Essex, Middlesex, Surrey, River Thames, Greater London and Hertfordshire et al. We chose to operate in these cities because we know that our services will be in high demand due to the growing number of the aging population and disable people in these areas.
McQueen Williams™ Domiciliary Care Agency offers domiciliary health care services by providing a full range of personal care from assisting with washing and dressing in the morning to aiding with toileting during the day, administering medications, preparing meals, household tasks and assisting with physical exercise et al.
We are open to also assisting someone who is fully mobile but has dementia and requires assistance with cooking and cleaning. We are well trained and equipped to service the market segments that require only home-based services.
We are in the domiciliary care agency business to deliver excellent healthcare services to all those who will patronize our services.
We will also ensure that in the line of carrying out our duty, we comply with the laws and health regulations in East London and The United Kingdom. Our employees are well trained and qualified to handle a wide range of domiciliary health care services.
McQueen Williams™ Domiciliary Care Agency will operate a 24 hours 7 days a week service; our office facility will be opened round the clock to attend to clients. We have a standard medical call center that is manned by trained health workers. Our work force are going to be well trained to operate within the framework of our organization’s corporate culture.
McQueen Williams™ Domiciliary Care Agency will ensure that all our patients cum customers are given first class treatment whenever they visit our store. We have a CRM software that will enable us manage a one on one relationship with our customers.
McQueen Williams™ Domiciliary Care Agency is a family business that is owned and managed by Mrs. McQueen Williams and her family.
Mrs. McQueen Williams is a licensed Assisted Living Administrator, nurse and social health worker with over 25 years experience working for leading brands in the industry. She has a Master’s Degree in Public Health and she is truly passionate when it comes to taking care of the aged.
3. Our Services
McQueen Williams™ Domiciliary Care Agency is in the business of ensuring that our clients are well taken care of and our services will be carried out by highly trained:
Professional physicians, nurses, nurse’s aides, mental health counselors, chiropractors, medication management counselors, physical therapists, county aging workers, rehabilitation counselors, home health caregivers and home caregivers who know what it takes to give our highly esteemed customers value for their money.
These are the domiciliary health care services that McQueen Williams™ Domiciliary Care Agency will be offering;
- Continuing care retirement communities
- Assisted living facilities and homes for the elderly
- Independent-living facilities
- Providing room and board
- Nursing and other supervision
- Assistance in daily living
- Housekeeping services
- Social Work
- Home Medication Management
- Personal Assistance Services
4. Our Mission and Vision Statement
- Our vision is to become the number one choice when it comes to domiciliary care service delivery in the whole of East London and also to be amongst the top 20 domiciliary care service providers in the United Kingdom within the next 10 years.
- McQueen Williams™ Domiciliary Care Agency is in business is to establish a first class domiciliary care service that will take care of both highly placed clients and lowly placed clients as long as they can afford our services.
- We want to become one of the leaders in the domiciliary health care services industry in East London, and in The United Kingdom.
Our Business Structure
McQueen Williams™ Domiciliary Care Agency will be built on a solid foundation. From the outset, we have decided to recruit only qualified professionals (physicians, nurses, nurse’s aides, mental health counselors, chiropractors, medication management counselors, physical therapists, county aging workers, rehabilitation counselors, home health caregivers and home caregivers) to man various job positions in our organization.
We are quite aware of the rules and regulations governing the healthcare industry which is why we decided to recruit only experienced and qualified employees as foundational staff of the organization. We hope to leverage on their expertise to build our business brand to be well accepted in East London and the whole of the United Kingdom.
When hiring, we will look out for applicants that are not just qualified and experienced, but honest, customer centric and are ready to work to help us build a prosperous business that will benefit all our stakeholders (the owners, workforce, and customers).
As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of five years or more. These are the positions that will be available at McQueen Williams™ Domiciliary Care Agency;
- Chief Executive Officer
- Medication Management Counselors
- Assisted Living Administrator (Human Resources and Admin Manager)
- Domiciliary Care Workers
- Marketing Executive
5. Job Roles and Responsibilities
Chief Executive Officer:
- Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results
- Creating, communicating, and implementing the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
- Responsible for fixing prices and signing business deals
- Responsible for providing direction for the business
- Responsible for signing checks and documents on behalf of the company
- Evaluates the success of the organization
- Reports to the board.
Assisted Living Administrator (Admin and HR Manager)
- Responsible for overseeing the smooth running of HR and administrative tasks for the organization
- Regularly hold meetings with key stakeholders to review the effectiveness of HR Policies, Procedures and Processes
- Maintains office supplies by checking stocks; placing and expediting orders; evaluating new products.
- Ensures operation of equipment by completing preventive maintenance requirements; calling for repairs.
- Defining job positions for recruitment and managing interviewing process
- Carrying out staff induction for new team members
- Responsible for training, evaluation and assessment of employees
- Responsible for arranging travel, meetings and appointments
- Oversee the smooth running of the daily office activities.
Domiciliary Care Worker
- Provide personal care and support to clients with a wide range of needs, illnesses and disabilities
- Undertake the tasks detailed in the Client’s care and support plan using a person centred approach and in the least intrusive way
- Encourage the independence and motivation of the Client and not foster dependent behaviour
- Provide input into the care and support plans of Clients by regularly feeding back to the Field Care Supervisor
- Assist Clients getting up in the morning and going to bed at night
- Assist Clients to wash, bath and shower
- Assist Clients to dress and undress
- Assist Clients to look after their skin, teeth, hair and nails
- Assist Clients with toileting, continence management and personal hygiene
- Assist Clients with their medication at the agreed level of support and as detailed in their Medication Care Needs Assessment
- Prepare food and drink for the Client, being aware of the Client’s choice, likes/dislikes, nutritional needs and cultural requirements
- Provide light general household domestic duties, including housework and laundry, as detailed in the care plan or instructed by Management
- Take responsibility for the safe handling of property and equipment belonging to the Client
- Maintain good communication and develop effective working relationships with Clients
- Provide companionship to the Client, actively talking and listening to them about their interests
- Help the Client to maintain contact with their family and friends
- Accompany the Client on trips into the community
- Assist the Client to manage their personal affairs
Marketing and Sales Executive
- Identify, prioritize, and reach out to new clients, and business opportunities et al
- Writing winning proposal documents, negotiate fees and rates in line with organizations’ policy
- Responsible for handling business research, market surveys and feasibility studies for the organization
- Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients
- Document all customer contact and information
- Represent McQueen Williams™ Domiciliary Care Agency in strategic meetings
- Help increase sales and growth for McQueen Williams™ Domiciliary Care Agency.
- Responsible for preparing financial reports, budgets, and financial statements for the organization
- Provides management with financial analyses, development budgets, and accounting reports
- Responsible for financial forecasting and risks analysis.
- Performs cash management, general ledger accounting, and financial reporting for the organization
- Responsible for developing and managing financial systems and policies
- Responsible for administering payrolls
- Ensuring compliance with taxation legislation
- Handles all financial transactions for McQueen Williams™ Domiciliary Care Agency
- Serves as internal auditor for McQueen Williams™ Domiciliary Care Agency.
- Responsible for cleaning the facility at all times
- Ensure that toiletries and supplies don’t run out of stock
- Handle any other duty as assigned by the facility manager
6. SWOT Analysis
McQueen Williams™ Domiciliary Care Agency is set to become one of the leading domiciliary care service providers in East London which is why we are willing to cross every ‘Ts’ and dot every ‘Is’ as it relates to our business. We want our domiciliary care company to be the number one choice of all residents in East London.
We know that if we are going to achieve the goals that we have set for our business, then we must ensure that we build our business on a solid foundation.
Even though our Chief Executive Officer (owner) has a robust experience in social work and taking care of the aging population, we still went ahead to hire the services of business consultants that are specialized in setting up new businesses to help our organization conduct detailed SWOT analysis and to also provide professional support in helping us structure our business to become a leader in the assisted living facility industry.
This is the summary of the SWOT analysis that was conducted for McQueen Williams™ Domiciliary Care Agency;
Our strength lies in the fact that we have a team of qualified professionals manning various job positions in our organization.
As a matter of fact, they are some of the best hands in the whole of East London. Our location, the business model we will be operating on, multiple payment options, well equipped call center and our excellent customer service culture will definitely count as a strong strength for us.
Our perceived weakness lies in the point that we are just starting out and we may not have the required finance to sustain the kind of publicity that we intend giving the business and also the finance needed for the acquiring ambulance to facilitate rapid response in cases of emergencies.
The opportunities that are available to domiciliary care agency providers are unlimited considering the fact that we have growing aging population in the United Kingdom and we are going to position our business to make the best out of the opportunities that will be available to us in East London.
Just like any other business, one of the major threats that we are likely going to face is economic downturn and unfavorable government policies (healthcare reform). It is a fact that economic downturn affects purchasing power. Another threat that may likely confront us is the arrival of a new and bigger/well established domiciliary care agency in same location where our outlet is located.
7. MARKET ANALYSIS
- Market Trends
One thing is certain in the home healthcare services industry, the fact that there are growing aging population and people with one form of disability or the other in the United Kingdom, the trend will continue to benefit the industry. The trend in the industry is that, players in the industry are now flexible enough to adjust their services and facilities to attract more knowledgeable and educated residents by incorporating more technology and adapting to new markets.
Another trend in the industry is that in other to make domiciliary care services more affordable for low income individuals, many counties in the United Kingdom are enacting changes to the portion of Medicaid which can be applied to Assisted Living Facilities.
Before now, only individuals living in nursing homes were typically provided Medicaid assistance, but in recent time, there are now a growing number of states that have recognized the importance of offering Medicaid dollars to senior citizens living in Assisted Living Facilities.
7. Target Market
McQueen Williams™ Domiciliary Care Agency is in business to service a wide range of customers in East London – United Kingdom and other cities such as Kent, Essex, Middlesex, Surrey, River Thames, Greater London and Hertfordshire et al.
We will ensure that we target but self-pay customers (who do not have health insurance cover), and those who have health insurance cover.
The fact that we are going to open our doors to a wide range of customers does not in any way stop us from abiding by the rules and regulations governing the home health care industry in the United Kingdom. Our staff are well – trained to effectively service our customers and give them value for their money.
Our customers can be categorized into the following;
- Elderly people
- Expectant Mothers
- Injured Sports Men and Women
- Disable/Physically Challenged People
- People with mental/psychiatric challenges
- The aged who might suffer from severe joint pains, and every other age category that falls under the conditions listed by the physician.
Aside from the competitions that exist amongst various domiciliary care service providers, they also compete against other healthcare service providers such as supported living facility, nursing homes and assisted living facilities. To be highly competitive in the home healthcare industry means that you should be able to deliver consistent quality patient service and should be able to meet the expectations of the physicians that referred patients to you.
McQueen Williams™ Domiciliary Care Agency is coming into the market well prepared to favorably compete in the industry. Our office facility is well positioned (centrally positioned) and visible, we have enough parking space with good security.
Our staff are well groomed in all aspects of home healthcare service delivery and all our employees are trained to provide customized customer service to all our clients.
Our services will be carried out by highly trained professional physicians, nurses, nurse’s aides, mental health counselors, chiropractors, medication management counselors, physical therapists, county aging workers, rehabilitation counselors, home health caregivers and domiciliary caregivers who know what it takes to give our highly esteemed customers value for their money.
We are one of the few home healthcare service providers in the whole of East London that will run a standard medical call center for 24 hours a day and 7 days a week. We have enough trained health workers that are ready to run a shift system.
8. SALES AND MARKETING STRATEGY
- Sources of Income
McQueen Williams™ Domiciliary Care Agency will ensure that we maximize the business by generating income from every legal means within the scope of our industry. Below are the sources we intend exploring to generate income for McQueen Williams™ Domiciliary Care Agency;
9. Sales Forecast
It is important to state that our sales forecast is based on the data gathered during our feasibility studies, market survey and also some of the assumptions readily available on the field. Below are the sales projections that we were able to come up with for the first three years of operations;
First Fiscal Year (FY1): £50,000 (From Self – Pay Clients / Patients)
£150,000 (From Health Insurance Companies)
Second Fiscal Year (FY2): £75,000 (From Self – Pay Clients / Patients)
£170,000 (From Health Insurance Companies)
Third Fiscal Year (FY3): £100,000 (From Self – Pay Clients / Patients)
£200,000 (From Health Insurance Companies)
N.B: This projection is done based on what is obtainable in the industry and with the assumption that there won’t be any major economic meltdown and natural disasters within the period stated above. Please note that the above projection might be lower and at the same time it might be higher.
Marketing Strategy and Sales Strategy
The marketing and sales strategy of McQueen Williams™ Domiciliary Care Agency Store will be based on generating long-term personalized relationships with customers. In order to achieve that, we will ensure that we offer top notch all-round domiciliary care services at affordable prices compare to what is obtainable in East London.
All our employees will be well trained and equipped to provide excellent and knowledgeable domiciliary care services. We know that if we are consistent with offering high quality domiciliary care service delivery and excellent customer service, we will increase the number of our customers by more than 25 percent for the first year and then more than 40 percent subsequently.
Before choosing a location for our domiciliary care service, we conducted a thorough market survey and feasibility studies in order for us to be able to penetrate the available market and become the preferred choice for residents of East London – United Kingdom and other cities where our services will be available.
We have detailed information and data that we were able to utilize to structure our business to attract the number of customers we want to attract per time.
We hired experts who have good understanding of the home health care industry to help us develop marketing strategies that will help us achieve our business goal of winning a larger percentage of the available market in East London.
In summary, McQueen Williams™ Domiciliary Care Agency will adopt the following sales and marketing approach to win customers over;
- Introduce our business by sending introductory letters to residents, business owners and corporate organizations
- Advertise our business in community based newspapers, local TV and local radio stations
- List our business on yellow pages ads (local directories)
- Leverage on the internet to promote our business
- Engage in direct marketing
- Leverage on word of mouth marketing (referrals)
- Enter into business partnership with hospitals, government agencies and health insurance companies.
- Attend health care related exhibitions/expos.
10. Publicity and Advertising Strategy
We in the domiciliary care services business -to become one of the market leaders and also to maximize profits hence we are going to explore all available means to promote our domiciliary care agency business.
McQueen Williams™ Domiciliary Care Agency has a long term plan of offering domiciliary care agencies in various locations all around East London which is why we will deliberately build our brand to be well accepted in East London before venturing out.
As a matter of fact, our publicity and advertising strategy is not solely for winning customers over but to effectively communicate our brand to the general public. Here are the platforms we intend leveraging on to promote McQueen Williams™ Domiciliary Care Agency;
- Place adverts on both print (community based newspapers and health related magazines) and electronic media platforms
- Sponsor relevant community health programs
- Leverage on the internet and social media platforms like; Instagram, Facebook, twitter, YouTube, Google + et al to promote our brand
- Install our Bill Boards in strategic locations all around East London.
- Distribute our fliers and handbills in target areas
- Ensure that all our workers wear our branded shirts and all our vehicles and ambulances are well branded with our company’s logo et al.
Our Pricing Strategy
McQueen Williams™ Domiciliary Care Agency will work towards ensuring that all our services are offered at highly competitive prices compared to what is obtainable in The United Kingdom.
On the average, domiciliary care service providers usually leverage on the fact that a good number of their clients do not pay the service charge from their pockets; private insurance companies, Medicare and Medicaid are responsible for the payment.
In view of that, it is easier for home health care service providers to bill their clients based in their discretion. Be that as it may, we have put plans in place to offer discount services once in a while and also to reward our loyal customers especially when they refer clients to us.
- Payment Options
At McQueen Williams™ Domiciliary Care Agency, our payment policy is all inclusive because we are quite aware that different people prefer different payment options as it suits them. Here are the payment options that will be available in all our outlets;
- Payment by cash
- Payment via Point of Sale (POS) Machine
- Payment via online bank transfer (online payment portal)
- Payment via Mobile money
In view of the above, we have chosen banking platforms that will help us achieve our payment plans without any itches.
11. Startup Expenditure (Budget)
If you are looking towards starting a domiciliary care services company, then you should be ready to raise enough capital to cover some of the basic expenditure that you are going to incur. The truth is that starting this type of business does not come cheap.
You would need money to secure a standard office facility, acquire medical equipment and you would need money to pay your workforce and pay bills for a while until the revenue you generate from the business becomes enough to pay them.
Also it is expensive to acquire a standard well – equipped ambulance. The items listed below are the basics we would need when starting our home domiciliary health care services business in the United Kingdom, although costs might vary slightly;
- The Total Fee for Registering the Business in Maryland – £12.
- Legal expenses for obtaining licenses and permits – £1,200.
- Marketing promotion expenses for the grand opening of People’s Choice Retail Store in the amount of £2,500 and as well as flyer printing (2,000 flyers at £0.04 per copy) for the total amount of £1,580.
- The cost for hiring Business Consultant – £2,500.
- The cost for Computer Software (Accounting Software, Payroll Software, CRM Software, Microsoft Office, QuickBooks Pro, drug interaction software, Physician Desk Reference software) – £3,000
- Insurance (general liability, workers’ compensation and property casualty) coverage at a total premium – £3,400.
- The cost for payment of rent for 12 month at £1.76 per square feet in the total amount of £75,600.
- The cost for office remodeling (construction of racks and shelves) – £2,000.
- Other start-up expenses including stationery (£50) and phone and utility deposits (£2,500).
- Operational cost for the first 3 months (salaries of employees, payments of bills et al) – £75,000
- The cost for Start-up inventory (stocking a wide range of products such as toiletries, food stuff and drugs et al) – £5,000
- The cost for the purchase of storage hardware (bins, rack, shelves,) – £750
- The cost for Nurse and Drugs Supplies (Injections, Bandages, Scissors, et al) – £3,000
- The cost for medical equipment – £20,750
- The cost of purchase of ambulance and other vehicles – £80,000
- The cost for the purchase of furniture and gadgets (Computers, Printers, Telephone, TVs, tables and chairs et al): £4,000.
- The cost of Launching a Website: £700
- Miscellaneous: £5,000
We would need an estimate of two hundred and fifty thousand Pounds (£250,000) to successfully set up our domiciliary care services company in East London – United Kingdom. Please note that this amount includes the salaries of all the staff for the first month of operation.
Generating Funding/Startup Capital for McQueen Williams™ Domiciliary Care Agency
McQueen Williams™ Domiciliary Care Agency is a private business that is solely owned and financed by Mrs. McQueen Williams and her family members. They do not intend to welcome any external business partners which is why she decided to restrict the sourcing of startup capital to 3 major sources.
These are the areas McQueen Williams™ Domiciliary Care Agency intends to generate our startup capital;
- Generate part of the startup capital from personal savings
- Source for soft loans from family members and friends
- Apply for loan from my Bank
N.B: We have been able to generate about £50,000 (Personal savings £45,000 and soft loan from family members £5,000) and we are at the final stages of obtaining a loan facility of £200,000 from our bank. All the papers and documents have been signed and submitted, the loan has been approved and any moment from now our account will be credited with the amount.
12. Sustainability and Expansion Strategy
The future of a business lies in the number of loyal customers that they have, the capacity and competence of their employees, their investment strategy and business structure. If all these factors are missing from a business (company), then it won’t be too long before the business closes shop.
One of our major goals of starting McQueen Williams™ Domiciliary Care Agency is to build a business that will survive off its own cash flow without injecting finance from external sources once the business is officially running.
We know that one of the ways of gaining approval and winning customers over is to sell our domiciliary care services a little bit cheaper than what is obtainable in the market and we are well prepared to survive on lower profit margin for a while.
McQueen Williams™ Domiciliary Care Agency will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our company’s corporate culture is designed to drive our business to greater heights and training and re – training of our workforce is at the top burner.
As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of three years or more. We know that if all these are put in place, we will be able to successfully hire and retain the best hands we can get in the industry; they will be more committed to help us build the business of our dreams.
- Business Name Availability Check: Completed
- Business Registration: Completed
- Opening of Corporate Bank Accounts: Completed
- Securing Point of Sales (POS) Machines: Completed
- Opening Mobile Money Accounts: Completed
- Opening Online Payment Platforms: Completed
- Application and Obtaining Tax Payer’s ID: In Progress
- Application for business license and permit: Completed
- Purchase of Insurance for the Business: Completed
- Leasing of facility and remodeling the facility: In Progress
- Conducting Feasibility Studies: Completed
- Generating capital from family members: Completed
- Applications for Loan from the bank: In Progress
- Writing of Business Plan: Completed
- Drafting of Employee’s Handbook: Completed
- Drafting of Contract Documents and other relevant Legal Documents: In Progress
- Design of The Company’s Logo: Completed
- Printing of Promotional Materials: In Progress
- Recruitment of employees: In Progress
- Purchase of Medical Equipment and Ambulances et al: In Progress
- Purchase of the Needed furniture, racks, shelves, computers, electronic appliances, office appliances and CCTV: In progress
- Creating Official Website for the Company: In Progress
- Creating Awareness for the business both online and around the community: In Progress
- Health and Safety and Fire Safety Arrangement (License): Secured
- Compilation of our list of products that will be available in our pharmacy store: Completed
- Establishing business relationship with vendors (wholesale pharmaceutical companies): In Progress
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DOMICILIARY CARE BUSINESS PLAN: Template & All You Need
- by Kenechukwu Muoghalu
- August 14, 2023
- No comments
- 8 minute read
Table of Contents Hide
What is a domiciliary care business , what services do domiciliary care offer, what is a domiciliary care business plan, #1. executive summary, #2. company overview, #3. market analysis, #4. management team , #5. services description , #6. marketing plan, #7. operational plan, #8. financial projections, #9. appendix, how do i get clients for domiciliary care uk, what are the advantages and disadvantages of domiciliary care, what are the mandatory training for domiciliary care workers, how long does it take to train to be a carer, is the care certificate mandatory, how long is care training, need help writing your domiciliary care business plan, final thoughts, what is an example of domiciliary care, what qualifications do i need to open a care agency, how does a care agency make money.
The domiciliary care industry is valued at £7.7bn in the UK, which signifies that it is a stable and secure business to invest in, but not in the absence of a plan. A business plan sets the groundwork for the growth of your business, so for your UK domiciliary care business to run successfully, you will need a plan. To this effect, we have created a guide that would carefully explain the basics of your home care business while directing you on how you can create a plan for yourself. We also made provisions for a ready-made UK Domiciliary Care business plan that comes in the form of a PDF and a Doc format. In any case, you don’t want to go through the stress of creating a new one.
Without further ado, let’s look at what we have in stock for you.
The term “domiciliary” originated from the Latin word “Domus,” which means “home”. Domiciliary care, sometimes known as home care, involves an individual or agencies that provide daily assistance for those who need help in their home. These paid professionals specialise in assisting the elderly and disabled to help keep them living independently in their houses.
They are mainly hired by relatives of the house owner or the local authorities. Domiciliary care business does not just provide help to some vulnerable people, this business also potentially generates lucrative returns.
As a home caregiver, you should be able to handle some day-to-day living services and certain health care issues. Your services might also differ depending on what your client needs and the kind of agreement of services you have signed during your contract. Some of the common services you can offer include:
- Household chores
- Dietary needs
- Personal and continence care
- Errands that include doctor visits
- Support with advice and information
- Medication management
A domiciliary care business plan has multiple functions which range from helping you run your business in the right way to helping you secure some form of finance to make your dreams a reality. A domiciliary care business plan is a plan, a blueprint or roadmap on paper that serves as a guide to attain growth in your business.
Creating a business plan all depends on how best your resources can handle your business. If you want to run your business based on your personal savings, then you need a simple UK domiciliary care business plan that will just help you stay on track. However, if you are seeking investors or lenders, you need to create a more comprehensive plan.
How do I Write a Business Plan for Domiciliary Care?
Having read all of this, it’s now time to create your UK domiciliary care business plan but before we proceed, you should know that
creating a business plan requires some form of pattern to follow, either constructing it in a PDF or doc format. With this template below, you will get a hang of it. Let’s look at what should be included in your plan.
The executive summary is basically the overview of your whole business plan. It should contain other sub-sections of your domiciliary care business plan including financial projections, marketing plans, organisational structure and market research among others. This section is usually the first to appear but the last to construct.
Most readers will glance through this section to get the information they need to know about the business, instead of reading the whole business plan. So while creating your executive summary, it should be brief, clear and concise.
Your company overview should contain an in-depth analysis of the vision you have for your domiciliary care business. You can also talk about your mission statement and where you wish your business to be in the nearest future. How about your company’s history? You can add that too if you are already an existing business. Include your strengths, weaknesses, threats and opportunities and tell your reader how you plan to tackle each of them.
Before you construct this section of your market analysis , you need to have a thorough study of your domiciliary care industry. During your market research, you should focus on important points like your ideal target audience, their demographic data, what services they might like more, your market value, and a host of other viable information. When you have a solid understanding of the market and industry you are working in, then you can effectively write this section.
Just as the name implies, your management or organizational team and the structure of your organisation shouldn’t be left out in your business plan. Starting domiciliary care will involve you employing staff that will help the growth of the company. This is where you identify who your carers are and their different skills. You should also introduce yourself as the head of the organisation.
What kind of services do you offer in your domiciliary care business? You will need to answer that question under your service description. You can either offer a broad range of services or settle in a particular niche. If possible, you can list all of them and be specific about the ones you offer.
Your sales and marketing plan should cover the strategies you plan on employing on your business. It should include the plans you have to create awareness for your brand and attract new clients while keeping the existing clients satisfied. Tell your readers the marketing campaigns you will use to carry out the function. Will you create an online presence or use a manual form of marketing which includes creating fliers, magazines and the likes? You can also include the personnel that will be handling the section.
All the plans and activities you have been making from the very first beginning of this article, how will you implement them? This is what you are going to explain in this section of your operational plan. What are the channels, policies, procedures and systems you will use to implement those plans and also ensure that nothing goes wrong? All this information should not be left out.
Your financial projection is one of the most essential pieces of information that requires a clear and definite analysis. If you do not know how to go about it, you should see an advisor or reach out to us here for professional work. In this section, you should include an overview of your finances over the short, medium, and long-term basis. You should also include a balance sheet, cash flow statement, and income statement. If you are also requesting financial aid, then this is your time to make the move.
In this section, make sure to attach all valid documents that would validate your plan and the data you have given above.
If you are always stuck with creating marketing campaigns and not getting a positive response from your potential clients, then you need to try other effective ways. There are some steps you can take to get clients for your domiciliary care business and they include:
- Opening a website
- Using a referral strategy
- Increase your online presence by using social media
- Create leaflets or fliers
Running a domiciliary care business comes with both positive and negative effects that might not always be avoided. On the positive part, a domiciliary care business can help you maintain independence, flexibility, financial benefits and companionship among others.
While the disadvantage is that, it is always harder to manage and build up trust with different people that come and go each time. Another disadvantage is that most times, you will be left with offering more of your services outside the agreed time and contract you had with your partner. As a caregiver, your number one priority is to offer help irrespective of the situation.
The mandatory training for domiciliary care workers is not limited to the following:
- Health and Safety
- Fire safety
- Safeguarding adults
- Infection, prevention and control
- Manual handling
- Food hygiene
- Human rights
As a caregiver, you can train for either a long or short period depending on the level of knowledge and skill you wish to acquire. Having this training always leaves a good impact on your side.
Yes, a care certificate is mandatory for any care worker. A care certificate is a group of standards that caregivers need to adhere to when offering their services. This certificate is mainly to ensure that all UK’s non-regulated workforce of caregivers has the same skills and knowledge to provide high-quality care to their clients.
Care training can last up to 12 weeks and approximately a year. This time duration can either be reduced or increased depending on the number of hours you work and your previous education and experience.
Writing a business plan might not be as easy as it seems but because of the importance of having a business plan, you need to make provisions for it, irrespective of its daunting nature.
If you find yourself in this tight situation, it’s better to opt-in for a professional pre-made domiciliary care business plan , which can also be accessed in a PDF or doc format.
Over the years, businessyield consult has solely invested its time and efforts into creating professional business plans for entrepreneurs. We have so far helped millions of businesses stand on their feet, and we are happy to help you too. Get hold of your business plan here and watch your home care grow.
I know that handling a domiciliary care business might not pose as a big deal, but there is always a difference when you employ a plan in it. Creating a domiciliary care business plan, on the other hand, requires a special form of time and attention for it to work effectively when applied, but in any case, if you find it too hard to manoeuvre, you can use our pre-made plan , either in PDF or doc format.
As a domiciliary caregiver, you will need to perform some basic duties to your clients including cooking, general housekeeping, personal care, medical support, pet care and other forms of support your client might be in need of.
Before starting as a caregiver you will need some sort of legal qualifications that would make your business legit and validate its existence. Whether you are the owner or another person handling the business, you will need qualifications. To obtain this, simply reach out to your local authorities.
If you own a domiciliary care business, then you can make money from receiving contracts from clients that need your services. You can reach out to these clients by employing some marketing strategies and creating awareness for your brand.
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MICRO BUSINESS: Definition, Challenges & Solutions
4 main parts of a business plan: 4 necessary business plan components.
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Your Domiciliary Care Agency Business Plan: A Simple Guide
Backed by industry standards
If you’re considering setting up a care agency that supports people in their own homes, then the first task is to write a detailed business plan.
This step-by-step guide to creating a domiciliary care agency business plan will help you to design your dream business. It will include the following:
Step 1: Remind Yourself Why You’re Writing A Business Plan
Step 2: all about you, step 3: overview summary of your business, step 4: your services in more detail, step 5: deep dive on the market.
Step 6: Analyse Your Competition
Step 7: Your Plan for Marketing
Before you put pen to paper or open up your laptop to start typing, first remind yourself why a thorough, considered business plan is so important.
Starting a new business in any sector involves a lot of initial planning and consideration. Scrimp on this and your start-up could fail spectacularly. But put time, effort and attention into the early preparation and your business is more likely to succeed and grow exponentially.
A comprehensive business plan will not only help to ensure success in the long term, it will also aid you in securing funding, as it clearly demonstrates you have done your homework. It will direct your attention and assist you with organising your time. And, in the future, you can refer back to it to help you expand, or guide you back on track if you’ve lost focus.
With this in mind, make sure you put aside dedicated time to research, write and prepare your home care agency business plan . It will make all the difference in the long run.
Now that your mindset is in the right place, start writing your domiciliary care agency business plan . The first step is to introduce yourself.
A detailed section upfront about who you are and why you are qualified to run a business of this kind will reassure potential investors, as well as help you to sell yourself and your business to new clients.
This summary should include the following points:
1. Your career background and experience in the industry
If you, personally, don’t have extensive experience in the industry, then detail how you plan to expand your knowledge. Perhaps you have a mentor, or plan to employ someone who is an expert in the home healthcare field.
2. Your qualifications for adult care
There are many rules and industry regulations when it comes to providing care . And those providing support in people’s own homes must have the required qualifications.
England’s independent regulator of health and social care is called the Care Quality Commission (CQC) . All domiciliary care agencies must be registered, and it carries out regular inspections and enforces high standards. The details of the relevant qualifications required are noted on the website.
If you already have these qualifications, then ensure they’re listed in your business plan. And if you don’t, then include a plan for how you will train to acquire them. Or, if your strategy is to hire qualified staff, then ensure this is explained clearly.
You, and anyone you plan to employ, must have a Disclosure Barring Service (DBS) check to ensure you’re eligible to work in healthcare.
3. Any existing connections you can utilise
Detail here any relationships you have, for example with suppliers or potential clients, that you can leverage for your business.
This section needs to showcase the most important and relevant points about you and your career history. Don’t be tempted to simply copy and paste your three-page CV here. That can be attached to the end of the business plan as an appendix, or supplied if requested.
This executive summary should clearly state what your business is, who you intend to target and how you plan to operate. You can go into more detail in supporting sections later on in the document.
This succinct statement of intent should include the following:
- The name of your business
- What services you plan to offer
- Who you plan to offer those services to (your target market)
- How you plan to operate and staff the business
This section should also contain:
Your business vision
A business vision is future-based and states, at the highest level, what a company wants to achieve in the long term. Its purpose is to inspire the leadership and employees, rather than customers, and give a purpose and meaning to the organisation. It should encapsulate where your business is going and be aspirational.
Business vision statements can feel lofty, but they should be meaningful. A famous example is Disney’s vision ‘to make people happy’.
Your mission statement
This differs from the vision in that it’s all about what you’re doing right now. A mission statement is present-based and should demonstrate how you plan to fulfil your vision. It should be actionable.
For example, if your vision is to ‘make people happy in their old-age’ then your mission might be: ‘by providing around-the-clock high-quality and affordable care to the elderly in their own homes in the city of xxx’.
A SWOT analysis details your business’ strengths, weaknesses, opportunities and threats.
In the strengths section you can detail your unique selling points and what sets you apart from your competition.
Break down your business weaknesses, such as low public awareness, recruitment difficulties or client retention.
The opportunities can highlight the number of potential customers in your target location, or other areas that you can expand to. You can illustrate your plans for future growth by using SMART goals which are specific, measurable, attainable, relevant and timely.
And the threats could include competition, change in government policies meaning expensive re-training or economic downtown impacting the elderly’s spending habits.
How you plan to finance your business
Detail here how you will fund the start-up investment required to launch your new business. Create a detailed budget which includes all the expected expenditures to get up and running. This could include premises rent, utilities bills, website development, travel, insurance, printing business cards, training etc.
Note down if you have already secured funding, for example from personal savings or private loans from family and friends, and what investment you still require. Explain what additional investment or loans you might also require and where / how you plan to acquire these, such as loans from banks or specialist providers.
This section should also include sales forecasts for the first three years, as well as any time period breakdown you would like to include (e.g. monthly, quarterly etc.). You’ll need to project what sales you need to make to cover your regular outgoings (e.g. monthly expenses), and make a profit.
Following your overview summary, this section of your domiciliary care agency business plan should go into depth about your business’ services.
This can include:
The home care services you plan to offer
For example, nursing, companionship, domestic or housekeeping, personal care or emergency care. It might also include mental health counselling or assisting with home medication management.
How you’ll carry out the services
Such as 30-minute appointments, eight-hour shifts, 24-hour live-in care or emergency call outs.
How much the services will cost you to deliver
Detail here the equipment, training, travel, business software etc. that you require to operate effectively.
This strategy includes the rate card prices you plan to charge for all your services. Include whether you will offer payment plans, contracts or pay-as-you-go hourly billing. What the payment options will be (e.g. cash, Direct Debit, mobile card machine) and any discounts for repeat business or longer-term contracts.
The sales strategy determines how you’ll sell these services to customers. For example, customers can book a package of home care visits online through your website, in-person at a physical office, or over the phone etc.
Legal and insurance requirements
As noted above, the home care industry is strictly regulated. You can’t start operating until you’re registered with the CQC and staff have the appropriate qualifications.
Also detail the insurance your business will require to be able to care for clients in their own homes, administer medication and be responsible for their wellbeing.
Essential procedures and policies you’ll put in place
The CQC looks for specific procedures and policies to ensure a high standard of governance.
These could include a grievance policy, a confidentiality policy, a procedure on bullying or harassment, as well as specific policies on showering and bathing clients. You should also consider application forms for new customers, employment contracts and cancellation procedures.
Growth potential for your services
This can include your plans to expand into new locations, upsell or cross-sell different services to existing clients as well as signing up clients to annual contracts.
Following the top-line overview on your target market in your summary, this section takes a deep dive on your ideal customers.
This market evaluation can be pulled together from desk research including online searches and by consuming media such as newspapers. You can also undertake field research in the form of interviewing your potential customers, conducting questionnaires and gathering first-hand feedback on your proposed offering.
This section will help strengthen your home care agency business plan with quotes and soundbites, statistics from credible sources and industry forecasts.
Incorporate the following:
- General standing of the UK domiciliary care market, predictions for growth, industry forecasts
- Who your target customers are e.g. age, gender, location, needs and desires, lifestyle and hobbies etc.
- How many of these customers will your business potentially be able to reach
- Any existing relationships with these target customers that you can leverage
- Why will these customers buy your services over the competition
Step 6: Analyse Your Competition
You might have touched upon your competition in the ‘threats’ part of your SWOT analysis, however this part of your home care agency business plan will further explore your competitors.
As with your market research, scrutinising your competitors will involve desk and field research. By getting out and about in the community you plan to target, you’ll be able to identify other similar companies that operate in the same location. They might advertise in local media or on prominent billboards, or they could have signage outside their offices or branded vehicles.
Evaluate your competition by:
- identifying direct competition to your business and map out their strengths, weakness and differences (e.g. operating in the same target geography, offering the same services, offering similar prices etc.)
- identifying indirect competition (e.g. residential care homes or nursing homes) and identify their strengths and weaknesses
- mapping out how you plan to differentiate from this competition
Having a thorough understanding of your competition will enable you to see clearly any ‘gaps’ e.g. how your business can stand out from the crowd; what services aren’t currently being offered; what price points aren’t available; and what target customers’ needs aren’t being met.
A marketing strategy is an important part of your domiciliary care agency business plan . Effective marketing will target the right audience at the appropriate time and via the most relevant channels. This will ensure that you have customers flocking to your new business.
Your strategy should detail:
- any tasks that need to be completed before marketing begins e.g. creating a logo, setting up a website and business phone number etc.
- when you plan to promote your business, for example during the launch period, and then ongoing activity
- what tactics you plan to use, e.g. advertising, leaflet drops, website, branded vehicles etc.
- proposed budget for marketing activity
You can also detail incentive schemes for clients to prompt word of mouth, and any other ways you plan to promote your business, such as networking.
Write Your Home Care Agency Business Plan Today
Launching a new business takes careful consideration. Dedicating time and focus to creating a comprehensive business plan will ensure your domiciliary care agency booms rather than goes bust.
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How to start a domiciliary care agency
20 july 2023.
When considering how to start a private home care business in the UK, there will be many factors to think about as you shape your company and its offering.
We have created the guide below to outline how to set up a domiciliary care agency and all this entails—from the research stages to the moment you welcome your first clients.
In this guide, we cover:
What is a domiciliary care agency?
Research and market analysis, choosing the services you will offer, how to find your clients, appointing a registered manager, start-up costs to consider, creating a business plan, how to decide on your pricing, creating a marketing strategy, outlining your policies and procedures, exploring financing options, applying for a countersigned dbs check, your cqc registration inspection, registering your business with hmrc, start trading and building your business.
Domiciliary care is an alternative to traditional residential care. The services provided by a home care business can include a range of medical and personal care to help people with their daily living, within the comfort of their own home. The type of care a domiciliary care business provides will depend on the type of staff it employs, such as carers, nurses and therapists—as well as their qualifications.
When considering how to set up a domiciliary care company, it’s important to plan out the finer details of your business from the word go. The following steps can provide a useful structure.
Before fleshing out your business plan, explore your market.
- Look at what your competitors are doing, where they are located, their pricing plans, etc.
- Research the area you plan to serve and whether there is enough population density to support your business, taking into account socio-economic information and age demographics.
- Familiarise yourself with the appropriate care legislation and regulations, including the Domiciliary Care Agencies Regulations 2002 and the requirements of the Care Quality Commission (CQC) .
Your research will help you decide on the types of services your business will provide. These may be medical or non-medical home care or a mixture of both:
- Nursing and healthcare—changing dressings, administering medications
- Personal care—washing and dressing, using the toilet, getting in and out of bed
- Home help—day-to-day domestic tasks such as cleaning, preparing meals, washing up, laundry, gardening
- Additional tasks such as grocery shopping and collecting prescriptions.
Decide how you want to secure business for your home care agency. Will you provide your services to self-funding clients? Or, will you enter local authority tenders to build your business? You might wish to do both. Again, your research can help you determine your choice.
Every home care agency must have a registered manager. This person manages the day-to-day running of the agency and oversees its activity, ensuring it complies with regulations. The registered manager could be the business owner if they intend to be in charge full-time, or a senior staff member recruited from the outset to manage the agency.
In England, the required qualifications for a registered manager are:
- QCF Level 5 Diploma in Leadership for Health and Social Care (Management of Adult Services) or
- Registered Manager’s Award (RMA) or
- NVQ Level 4 in Leadership and Management for Care Services.
Calculating your upfront costs and your outgoings for your first year of trading can be vital to ensuring you get the business off to a good start. Consider the following:
- Equipment costs
- Recruitment costs
- Marketing investment
- Training requirements
- Business rates
- Annual CQC fees (there is no initial registration fee)
- Specialist domiciliary care insurance , including public and employers’ liability, and professional indemnity.
Your business plan should cover every part of your journey, from competitor analysis to cash forecasts and operational costs. You can then use your business plan to apply for business funding. Your plan doesn’t have to be set in stone, but it does need to present realistic predictions of what you are hoping to achieve.
Your pricing will depend on a number of factors, including:
- Whether the care is medical or non-medical, and the level of care required
- Equipment you will need
- How many carers are required per client at one time
- Day-to-day operating costs
- Whether a client is 100% self-funded or receiving a grant from their local authority, NHS or a charity
- Your location, your closest competitors and their pricing
- Your expected profit margins.
Your marketing strategy will depend on who you are selling to but also how you want to position your brand. What is your unique selling proposition (USP)? This is what makes you stand out from the competition. It may be a certain service you offer, the level of expertise your team provides, the geographical area(s) you serve, or your pricing structure.
Once you are clear on your USP and messaging, consider how you will market your business.
- If you haven’t already, decide on a name for your agency—something simple, unique and memorable that reflects your values.
- Create your own website—use a simple website builder or enlist the services of a local marketing agency.
- Use social media—set up social media accounts and keep a consistent flow of content to build your online presence.
- Printed literature—post leaflets and flyers through doors, display them in newsagents’ windows, etc.
- Word of mouth—spread the word to friends and family, local community groups and other businesses.
Your policies and procedures will act as internal guidelines to govern how you and your staff will provide your services. Various templates and toolkits are available online to help you create domiciliary care policies and procedures documentation that are written to reflect the CQC regulatory, legislative and good practice guidance.
Before making any financial commitments or purchases, you must set up a business bank account for your home care agency. Decide where your initial financing will come from, whether you will use your own money or take out a start-up loan or business loan.
Disclosure and Barring Service (DBS) checks are a legal requirement for domiciliary care agencies, and as an employer, you must keep on top of your DBS checks. If you are applying to be a registered partner, registered manager or individual provider, you must have an enhanced DBS check that is no more than 12 months old when you apply for CQC registration.
If you are not already a registered healthcare professional, you will need to apply for a CQC countersigned enhanced DBS check (CQC-CE-DBS), which authorises the CQC to carry out extra checks to confirm your identity as part of the DBS process.
All domiciliary care providers must register with the industry regulator, the Care Quality Commission, before they start trading. To grant registration, the CQC must be satisfied that the business is fit to trade as per the requirements set out in the Health and Social Care Act 2008 and compliant with the requirements of the relevant regulations and enactments. Our guide to the CQC explains more, including the five key questions they use to structure their inspection.
You can register with the CQC as a new provider here . While you won’t need to pay an application fee, once registered you must pay an annual fee towards ongoing monitoring.
Setting up your domiciliary care business as a sole trader means you must register for self-assessment with HMRC for your annual tax returns. If you’re registering as a partnership , each partner must register separately.
You may choose to set up a limited company rather than take the sole trader or partnership approach, in which case you must register your company with Companies House and can be registered for Corporation Tax simultaneously.
Once your domiciliary care business is up and running, you can determine what is working well in terms of staffing, service provision, marketing and general operations, and where your business plan might need tweaking. As your business begins to grow, remember to make the most of the resources available to you, from government advice and support to industry-specific events such as roadshows and conferences for care managers.
The CQC will undertake regular inspections of your agency to ensure ongoing quality and compliance, and provide you with a rating, which you can use to help market your business and instil confidence in your clients.
If you are in the process of planning or starting our own domiciliary care business, we wish you the very best. If you would like specialist advice on your domiciliary care insurance and risk management requirements, please do not hesitate to get in touch with our team.
Gallagher Care Team
- 0800 062 2325
The sole purpose of this guide is to provide guidance on the issues covered. This article is not intended to give legal advice, and, accordingly, it should not be relied upon. It should not be regarded as a comprehensive statement of the law and/or market practice in this area. We make no claims as to the completeness or accuracy of the information contained herein or in the links which were live at the date of publication. You should not act upon (or should refrain from acting upon) information in this publication without first seeking specific legal and/or specialist advice. Arthur J. Gallagher Insurance Brokers Limited accepts no liability for any inaccuracy, omission or mistake in this publication, nor will we be responsible for any loss which may be suffered as a result of any person relying on the information contained herein.
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A guide to launching a domiciliary care agency
Click here to download this guide ».
Setting up a new business is often a daunting task. There are many things to consider and pitfalls to avoid. Launching a domiciliary care agency has the added burden of ensuring that you are successfully registered with the Care Quality Commission. Turning your dream into reality requires many things; you need to know where to begin, an organised approach and a thorough understanding of the marketplace in which you will be operating.
Statistics from the King’s Fund show that in 2019/20 838,530 adults received funded long-term social care, primarily in care/nursing homes or their own homes. These are substantial figures and are indicative of how important the domiciliary care market is in the delivery of care. There are now in excess of 8,800 providers of homecare in England registered with the CQC.
To get started it is essential to have the right policies and procedures in place to ensure that you successfully register with the regulator and are able to pass future inspections. This applies just as much as to registration with the Care Inspectorate in Scotland and Care Inspectorate Wales, as it does with the CQC in England. Quality Compliance Systems is here to help you with this essential element of launching your domiciliary care business. The following pages provide advice and guidance on the other start-up elements you need to consider.
First things first, before you offer any care services in England, you need to register with the Care Quality Commission (CQC). It is a legal requirement under the Health and Social Care Act 2008 to register your organisation and the individual who will be your Registered Manager. This may be you if you have the relevant qualifications and are not employing or entering into partnership with someone who is to fulfil those requirements.
QCS provides advice and guidance about successfully registering in England, as well as providing accompanying policies and procedures that are required. To begin your registration in England, visit the following CQC webpage:
Before registering you need to consider whether you have the relevant qualifications and experience to provide homecare, whether you have experience and understanding of relevant legislation including
- Health and Social Care Act 2008 and its associated regulations
- Mental Capacity Act 2005 and the Deprivation of Liberty Safeguards
And, whether you truly are committed to the vocation of providing excellent standards of care that respect and enrich the lives of those to whom you provide services. It’s an important consideration and one which the CQC will ascertain through your registration and delivery of services. Here are the key elements of registration on which you need to concentrate.
- You need to apply for a CQC-countersigned DBS (Disclosure Barring Service) check. Formerly known as a CRB check, the DBS ensures that you can lawfully work with vulnerable adults. This is the very first action which you must undertake and can take up to eight weeks to receive back. The DBS check needs to be carried out for the following
- Individuals registering to provide a care service
- All partners (if there are any)
Click the following link to apply for your DBS check: https://cqc.disclosures.co.uk/
Further information can also be found here: https://www.cqc.org.uk/guidance-providers/registration/dbs-checks-cqc-registration
- References - You will need to provide the following information:
- Details of employment history
- GP name and contact details
- Last employer’s name and contact details
- Declaration of medical fitness
Where it is a partnership, the same information should be supplied for all partners.
- Financial Viability - You will need to have the financial resources to provide the services you are applying for and need to provide assurance of your financial position to CQC. A statement letter from a financial specialist, such as a registered accountant, should be submitted with the application.
- Fill in the right registration form. The forms vary according to whether you intend to supply services as an organisation, a partnership or as an
- Fill in the Registered Manager
- You must have a Statement of Purpose in place. This is quite information-rich so to ensure nothing is omitted, QCS provides you with a template which you can adapt to your Much information needs to be included within the Statement of Purpose, including but not limited to:
- Details of the services provided
- Contact details
- The provider’s aims and objectives
- Once you have received your CQC-countersigned DBS and fulfilled the above, you are ready to submit your It should be sent by email, alongside all the supporting documentation.
The CQC provide a useful webpage which highlights the most common errors found in applications. Read this list and ensure that you do not make these mistakes, as it will only delay your application and the start of your business:
Qualifications & Training
All care professionals must satisfy the CQC’s requirement that “care providers show that they are complying with the relevant regulations covering staff competence and training”. This means that all care staff must have completed the Care Certificate which is applicable to the adult social care sector. These standards must also be completed within 12 weeks of commencing employment.
Beyond the Care Certificate, certain roles require that specific qualifications be in place before care is provided, and in one case, before a service is provided. This position is that of the Registered Manager, perhaps the single most important position recruited into any care business. When sourcing a Registered Manager, you must make absolutely certain that they have the relevant skills and experience before a care service is provided. This is a critical role within your establishment and one which will be scrutinised by the CQC from the registration stage.
The current qualification which the Registered Manager should possess is the QCF Level 5 Diploma in Leadership for Health and Social Care, choosing one of the following pathways:
- Management of Adult Services
- Management of Adult Residential Services
If the Registered Manager does not have the Level 5 Diploma, then he/she ought to register on to the programme within 3 months of appointment and expect to complete it within 18 months to 2 years. This advice has been provided by Skills for Care and is utilised by the CQC in making a proportionate judgment about any Registered Manager that does not possess either the Level 5 Diploma or an equivalent older qualification. When making a decision the CQC takes into consideration such factors as the impact this could have on service users; whether the individual has registered on to the programme; previous experience and relevant qualifications.
Qualifications which are no longer offered, but are still valid in satisfying the CQC’s requirements are:
- Registered Manager’s Award (RMA)
- NVQ Level 4 in Leadership and Management for Care Services
It’s important to remember that the two general qualifications above need to be supplemented with a further qualification which demonstrates that the Registered Manager has the right skills and knowledge for the specific care setting. An NVQ Level 4 in Health and Social Care or a relevant nursing qualification are two examples.
Ensure that proof of all qualifications upon preparing your official registration with the CQC is supplied.
The Responsible Individual is a key management position, whereby the post holder must demonstrate that they have all the key skills and experience for overseeing the running of a care business. This is not necessarily a position where the post holder provides care. However, it is reasonably common for the Registered Manager and the Responsible Individual to be the same person in a start-up business. In this case, all of the above requirements for the Registered Manager apply.
For further guidance please visit the Skills for Care website. You can view relevant material and resources to help you ensure that you have the right qualifications and skills in place for all your employees, not just the Registered Manager:
Establishing an adequate cash-flow is one of the most significant challenges for start-up businesses. Winning tenders is likely to be a significant element in securing the income you need and understanding the essentials of the process is one of the keys to success.
Once a tender has been advertised, say by a Local Authority, you need to register your expression of interest with the tendering body. Following this a Pre-Qualification Questionnaire (PQQ) is sent out to you with a deadline for completion and return. The shortlist of providers is drawn from the submitted PQQs. Having successfully made the shortlist you are then able to officially tender to provide the service(s).
The structure of the PQQ may vary from one tendering body to another and may include, but is not limited to:
- Evidence of financial viability of the applicant organisation
- Evidence of registration with the CQC
- Evidence of relevant experience in the provision of similar services
- Evidence of previous businesses including director prosecutions, insolvency,
- Evidence of suitably qualified and trained staff
- Contact details for suitable referees
- Personnel information about both the provider and any staff
- Certificate of incorporation
- Health and safety information
- Company financial information
- Business Continuity Plans
It may take time to establish that you have enough history to successfully win a tender contract for the provision of care services, so finding income from independent paying clients is often crucial. Effective marketing can help enormously, but so does having a prudent cash-flow policy and start-up fund.
Running a domiciliary care agency is a very challenging undertaking. The logistics of providing care in multiple locations requires the recruitment of suitably qualified, trustworthy staff. When sourcing suitable candidates, you need to be certain about the qualifications and experience that are required. We have a qualifications page which gives you essential guidance on this. You also need to think about background checks via the DBS where appropriate, where to advertise, which agency to use and how an interview must be conducted.
Helpful advice about employing staff can be found at the following websites:
- Department of Business, Innovation and Skills: bis.gov.uk
- Chartered Institute of Personnel and Development: cipd.co.uk
The QCS Management System contains a comprehensive Human Resources section and includes an accompanying folder. This provides you with policies and procedures covering everything from absence, sickness, contracts, employee handbooks, equality and disability and job descriptions, through to performance and discipline, recruitment, training, and induction. Our aim here is to provide you with solid support, enhanced by our HR partners and expert contributors, Napthens Solicitors.
- Registration with the CQC, Care Inspectorate or CIW: Both your agency and the Registered Manager
- Setting up your business: Sole trader; Limited Company; Partnerships
- Recruitment, induction, and training
- Pay and VAT
- Disclosure Barring Service
- Company registration
- Funding – tendering, direct payments, cashflow
Quality Compliance Systems (QCS) offers a unique approach to CQC Compliance with an online based service specifically tailored to the individual needs of your organisation.
Whether you are an established Care Provider or a start-up organisation, our service is provided with the aim of ensuring that all aspects of compliance are being attended to.
Our industry experts continually update existing policies and procedures, whilst introducing new ones in response to the latest changes issued by the Care Quality Commission (England) and the Care Inspectorate (Scotland).
Read the reviews http://www.trustpilot.co.uk/review/qcs.co.uk
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How To Start A Domiciliary Care Business
Kurt Graver June 5, 2022 Business Start-up Advice , Business Start-up Advice
Providing compassionate in-home care and connecting healthcare facilities with qualified temporary workers are noble pursuits. But launching these startups comes with hurdles. This comprehensive guide breaks down everything you need to know to get your care business up and running successfully.
Navigating Legal Requirements and Licensing
Unlike starting many businesses, you can’t just open your doors and begin operating a domiciliary care service in the UK. Strict regulations rightfully protect vulnerable people receiving home care.
To legally provide domiciliary care in England, you must register with the Care Quality Commission (CQC) . The application process involves submitting details on:
- Your proposed services
- Business Location
- Staff qualifications
- Policies and procedures
Once submitted, the CQC will thoroughly review your application and likely inspect your business in person. You’ll also need CQC-approved Disclosure and Barring Service (DBS) checks for all staff to show you can legally work with at-risk adults.
After approval, you must pay an annual fee to maintain CQC registration. They’ll continue evaluating your business through inspections and surveys to ensure you meet essential standards. Having robust systems for delivering quality, personalised care is crucial.
Healthcare staffing agencies don’t require CQC registration. But you still need liability insurance, ironclad contracts, and rigorous candidate screening. We’ll cover staffing specifics later.
Selecting the Right Business Structure
Consider if you want to operate as a sole trader, partnership, or limited company.
Sole traders have simpler tax and accounting requirements but face unlimited personal liability. Partnerships allow the sharing of responsibilities and complementary skills between co-owners.
Limited companies separate your personal assets from the business but require more reporting. Many care startups opt for limited company status to limit personal risk.
Just make sure you have solid partnership agreements or corporate governance procedures in place if you choose a partnership or limited company.
Understanding the Costs
Startup costs vary, but expect to budget around £3,000-£5,000 initially. Big expenses when launching your care business include:
- Incorporation fees – Around £100-£200 to formally create a company
- Office space – Budget £200-£500 monthly for a basic office if needed
- Equipment – A computer, phone, uniforms, medical supplies, etc. £1,000-£2,000
- Website – £500-£1,500 for a professional site with SEO optimisation
- Staff – Salaries, training, background checks. At least £2,000/month
- Insurance – £1,000-£2,000 annually for liability coverage
- Marketing – £500-£2,000 for branding, promotional materials, advertising, etc.
Remember ongoing costs like CQC fees, accountants, legal advice, supplies, training, etc. Be realistic with financial projections and seek angel investors or small business loans if needed.
Building Your Care Team
Quality patient care starts with your staff. Legally, a domiciliary care manager must have qualifications like the QCF Level 5 Diploma in Leadership for Health and Social Care . Frontline caregivers need training like:
- Moving and Handling Certificate
- Health and Safety Certificate
- Care Certificate 
- First Aid Certificate
- Mental Health First Aid Certificate
Conduct thorough interviews, check references, and vet candidates’ suitability. Implement a robust induction covering your policies, procedures, training, and code of ethics.
For a staffing agency, strong recruitment using platforms like Indeed is essential to build your pool of qualified nurses, carers, therapists, etc. Verify credentials, qualifications, and suitability.
Ensure you have payroll and HR systems to handle scheduling, timesheets, and payments and stay legally compliant.
Crafting Customised Care Plans
Central to quality domiciliary care is developing personalised care plans for each patient, evaluating their:
- Mobility and physical needs
- Healthcare conditions
- Mental health and cognition
- Nutrition requirements
- Personal preferences
- Family dynamics
Care plans should outline schedules, medications, therapies, activities, and goals. Review regularly and update as needs evolve. Detailed care plans combined with regular training help ensure consistent, quality care.
Getting Clients through the Door
Marketing is essential for any new business. With care startups, focus on:
- Networking – Attend local events to meet community partners and referral sources.
- Website – Create an informative site that ranks high in search engines.
- Social media – Share your mission, team, and news on platforms like Facebook.
- Print materials – Well-designed brochures, flyers, and direct mail can help spread the word.
- Referrals – Ask happy customers, healthcare providers, and community groups to recommend you.
- Online reviews – Encourage positive feedback on sites like Google, Facebook, and CareAdviser.
For staffing agencies, market directly to care homes, hospitals, clinics, and other facilities needing temporary workers. Build relationships with HR contacts and demonstrate how you can fill urgent staffing needs.
Overcoming Key Startup Hurdles
While passion for caring for others may be your inspiration, the realities of entrepreneurship present challenges. Be ready to navigate hurdles like:
Identifying the Right Opportunities – Carefully research your local market, regulatory environment, competitive landscape, and demographic needs to identify the right services to offer. Can you fill an unmet homecare need or provide staffing support others aren’t?
Securing Startup Funding – Many startups fail because they run out of money. Realistically project costs and seek loans or investors if needed. Consider crowdfunding sites and small business grants. Bootstrapping requires very lean operations.
Bridging Knowledge Gaps – If you lack experience in healthcare, bring on partners or advisors with clinical expertise. Invest in training. Learn regulations inside and out.
Managing Time and Stress – Entrepreneurship involves long hours and wearing many hats. Set boundaries and practice self-care to avoid burnout. Outsource what you can.
Adapting to Changing Conditions – Healthcare is ever-evolving. Stay poised to adjust to funding changes, rising costs, or pandemic response measures.
With proper planning and support, these hurdles are surmountable on the path to success.
Follow this launch checklist to get your care business up and running smoothly:
6 Months Before Launch:
- Choose a business structure
- Research licensing requirements and local opportunities
- Start designing your brand, website, and marketing materials
3 Months Before Launch:
- Officially register your company and apply for CQC licensing
- Open a business bank account and implement accounting software
- Secure office space if needed
- Finalise policies, procedures, care plans, consent forms, etc.
- Start recruiting and vetting staff.
1 Month Before Launch:
- Confirm CQC registration and complete staff onboarding
- Finalise insurance, equipment, and other necessities
- Launch marketing efforts and start taking client inquiries
- Revisit financial projections and tweak as needed
Keys to Long-Term Success
Launching a domiciliary care or healthcare staffing startup has challenges. But with proper planning, an amazing team, and dedication to compassionate care, you can build a thriving business.
Remember, word of mouth is powerful – focus on delivering 5-star care and growing your reputation one happy client at a time. Stay resilient, learn from mistakes, and continue improving. You’ve got this!
With this advice, it’s time to make your dream of starting a care business in the UK a reality. You have the power to provide comfort and independence to those needing support. Here’s to changing lives while also growing a sustainable enterprise. Now go forth and care!
The next step is to develop a solid business plan to submit to the CQC and raise funding. You can either use our business plan template to write your own business plan, or we can help you write your business plan using our business plan writing service .
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Care Agency Business Plan
March 20, 2023.
Starting your own Care Agency in the UK isn’t easy, but having a properly developed business plan will help you achieve success. The business plan represents your ability to run your agency considering the requirements of your prospective service users, the strengths of your Care Agency, and how your business will sustain itself if you encounter any adversities. Although the business plans can vary depending on the purpose of the plan, there are some common steps to creating a Care Agency Business Plan, including the following:
Top 5 Steps to Consider for a Care Agency Business Plan!
Step 1: consider the purpose of your business plan.
Starting a new business in any sector requires a lot of planning and consideration. Still, for Care Agencies, you need to put some more thought into it as the nature of the service comes with various legislative guidance and standards. So, your business plan should reflect that your Care Agency has the resources and policies to adhere to the directions.
A comprehensive business plan will not only help to ensure success in the long term, but it will also aid you in securing funding, as it demonstrates that you have done your homework. Suppose you need to develop a business plan to win a tender; the business plan must highlight how you will meet the tender’s requirements and maintain the tendering organisation’s values. It will direct your attention and assist you with organising your time. And, in the future, you can refer to it to help you expand or guide you back on track if you’ve lost focus.
A well-researched and concise business plan will help you organise the elements needed into a strategy that you can use to accumulate the necessary funds to run your business and provide you with a clear road map to follow for the lifespan of your business.
Step 2: All About You
Once you have decided how you will use the business plan, the next step is to introduce yourself. A summary of your business and a detailed section about who you are and why you are qualified to run a Care Agency will reassure potential investors and help you sell your business to potential service users.
The summary should include the following points:
- Your career background and experience in the industry: Relevant industry experiences enrich a business plan and paint a picture of how you will provide service to prospective clients with similar requirements. If you don’t have extensive industry experience, you can explain how you plan to expand your knowledge. Perhaps you have a mentor or plan to employ an expert in the Care Agency field.
- Your qualifications for providing care: There are many rules and industry regulations for operating Care Agencies. Staff providing care to the service users must often have specific capabilities. It is essential to mention the degrees, training, and accreditations your care staff already have or will obtain upon being recruited. England’s independent health and social care regulator is the Care Quality Commission (CQC) . All care agencies must be registered, regularly inspect, and enforce high standards. CQC notes the details of the relevant qualifications required on its website. If you already have these qualifications, list them in your business plan. And if you don’t, then include a plan for training to acquire them. If your strategy is hiring qualified staff, explain this clearly. You, and anyone you plan to employ, must have a Disclosure Barring Service (DBS) check to ensure you’re eligible to work in healthcare.
- Feedback from existing clients: Detail here any relationships you have, for example, with suppliers or potential clients, that you can leverage for your business. This section must showcase the most important and relevant points about you and your career history. Testimonials of satisfied clients,
Step 3: Overview of Your Business
The overview of your business should include what services you plan to offer, who you plan to provide these services to and how you plan to operate. You must have your vision and mission statement where the vision statement states the long-term goal of your business, and the mission statement represents how you will fulfil those visions. Including the analysis of Strengths, Weaknesses, Opportunities and Threats (SWOT) for starting or establishing or expanding your business will convey the message of your commitment to continuous improvement.
If you already have an operation, you can explain how you will expand your operation considering the geographic and demographic factors. For example, you can mention your plan for recruiting staff from the target area and how you will transfer the resources such as IT support and the establishment of local offices. If you plan to use the business plan for a tender requiring specific services, including similar service examples and how you provided those services will reassure your future clients.
Step 4: Projecting your revenues
Planning and projecting the financial figures to approximate what you make each year is crucial to building a solid business plan. The projection of revenue sections should include the followings:
- The business plan should include details about how to fund the Care Agency investment required to launch or expand your business. A detailed budget, including all the expected expenditures such as premises rent, utility bills, website development, travel insurance, and training, paints a picture of a robust financial strategy.
- The business plan should clearly state what investments you will still require if you have secured funding, such as personal savings or private loans from family and friends. Explain what additional investment or loans you might also need and how you plan to acquire these, such as loans from banks or specialist providers.
- This section should also include sales forecasts for the first three years and the breakdown you want to specify (monthly, quarterly, etc.). You’ll need to project what sales you must make to cover your regular outgoings (e.g., monthly expenses) and make a profit.
- In this section, you might include how you will operate your business during adverse situations that require contingency plans. For example, you can mention your reserve budget for rainy days, such as a pandemic.
Step 5: Researching your competition
Market research involving both desk and field research will enable you to identify similar companies that operate in the exact location or provide services to the same target group of service users. You can analyse your competition by:
- Mapping out your strength, weakness, and differences in the direct competitions
- Identifying indirect competition (Care Agencies who currently offer different services but can provide the services you are willing to present).
- Highlighting how you plan to stand out in the market
Need help with developing a business plan?
Now you know about Business Plans, you may wonder how we can help you.
At Hudson, we specialise in writing bespoke business plans for Care Agencies for your marketing endeavour or as a part of the tender response. If you want an outsourced approach to writing a business plan for your care agency, our Succeed division is here to help. Our Bid Management Consultants have over 60 years of experience in bid writing and an 87% success rate, allowing us to create a business plan funders like to see.
Need Tender Writing Help?
Once you’ve found the perfect bid for your business, send it our way. Our Bid Writers can take care of the whole thing for you they’ll even submit it on your behalf. They’ll let you know what they need from you, providing you with a full Tender Writing breakdown.
Our Tender Ready 4-week programme is perfect for businesses that have never tendered before. A Bid Writer will work with you to ensure you have everything in place to tender successfully. Tender Ready offers your business:
- A 12-month subscription to one Hudson Discover
- Access to Global Bid Directors and Senior Bidding Professionals.
- An Organisation-wide Bid library, including 3 case studies , 5 CVs and policies.
- Additional flexible benefits.
If you’ve been tendering but aren’t seeing success from your current efforts, our Tender Improvement package can help. Our Bid Team will assess your previous responses and tender documents . They will work with you to improve for future submissions. This package includes a 12-month subscription to a Hudson Discover portal and additional tendering development services.
If you’ve written your tender response and need it double-checked for errors, Tender Mentor can help. A Bid Writer will proofread your work for any inconsistencies, grammar, or spelling mistakes. They will also ensure it’s in line with the specification before you submit it. This is a great way of improving your skills and understanding of how to polish your tender.
Do you only require assistance with PQQs or SQs? We can help!
Submit the relevant information regarding the work you need, and we will provide a quote for the work agreed upon.
We provide support at all levels of the bid writing process, so if you simply need it proofread before you submit it, we can also help with that!
Need help finding healthcare tenders ? At Hudson, we can help you find the right tenders for your business through our sector-specific portals!
Upgrading to Discover Elite can optimise your tendering efforts!
Our two new time-saving tools can improve competitor awareness and success rate when bidding for a contract:
The Ultimate Time Save Package (for those on the go!)
- Five tender breakdowns per month.
- Annual subscription to two sector-specific portals.
- Dedicated account manager.
The Become a Pre-Bid Master package
- All of the above.
- Seven tender breakdowns per month.
- Bid Strategy delivered by a Senior Bid Manager (minimum five years experience). Our Global Bid Director will manage the bid strategy.
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Find more helpful tips and advice in our blogs. We cover topics including:
How to prepare your graphic design business plan.
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How to Make a Business Plan Step by Step
How to write up a business plan: 6 tips you need to know.
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Business plan 2023-26
Our 2023-2026 business plan sets out our position during the third year of our 2021 corporate strategy.
The plan is focused on achieving our ambitions. We have written it in line with our strategy to give a clear link between our day-to-day regulatory activities and the strategy.
It sets out our key objectives, what we want to achieve and how we will know we are there – either through key results or milestones.
The key results are measurable metrics that we will report on through our board meetings. The milestones are key deliverables from our work that help set up our future ways of working.
Our objectives, our key results, appendix a – risks.
- Appendix B – Budget
Appendix C – Detailed objectives and key results
We are entering a vital period in our transformation with a determined focus on smarter regulation.
Moving from 2023 to 2024, we will deliver more reliable, flexible processes and technology – and we will measure that this works for our organisational needs and priorities, focused on being an insight-driven regulator.
Our new framework for data governance will underpin our ambitions for better use of data in realising our key strategic commitments.
Making progress on the People and Communities theme of our strategy, and in line with the recommendations of our listening, learning and responding to concerns Review, we will improve how we gather, listen and act on people’s experiences of care. This is about providing a better customer service to people who take the time to share information with us and our ambition to deliver regulation driven by people’s needs and experiences.
Through our work on Safety through Learning, we will continue to improve how we regulate for stronger safety cultures across health and care. We will prioritise safety, creating stronger safety cultures, focusing on learning, improving expertise, listening and acting on people’s experiences, and taking clear and proactive action when safety doesn’t improve.
This year we are working to deliver on the Accelerating Improvement theme of our strategy. Our improvement campaign approach will test and develop our skills and capacity to identify areas for improvement, using our range of regulatory impact mechanisms to create change – and using insight-driven approaches to understand and strengthen our impact. We will continue to embed improvement throughout our ways of working and to build our approach to supporting innovation.
As we progress towards the end of transforming our organisation, we continue to design our new ways of working and build the technology to support how we work.
Our new regulatory governance processes will come into play - we will see our Regulatory Governance, Regulatory Leadership and Outreach services work together to identify and prioritise our regulatory activities. We are focused on strengthening our engagement with providers, stakeholders and people who use services – and we will be better at using our insight to determine where we focus our independent voice to drive improvement in health and care services.
Reviews and updates to our single assessment framework and our new regulatory approach will continue, using feedback from providers and people who use services – this helps ensure our effectiveness and impact, delivering the right activity in the right place at the right time.
We are working with providers, the public and stakeholders to build trust and confidence in how we make sure that services are providing safe and good quality care – and we are using improved data and insights, shared with us by providers and the public, to give a better understanding of how and where we can influence improvement.
Finally, but essentially, we are committed to progressing on safety by listening, learning, and responding to people’s concerns within our own organisation. This includes how we have identified and how we will make improvements following our recent independent review. We are committed to working with our trade unions, our staff networks, and our colleagues to achieve lasting improvements in our relationships and improve colleague involvement and engagement across our organisation.
This plan explains how we will do this and how we will measure our achievements.
Ian Dilks OBE, Chair
Ian Trenholm, Chief Executive
This business plan reflects our position during the third year of implementation of our 2021 corporate strategy. It is focused on achieving CQC’s ambitions – chief among these is the organisational transformation to become an insight-driven regulator that is better able to drive good and outstanding health and care services for people.
The purpose of this business plan is to set out our key objectives across the three years, what we want to achieve and how we will know we are there – this could be either through key results or milestones. The key results are measurable metrics that we will report on regularly through our board meetings. The milestones are key deliverables from our projects and transformations that help set up our future ways of working.
This business plan is structured in line with our strategy, so we have a clear link in our planning and performance between our day-to-day regulatory activities and the strategy. Through our annual report and accounts, and strategy assurance, we will evaluate our delivery against the plan and in particular the key results to ensure they still meet the priorities and requirements of the strategy and our business.
CQC continues to support services to improve. Our focus remains on services that may be struggling, concentrating our efforts where there is more risk for people who use services. However, we will increasingly use our unique position in the system to seek out innovation that supports services and systems to think differently.
The context for our work in the year ahead is that the legacy of the pandemic continues to affect the services we regulate and the people who work in care services.
There are longstanding issues around workforce capacity and planning – this affects the people who need these services. Care pathways and people’s experiences of care are affected by different issues in different parts of the system.
This is a rolling three-year business plan with clear objectives, themes and strategic ambitions. As we deliver on our transformation programmes, we will be revisiting the key results to ensure they align to our new methodology and are clear in our delivery and commitments.
Our plan is to tackle inequalities in health and care, and we are doing this by developing our approach to health and care inequalities - working with our partners, aligning our evidence base and improving our skills for assessment of providers and local systems.
This year, we will substantially progress our Transformation programme which is essential to our ability to achieve our other objectives. We will also assess local systems using our new powers to examine and understand how quality of care is experienced across integrated care systems. We will use our findings to share the good practice we see – it will also help us to challenge the variation we find and drive improvement.
The plan will continue to evolve in line with changes affecting CQC. One of these is the Department of Health and Social Care (DHSC) announcement earlier this year that the Healthcare Safety Investigation Branch’s (HSIB’s) maternity programme will be hosted later this year by CQC. These new hosting arrangements will come into force this October, and we are working through the arrangements for the smooth transition of this work and the colleagues who undertake it.
We will continue to monitor our success against our objectives and this plan will be refreshed again in 2024.
People and communities Objective 1: We will respond to information we receive and incorporate it into our regulation. Objective 2: Through our regulation we will work in partnership and collaboration with other sectors and regulators. Smarter regulation
- Objective 3: We will manage our organisation well, determining and measuring this through appropriate assurance.
- Objective 4: We will use insight to measure risk at service and national level and use the insight to prioritise our activities.
- Objective 5: We will have an 'always on' regulation and ensure only services assessed as able to provide appropriate safe care are registered.
Objective 6: We will protect people who use services from risk of harm, by using systematic findings from assessment and enforcement powers where there is poor practice.
- Objective 7: We will train and develop our people, so they have appropriate capabilities and personal and career development. We will respond to their wellbeing needs and reinforce our equalities ambitions, whilst ensuring the key results for our people are supportive of cultural expectations.
- Objective 8: We will manage within our financial resources and measure that we are delivering effectively, efficiently and economically.
- Objective 9: We will deliver reliable, flexible processes and technology and measure that that they are responding to our needs and priorities.
Safety through learning
- Objective 10: We will regulate for stronger safety cultures across health and social care.
- Objective 11: We will listen, learn and respond to people’s concerns about our organisation.
- Objective 12: Using our independent voice, we will communicate our findings on the health and social care sectors and poor practice, and develop our knowledge of what good looks like.
- Objective 13: We will spotlight priority areas that need to improve and enable access to support where it’s needed most and where relevant.
Core ambition: Tackling inequalities in health and care
- Objective 14: We will develop our approach to reducing inequalities in health and care through work with our partners, aligning our evidence base and improving our skills for assessment of providers and local systems.
Core ambition: Accessing local systems
Objective 15: we will examine and understand how quality of care is experienced in local systems and use our findings to share best practice, challenge unwarranted variances and drive improvement., people and communities, objective 1: we will respond to information we receive and incorporate it into our regulation.
- Review our triage and categorisation of Safeguarding and Whistleblowing and define meaningful measures for this information in future, in line with the timing of the regulatory transformation connect. (November 2023)
- We will create and test quality measures for NCSC by July 2023.
- Achieve a 60-80% response rate on NCSC call lines.
- Process time from receipt to transferred to Operations (where required).
- Monitor and improve the timeliness of Mental Health Act reviews.
- Ninety-five per cent of safeguarding alerts and priority 1 whistleblowing will have action recorded within 1 day, priority 2 whistleblowing will have action recorded with 3 days and safeguarding concerns and priority 3 and 4 whistleblowing concerns have action within 5 days.
- Monitor the percentage of assessment triggered by people’s experience and feedback.
Objective 2: Through our regulation we will work in partnership and collaboration with other sectors and regulators
- Deliver volume of commitments on partnership assessments per quarter.
Objective 3: we will manage our organisation well, determining and measuring this through appropriate assurance.
- We will develop, test and then implement a new quality framework by September 2023.
- We will also deliver the internal audit programme within the financial year. To do this, we will design and develop productivity metrics.
- 90% of audit recommendations are complete within agreed timescales.
- Design and develop productivity metrics.
Objective 4: We will use insight to measure risk at service and national level and use the insight to prioritise our activities
- We will launch national and service level profiles by October 2023.
- Increase the percentage of inspections triggered by risk.
- Monitor and analyse trends around the percentage of risk inspections resulting in a rating less than good.
Objective 5: We will have an always on regulation and ensure only services assessed as able to provide appropriate safe care are registered
- We will further explore and clarify the definition of ‘out of hours’ assessment and what future targets should look like. (Q3)
- We will create and test the process for understanding quality of registration services across Q1 and Q2.
- Reduce the average time between assessments.
- Increase site visits out of hours by 5%.
- Monitor and improve days per quarter that Experts by Experience and Specialist Advisors are used as part of assessment.
- Reduce the volume of applications pending completion that are over 10 weeks old.
Objective 6: We will protect people who use services from risk of harm, by using systematic findings from assessment and enforcement powers where there is poor practice
- Monitor the percentage of services that require enforcement action following regulatory activity.
- Improve the timeliness in taking civil enforcement action.
- Monitor the percentage of civil enforcement which receive representations.
- Baseline (and then improve) timeliness in criminal enforcement.
- Monitor the percentage of successful prosecutions and guilty pleas.
- Reduction in prosecution of common incidents.
Objective 7: We will train and develop our people, so they have appropriate capabilities and personal and career development. We will respond to their wellbeing needs and reinforce our equalities ambitions, whilst ensuring the key results for our people are supportive of cultural expectations
- We will monitor the volume of internal recruitment and promotion and undertake a quarterly review.
- Widening the People/Pulse Survey and ESR protected characteristics data capture (for example, trans and non-binary, disability and neurodivergence breakdown), and going further than the Equality Act characteristics, for example, menopause, social mobility.
- Monitor the percentage of colleagues passing probation (equivalent for internal candidates)
- The percentage of colleagues with career development plan.
- Increase in completion of development opportunities.
- Increase in the percentage of colleagues with protected characteristics at all grades.
- Increase reporting of protected characteristics to 95%
- Increase positive sentiment on ‘recommend CQC as a place to work.’
- Baseline (then increase) positive sentiment on ‘I feel empowered by my line manager.’
Objective 8: We will manage within our financial resources and measure that we are delivering effectively, efficiently and economically
- Within 1% of our available fee funded envelope.
- Within our available Grant in Aid funded envelope.
Objective 9: We will deliver reliable, flexible processes and technology and measure that that they are responding to our needs and priorities
- All staff and providers will be using the new single assessment framework, regulatory framework and regulatory platform by 31 March 2024.
- All staff in corporate functions will be working in a new organisational structure and using the latest cloud-based technology by 31 March 2024.
- Availability of systems – target 99.9%
- Public and provider customer satisfaction on our systems – target 90%
- Increase in positive feedback during people survey, for question ‘I have the equipment / technology to carry out my role.’
Objective 10: We will regulate for stronger safety cultures across health and social care
- Complete research on safety cultures in 2023
- Establish a language and definition of safety culture 23/24
- Develop training to increase internal expertise on safety 23/24
Objective 11: We will listen, learn and respond to people’s concerns about our organisation
- We will create and test quality metrics on culture by December 2023.
- We will produce a quarterly analysis of ratings review.
- We will also support the COVID-19 inquiry.
- Baseline the timeliness in our complaints responses.
- Baseline the timeliness and volumes of Freedom of Information requests we receive and respond to.
- Monitor the percentage of recommendations with progress and on track.
- Improve the sentiment scores for the Pulse survey question ‘I feel it is safe to challenge the way things are done here’ – from 29% to 51% over the three years of the business plan.
Objective 12: Using our independent voice, we will communicate our findings on the sectors and poor practice and develop our knowledge of what good looks like
- We will use our people’s experience framework and pilot inequalities local outreach plans in Q3.
- We will also publish our major reports across the financial year.
- Monitor and improve the number of people who access our major reports and publications through our website.
- Output of quarterly analysis.
Objective 13: We will spotlight priority areas that need to improve, enable access to support where it’s needed most and where relevant encourage innovation and research
- Launch improvement campaigns.
- Evaluate impact of improvement campaign.
- We will publish research on evidence-based practice, improvement cultures and innovation in services to inform our improvement approach across regulation.
- We will also produce our strategic improvement plan by the end of Q2.
Objective 14: We will develop our approach to health and care inequality reduction through work with our partners, aligning our evidence base and improving our skills for assessment of providers and local systems
- We will establish an appropriate structure for enhanced internal and external working.
- We will use published evidence, data and the 42 ICS Health Inequalities reduction plans to assess equity in access quality statement and report nationally. (Q1)
- Obtain health inequalities reduction plans, identify appropriate data and insight, and align our findings to national measures that exist on health inequalities. (Q2)
- We will build evidence to enable us to assess equity in access, experience and outcomes in providers in Q3.
- We will publish analysis of CQC and public evidence to start to understand the quality of care in a local area or integrated care system. (Q3).
- Engagement activities with integrated care systems, providers and other regulators. (Q2)
- Pilot assessment of Integrated care systems (ICS) completed and learning shared in 23/24.
- Pilot local authority assessment to be completed and learning shared, and volume of local authority assessments to be published according to baselining plan in 23/24.
Strategic theme: people and communities.
1.1 Desired impact: Review and improve how we utilize and respond to safeguarding and whistleblowing information in order to demonstrate we are an organisation that listens and utilizes people’s views on regulated services.
- Key result: Ninety-five per cent of safeguarding alerts and priority 1 whistleblowing will have action recorded within 1 day, priority 2 whistleblowing will have action recorded with 3 days and safeguarding concerns and priority 3 and 4 whistleblowing concerns have action within 5 days.
- Milestone: Review our triage and categorisation of Safeguarding and Whistleblowing and define meaningful measures for this information in future, in line with the timing of the regulatory transformation connect. (November 2023)
- Owner: Directors of Operations
1.2 Desired impact: As we transition through regulatory methodology it is important that we monitor and ensure that people’s voice and feedback are key to our regulatory assessment.
- Key result: Monitor the percentage of assessment triggered by people’s experience and feedback.
1.3 Desired impact: To ensure we capture key regulatory information and provide an effective service, calls to our National Customer Service Centre (NCSC) will be responded to quickly, processed promptly and information captured to a high standard to inform our regulation.
- Milestone: Create and test quality measures for NCSC by July 2023.
- Key result: Achieve a 60-80% response rate on NCSC call lines (60% general enquiries, 70% registration, 80% concerns and 80% mental health).
- Key result: Process time from receipt to transferred to Operations (where required).
- Owner: Director of Operations Hub
1.4 Desired impact: Ensure people detained under the Mental Health Act have access to a complaints process where they feel listened to and to increase public knowledge of the experience of people detained.
- Key result: We will monitor and improve the timeliness of Mental Health Act reviews.
- Owner: Director of National Operations
Objective 2. Through our regulation we will work in partnership and collaboration with other sectors and regulators
2.1 Desired impact: Through partnership working we will inspect and assess specialist services to ensure safe and effective care. We will use our findings to drive improvement in these areas. Partnership assessments includes Health and Justice, Children’s service, Mental Health Act reviews and Ionising Radiation (Medical Exposure) Regulations work.
- Key result: Deliver volume of commitments on partnership assessments per quarter.
3.1 Desired impact: Defining what good quality regulation is and implementing quality measures locally and centrally, we will provide data on our current status and a governance pathway from strategy to quality improvement informed by quality assurance.
- Milestone: Develop, test and then implement a new quality framework by September 2023.
- Owner: Director of Finance, Commercial, Workplace & Performance
3.2 Desired impact: Our Internal Audit programme will provide independent assurance of our risk management, governance and control measures that are in place. Where recommendations are made, we will ensure timely action is taken.
- Milestone: Deliver the internal audit programme within the financial year.
- Key result: 90% of audit recommendations are complete within agreed timescales.
3.3 Desired impact: Alongside the roll-out of our new methodology and processes we will develop metrics to understand and monitor our operational productivity.
- Milestone: Design and develop productivity metrics.
4.1 Desired impact: We will embed National and Service level profiles in our regulatory approach to ensure all data and information is utilised in our understanding of the risk of services.
- Milestone: Launch national and service level profiles by October 2023.
- Owner: Director of Data and Insight
4.2 Desired impact: We will explore sector and regional variation in the outcomes of our assessment, specifically in relation to those with the most inherent risk, to ensure continuous learning and improvement in our insight approach.
- Key result: Increase the percentage of inspections triggered by risk.
- Key result: Monitor and analyse trends around the percentage of risk inspections resulting in a rating less than good.
Objective 5: We will have an always on regulation and ensure only services assessed as able to provide appropriate safe care are registered.
5.1 Desired impact: We will reduce the time between a service being rated and their next assessment to reduce the time between assessments, especially in poorly rated services. This will reduce the potential impact on people receiving poor care, as well as improve the accuracy of service ratings.
- Key result: Reduce the average time between assessments.
5.2 Desired impact: Out of hours activity is key to our regulation. We will be clear on our definition of out of hours and expectations. Whilst this work is ongoing, we will increase the number of out of hours site visits for services where people live to ensure to ensure we have a wider experience of the service, and the care people receive.
- Milestone: Further explore and clarify on definition of ‘out of hours’ assessment and what future targets should look like (Q3).
- Key result: Increase the percentage of site visits out of hours by 10% by September 2023.
- Owner: Director of Operations
5.3 Desired impact: We will increase the proportion of time that people who use services or are experts in providing services, are involved in assessing service quality.
- Key result: Monitor and improve days per quarter that Experts by Experience and Specialist advisors are used as part of assessment.
5.4 Desired impact: We will develop our understanding of the quality of our registration service through a new process to measure it.
- Milestone: Create and test process for understanding quality of registration service across Q1 and Q2.
5.5 Desired impact: We will ensure we offer a timely registration service for providers.
- Key result: We will reduce the volume of applications pending completion that are over 10 weeks old.
6.1 Desired impact: We will analyse and monitor services that require enforcement following assessment to review for any trends or patterns. We will ensure where we need to take civil enforcement it is undertaken in a timely manner to minimise the risk of people receiving poor care and to ensure the services have the information necessary to take action.
- Key result: Percentage of services that require enforcement action following regulatory activity.
- Key result: Improving the timeliness in taking civil enforcement action.
6.2 Desired impact: We will monitor where we receive representations to civil enforcement to ensure we can learn from any themes in both the challenges and the outcomes.
- Key result: Monitor percentage of civil enforcement which receive representations.
6.3 Desired impact: Ensure we take timely criminal enforcement action that is successful in holding services to account and protecting people and monitor the outcomes of criminal activity to consider any learning.
- Key results: Baseline (and then improve) timeliness in criminal enforcement and monitor percentage of successful prosecutions and guilty pleas.
6.4 Desired impact: Through learning and engagement with the sector we will see a reduction in prosecution of common incidents (such as falls from windows, ligature risks and sexual abuse).
- Key result: Reduction in prosecution of common incidents.
Objective 7: We will train and develop our people, so they have appropriate capabilities and personal and career development; respond to their well-being needs and reinforce our equalities ambitions; whilst ensuring the key results for our people are supportive of cultural expectations
7.1 Desired impact: Ensure our people have the appropriate capabilities for their role we will monitor completion of induction requirements and passing probation.
- Key result: Monitor the percentage of colleagues passing probation (equivalent for internal candidates).
- Owner: Director of People
7.2 Desired impact: We will support our people with career progression through personal developments and participation in development.
- Milestone: We will monitor the volume of internal recruitment and promotion and undertake a quarterly review.
- Key result: Percentage of colleagues with career development plan.
- Key result: Increase in completion of development opportunities.
7.3 Desired impact: We will reinforce and deliver our equalities ambitions as an organisation.
- Milestone: Widening the People/Pulse Survey and ESR protected characteristics data capture (for example, trans and non-binary, disability and neurodivergence breakdown), and going further than the Equality Act characteristics, for example, menopause, social mobility.
- Key result: Increase of percentage of colleagues with protected characteristics at all grades.
- Key result: Increasing reporting of protected characteristics to 95%.
7.4 Desired impact: Through our people survey we will see an increase in the volume of colleagues who provide a positive response to the question ‘recommend CQC as a place to work’, whilst continuing to drive improvement in this area.
- Key result: Increase positive sentiment on ‘Recommend CQC as a place to work’.
7.5 Desired impact: We will understand our colleague’s sentiment in relation to the support and line management they receive through our people pulse survey.
- Key result: Baseline (then increase) positive sentiment, ‘I feel empowered by my line manager.’
8.1 Desired impact: To ensure we are making sound financial decisions we will ensure we manage our budget within our available fee funded envelope.
- Key result: Within 1% of our available fee funded envelope.
8.2 Desired impact: Ensure we are making sound financial decisions; we will ensure we manage our budget within our available grant-in-aid funded envelope.
- Key result: Within our available grant-in-aid funded envelope.
9.1 Desired impact: All CQC will be using a new single assessment framework across all sectors and across the full breadth of our regulation, including registration, assessment, reporting and enforcement.
- Milestone: All staff and providers are using the new single assessment framework, regulatory framework and Regulatory Platform by 31 March 2024.
- Owner: Director of Transformation
9.2 Desired impact: We will have defined structures, ways of working, capabilities, roles and responsibilities for our corporate functions and modernised CQC finance systems, to ensure future resilience, address current deficiencies and deliver a direct benefit to a wide range of stakeholders by upgrading the service offering available to support the business.
- Milestone: All staff in corporate functions will be working in a new organisational structure and using the latest cloud-based technology by 31 March 2024.
9.3 Desired impact: We want to ensure our colleagues and providers who use our systems, have access to reliable consistent technology systems to support our work.
- Key result: Availability of systems – target 99.9%.
- Owner: Director of Technology
9.4 Desired impact: We will track customer satisfaction with our systems to understand the digital service we provide and inform improvement.
- Key result: Public and Provider Customer Satisfaction on our systems – target 90%
9.5 Desired impact: We want to ensure our people have a positive experience with their equipment and technology, that makes it possible to do their work.
- Key result: Increase in positive feedback during people survey, for question ‘I have the equipment / technology to carry out my role’.
10.1 Desired impact: We will regulate for stronger safety cultures across health and social care.
- Milestone: Complete research on safety cultures in 2023.
- Milestone: Establish a language and definition of safety culture 23/24.
- Milestone: Develop training to increase internal expertise on safety 23/24.
- Owner: Director of Policy and Strategy
Objective 11. We will listen, learn and respond to people’s concerns about our organisation
11.1 Desired impact: Ensure we have a culture in place to listen, learn and respond as an organisation.
- Milestone: Create and test quality metrics on culture by December 2023.
11.2 Desired impact: We will respond to complaints about CQC, and Freedom of Information requests in a timely manner to ensure we are transparent and providing information / supportive of those who contact us.
- Key result: Baseline the timeliness in our complaint’s responses.
- Key result: Baseline the timeliness and volumes of Freedom of Information requests we receive and respond to.
- Owner: Director of Governance and Legal Services
11.3 Desired impact: We will respond to requests to review the ratings reviews that we have received and evaluate the reviews for any themes, trends or learning.
- Milestone: Quarterly analysis of ratings review
11.4 Desired impact: As an organisation we will support the learning process from the COVID-19 pandemic, including providing information, documentation and supporting the COVID-19 inquiry.
- Milestone: Support the Covid-19 inquiry.
11.5 Desired impact: CQC colleagues trust and feel able to use our Speak up processes.
- Key result: Improve the sentiment scores for the Pulse survey question ‘I feel it is safe to challenge the way things are done here’ – from 29% to 51% over the 3 years of the business plan.
11.6 Desired impact: To ensure visibility in our delivery we will monitor the recommendations made to CQC from stakeholders and the commitments we make through our publications and track the delivery and progress quarterly.
- Key result: Monitor the percentage of recommendations with progress and on track.
12.1 Desired impact: Our independent voice gives unique perspective on people’s experience and shines a light on inequalities in the sector. Throughout the year we will publish a number of major reports and evaluate and monitor the reach they have.
- Milestone: Publication of our major reports across the financial year.
- Key result: Monitor and improve the number of people who access our major reports and publications through our website.
- Owner: Director of Engagement
12.2 Desired impact: Through quarterly analysis we will demonstrate that we have chosen the most important areas to focus on, based on our evidence and insights, and ensure that, in our publications, inequalities have been addressed.
- Key result: Output of quarterly analysis (To include quarterly qual analysis on decision making for independent voice prioritisation)
- Owner: Director of Data and insight
12.3 Desired impact: Our independent voice will have a strong focus on people’s experiences and seek to reduce inequalities. Independent Voice draws on findings from our people’s experience framework and inequalities outreach.
- Milestone: Using our people’s experience framework and piloting inequalities local outreach plans (Q3)
Objective 13. We will spotlight priority areas that need to improve, enable access to support where it’s needed most and where relevant encourage innovation and research
13.1 Desired impact: We will undertake a series of improvement campaigns throughout the year, and for each undertake an evaluation of the impact of the work, the results of which will inform our improvement campaigns and overall improvement approach across CQC for the following years.
- Milestone: Launch of improvement campaigns.
- Milestone: Evaluate the impact of improvement campaigns.
13.2 Desired impact: We will commission and publish research on evidence-based practice, improvement cultures and innovation in services to inform our improvement approach across regulation.
- Milestone: Publish research on evidence-based practice, improvement cultures and innovation in services to inform our improvement approach across regulation.
13.3 Desired impact: We will produce a plan on activities we will drive improvement internally, and in the health and care system, whilst delivering our strategic commitments. Our plan will incorporate our work on our quality improvement strategy.
- Milestone: Produce strategic improvement plan by end of Q2.
- Owner: Director of Integrated Care, Inequalities and Improvement
Objective 14. We will develop our approach to health and care inequality reduction through work with our partners, aligning our evidence base and improving our skills for assessment of providers and local systems
14.1 Desired impact: In order to ensure appropriate skills, approach and tactical response to drive health inequalities we will establish an appropriate structure to enhance both internal and external working.
- Milestone: Establish an appropriate structure for both enhanced internal and external working (Q1
14.2 Desired impact: We will use published evidence, data and the 42 ICS Health Inequalities reduction plans to assess equity in access quality statement and report nationally. (Q1)
- Milestone: We will use published evidence, data and the 42 ICS Health Inequalities reduction plans to assess equity in access quality statement and report nationally. (Q1)
14.3 Desired impact: We will obtain health inequalities reduction plans for 22-23 to identify health inequalities by footprint area, and this with key stakeholders, appropriate data and insight, and align our findings to national measures of health inequalities. We will use the conclusions throughout our regulation.
- Milestone: Obtain health inequalities reduction plans, identify appropriate data and insight, and align our findings to national measures that exist on health inequalities. (Q2)
14.4 Desired impact: We will build evidence to enable us to assess equity in access, experience, and outcomes in providers in our Single Assessment Framework
- Milestone: Build evidence to enable us to assess equity in access, experience, and outcomes in providers (Q3)
15.1 Desired impact: We will review data, ratings and published documentary evidence across all local authorities, the analysis will enable us to start to understand the quality of care in a local area or integrated care system and provide independent assurance to the public of the quality of care in their area.
- Milestone: Publish analysis of CQC and public evidence to start to understand the quality of care in a local area or integrated care system. (Q3)
15.2 Desired impact: Use our Integrated Care System insights, to engage, influence and drive improvement across sectors.
- Milestone: Engagement activities with integrated care systems, providers and other regulators. (Q2)
15.3 Desired impact: We will launch our work to review and assess how Integrated Care Systems are delivering their responsibilities under the Health and Care Act 2022. Pilot integrated care system methodology in 23/24.
- Milestone: Pilot assessment of Integrated care systems (ICS) completed and learning shared in 23/24.
15.4 Desired impact: We will launch our work to review and assess how Local Authorities are delivering their Care Act functions. Up to five pilots and up to 20 baseline assessments in 23/24.
- Milestone: Pilot local authority assessment to be completed and learning shared, and volume of local authority assessments to be published according to baselining plan in 23/24.
- Owner: Director of Adult Social Care
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A new strategy for the changing world of health and social care - CQC's strategy from 2021
Annual report and accounts 2021/22
Drafting a domiciliary care agency business plan
Domiciliary care, or home care agencies, are proliferating in the UK. These agencies are regulated and monitored by the Care Quality Commission (CQC).
Before starting to draft your domiciliary care agency business plan, it is very important that you read what the minimum standards are for such agencies. Note that the CQC can inspect agencies and also enforce standards.
As the owner of a domiciliary care agency, you are responsible for ensuring that the staff you employ
- do not have a criminal record,
- are eligible to work in the UK
- have completed the Common Inductions Standards (CIS)
If a member of staff does not have the CIS training must be completed within 12 weeks of starting employment in a domiciliary care agency.
Your domiciliary care agency business plan should be comprehensive, and you will need to register your agency with the Care Quality Commission (CQC) in England. In Scotland the body you need to register with is the Care Inspectorate, while in Wales the regulating body is the Care and Social Services Inspectorate Wales (CSSIW). You will also need to state who your Registered Manager will be.
How it works
Student places an order
Writers make their offers
Student Hires a WRITER
THE WRITER GETS TO WORK
More than 7 000 students trust us to do their work 90% of customers place more than 5 orders with us
Do you have the appropriate qualifications?
Before you start attempting to write your domiciliary care agency business plan you will have to do some research into the qualifications required to run a care agency. If you are to be the Registered Manager of your care agency, you will need the QCF Level 5 Diploma in Leadership for Health and Social Care. As there are several pathways to choose from, you will have to decide which best suits your needs as a care professional. If you don’t have the qualification you should hire a manager who does. Courses can be delivered online or in local educational establishments and should be accredited by ATHE (Awards for Training and Higher Education), an Ofqual-regulated awarding body.
To be accepted onto these level 5 courses you need to have at least 5 GCSEs at grade C. The higher your qualifications, the more chance you have of being accepted onto a course.
If you, as owner of the agency, have the appropriate qualifications, you could take on the role of Registered Manager.
All staff should be suitably qualified for their roles.
Note that the manager and responsible individual can be the same person.
Think about your domiciliary care agency business plan
Writing a domiciliary care agency business plan is time-consuming and needs much careful thought before you start writing it. The plan is basically a statement of intent. You need to explain how you mean to run your agency and outline what services you intend to provide.
You will need to detail precisely how your agency will be managed and you will need to do a SWOT analysis so that you can assure a lender, or potential investors that your plan is viable and can make them money in the short and long term. Writing a domiciliary care agency business plan shows that you have done your homework and are confident of making a success of the business.
Your SWOT analysis will outline your strengths and weaknesses as well as opportunities that you can take advantage of. Apart from that you will need to assess threats to the business, particularly from other care agencies. Analyse the possible threats to the business and offer suggestions as to how these may be overcome.
You will need to do some thorough research into the need for more care agencies in your area. Give the ageing population of the UK and its growth, thanks to those prolific Baby Boomers of the period between 1946 and 1964, the ageing population is continually growing. Use local statistics to show that the trend is continuing. These figures will be useful for your market analysis.
The ageing population is the fastest growing of all groups in the UK and the US. In the UK the number of people aged 65 plus is expected to grow by 20.4% between the years 2014 and 2024. That means that given the current state of the National Health Service and the threats to it, private home care agencies should be able to turn a considerable profit. However, you will need a comprehensive domiciliary care agency business plan if you are to succeed.
What services will you offer your patients?
In your domiciliary care agency business plan, you will need to specify the service you could offer. These may include: -
- home medication management
- personal assistance services
- availability of nursing aides
- mental health counsellors, and
- highly-trained medical staff
Starting your business
When you have worked out what services you will offer, you should then think about how to start your business. There are several things that you need to do before you open for business. Think carefully about them before you make your domiciliary care agency business plan.
- To begin with you will need to apply for a Disclosure Barring Service (DBS) check. This should be your very first step. The checks should be carried out for all employees as well as for yourself.
- You need to supply references that can be verified, and these should include one from your very last employer and one from your GP.
- Make sure that you fill in the correct registration form. There are forms for individuals to fill in, and others for an organisation, and others if you are setting up your business with a partner.
- Another form that must be submitted is the Registered Manager application.
- You will also need to have a detailed statement of purpose. This has to detail your aims and objectives and give your contact details. Also, be certain to include the services you intend to supply.
- When you have received your green copy of the all the DBSs, and done everything specified above, then, and only then, is your application ready to submit. Submit it by email preferably, although it is also acceptable to send it by post.
- Decide whether you will register your business as a limited company, a sole trader or a partnership.
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Domiciliary Care Company
PRICING AND INFORMATION
All in one place
We offer a wide range of services to help you kick-start your domiciliary care business, the right way.
We are capable to build modern looking brands, this includes website, logo, and documentation. Your business will stand out for sure.
One to One coaching
Each project is unique and we sit down with our clients and give them ideas, advice and coach them for a better outcome.
We have 100% customer satisfaction rate because we are not rushing. We only complete a project when the client is happy.
Are you looking to start a Domiciliary Care Agency? Let us do the first (and the most important) steps in your business.
Below is a list of services that we offer to help you kick-start your business.
You can select the services that you need.
WEBSITE + SEO
- 5 to 10 pages
- Google Analytics
- Chat capabilities
- Contact form
- Online job application form
- GDPR Compliant
- 99.9% up time
- Free SSL Certificate (the lock)
- Unlimited storage
- for 100.000 visits a year
- Fast loading time
Professional email addresses
- Up to 100 email accounts
- 1GB storage per account
- 99.99% up time
- Installation support on your devices
Google Business Profile
- Account setup
- Account verification
- Map (directions)
- Call button
- Website button
- Branded with your logo
- Professional design
- Can be dowloaded from the website
- Word and PDF format
Job Application Form
- Full staff information
- Your contact details in the footer
- 3 years forecast
- Business profile
- Turnover calculation
- Profit/Loss calculation
- Terms and conditions
- Legal requirement
- Editable template
- With your logo
- Legal information
- Outlines company policies
- Staff acknowledgement page
Terms & Conditions
- Cancellation policy
- Payment policy
- Word format (editable)
Interview Forms x3
- Care Assistant
- Senior Care Assistant
- Reference request letter
- Reference request form
- Research for your area
- Weekdays/Weekends rates
- Day/Night rates
- Payment details
- Invoice number
- Add unlimited entries
- Simple and clean design
Policies and Procedures
- Copyright in the footer
- Monthly updates
- In line with the latest legislation
- Keep your business covered
- Over 300 policies
- Service user guide
- COVID-19 policy
- Name of the Staff Member
- Contact details
- Training details
- COVID-19 Vaccines
- Track Your staff Mileage
- Word Format(editable)
Staff Feedback Form
- Track Your Staff Performance
- Gain Trust from Clients
Accident/Incident Investigation Report
- Keep your business safe
- Care needs covered
- Risk Assessments
- Daily Charts
- Editable templates
New Client Assessment
- Service User's Profile
- Medical History
- Clinical Needs
- Mental Health Needs
- Covid-19 Status
Short Video Presentation
- Your business presentation
- Area covered
Logo design and Branding
- Professional logo
- Unlimited reviews
- Brand colour selection
- 2 logo variations
- Dark and Light background
- jpg, pdf, png and vector format
Staff badge design
- Your logo applied
- Brand colours
- Support with printing
Social Media Accounts
- "Follow us" on your website
- Business description
- Business contact details
- 4 branded posts
- Double sided
- Stunning design
- Full colour
- Premium gloss finish
- Delivered to your door
- QR code to your website
- Quality Paper
Compliment slip, email signatures.
- Professional Design
- Your contact details
- Links to social media
- A must for any business
- Remote setup
- Fast and Secure
- Private Ltd.
- Correct setup
- 5 min to install and ready to use
- £40 (+VAT) Setup fee
- No actual landline phone
- Transfer all calls to a mobile
- Calls will ring an app on your mobile phone
- You can ring back using the landline number
- 0333 number
- Record branded voicemails
- Never miss a call
- Out of hours message
CQC Mock Inspection
Statement of Purpose
- We write it for you
- 3-5 reviews
- Your services
- Minimum 2 hours
- We cascade our knowledge
- Learn how to run your business
- Zoom webinar
- Ask us any question
- How to increase your chances
- Decide if this business is for you
CQC Registered Manager application and interview guide
- Questions CQC may ask
- The process of application
- Step by step
- Tips to pass interview
- What you need to prepare
- Job description
- "Apply online" button
- Profile picture
- Create a a profile
- Cover picture
- Browse members
- Manage your listing (edit, update, delete)
- Manage your job adverts (add, edit, delete, mark as filled)
Listed on our website
- Found on Google
- More chances to be found as a business
Total: £5,545 (+VAT)
£6,654 (vat incl.), each item in the starter pack can be sold separately., the timescale of completion for the full starter pack: 4 to 6 weeks., additional services, website maintenance.
- Includes Website and Email
- Fixing errors
- Update Plugins
- Monitoring for downtime
- Increase brand awareness
- 3 posts per week
- 3 social media platforms
- Accounts monitoring
- Monthly Payments
- Business is covered
- Add your logo
- Uniform included
- Select your uniform
- Full colour embroidery
- Free delivery
- Full Support
- We have all the CQC required forms
- Documents checked before submitting
- Application via the CQC Portal
- Minimising the risk of being declined
- CQC Interview guide
- Ongoing support during registration
- Custom size
- Outdoor or indoor
- High Quality
- Wind resistant
- Trusted Tax and Business Advise
- Annual Financial Accounts preparation and tax returns
- Book-keeping, VAT Making Tax Digital (MTD)
- Payroll Services Real Time Information (RTI)
- Custom Company Formation
- *Free Initial consultation (1st half hour) followed by £300 on-board deposit and monthly standing order.
- Water bottles
- Stand-up Banners
- From the best tender writers in the UK
- Tailored to your business
- High success rate
- Fast turnaround
- Increase your chances to get contracts
Have you got any questions?
Copyright © 2018-2022 Agency Care Staff LTD.
Registered in England & Wales.
Company no. 13609279
Get Your Care Business Established By Experts
CareBox are experts in getting new care businesses up and running. We offer high-quality, convenient, and flexible services that can have you registration ready for CQC applications inside 3 days.
Welcome to CareBox
We have been involved with supporting new care businesses for a number of years with over two decades of experience between our team. We pride ourselves on precision and excellence and are constantly striving to improve where we can.
Our experienced team is committed to providing exceptional services.
We're are always at the end a phone or email to answer any questions or queries
price for all budgets
in as little as 10 days*
market leading services
up to 4 months
Our main services are to help prepare your business for CQC registration, engaging with local authorities or seeking funding.
Not only can we prepare accurate and detailed business documents, but we also have an outstanding creative team to help create a stunning business brand and online presence.
Business Plan Writing
Price: £5 50
Ready in Less Than 10 days
Statement of purpose writing.
Ready in Less Than 10 days
Policy and Procedures Creation
Logo & Branding Design
Leaflet / brochure design.
Price: Fro m £550
Ready in 14 days
Ready in Approx 22 days
Regulatory Application Support
Price: £6 50
Regulatory Interview Preperation
Price: £ 55 0
Tender & Contract Support
Price : Fr om £ 1 ,7 50
Varies accor ding to tender
P ayment Plans
You can pick and choose from any of our services or you either opt for one of our pre-prepared packages or fill your own box with whatever service best suits your own needs.
Our Packages - Boxes
We have grouped some of our complimentary services together and added in a few extras to create our unique service "boxes". You can either choose to go with one of our boxes or create a bespoke quote, combining the services you and your business needs.
Every order requires a 50% deposit and can be delivered in as little as 10 working days depending on the services selected.
The Documents Box
This includes the “paperwork” required for CQC applications.
This Box includes:
A professional business plan
The statement of purpose
The essential policies & procedures
All documents will be branded in your business colors
Price £1,100 excluding VAT / £1,320 including VAT
You can also pick and pay for what you need instead of the whole package.
The Branding Box
This Box includes brand design and core business stationary.
Design of your logo
Design of your brand
Design of business card, leaflet, letterhead and invoice template
Design of brochure / flyer
Price £880 excluding VAT / £1,056 including VAT
The Online Box
Emails, Website, and Socials
Purchase of domain
Setup of hosting and security certificate
Setup of your emails plus design of your email signature
Setup of social media channels and design of social media assets i.e. post templates, profile and covers for Facebook, Instagram, and LinkedIn where relevant
Price £1,2 50 excluding VAT / £1,500 including VAT
Why Choose CareBox?
We are confident we have the best quality, best value, quickest delivery business services on the market.
It is no secret that the UK care sector is under extreme pressure. We are proud to be playing our part in assisting new businesses prepare themselves or accreditation and ready themselves to start trading, and ultimately help deliver care to those that need it most.
The CareBox Teams
Our experienced and skilled teams are on hand to provide you with the perfect service solution for your business.
frequently asked questions
What do I need for my CQC application?
Depending on the care provision you will be offering your will require certain supporting documents to complete your application to CQC. Our services cover the preparation of a business plan, creation of a supporting Statement of Purpose, preparation of Essential Policies & Procedures as well are Care Plan Templates and Staff Matrix. Details of requirements can be seen on the CQC website here
How does payment work?
After your initial discovery call with one of our consultants we will send you a proposal based on your specific needs. Once you are happy with the proposed services and the accompanying agreement is signed we will provide a link to pay the initial 50% deposit. This can either be made securely online with credit or debit card or via Bank Transfer. The final payment is due once you are happy with all outputs. Final payments may be staggered depending on services and when they are ready.
What if I don’t know certain details for the business documents?
We are experienced in writing business plans and all the supporting documents. At any given stage you can defer to our placeholder text and figures which have been specifically created to show a viable and robust business based on national averages and industry benchmarks.
Will I be able to edit my documents?
All business documents will be provided in both PDF and Word formats. The text in all documents will be freely editable. Changes to figures are more complex and will need to be adjusted by us which we may need to charge a small fee for depending on the level rework that is required.
I don’t know how to look after a website
Our websites are built on Wix. Once designed we will require you to open a Wix account which we can then transfer the website to. Wix is very easy to navigate behind the scenes and they have a very good quality and responsive support team should you ever suffer any issues.
Do you guarantee successful CQC application?
As CQC applications rely on several other factors outside of our influence we can’t guarantee a successful outcome. However we have worked hard to ensure all our outputs meet the requirements as set by CQC and should their feedback suggest any gaps or errors (however unlikely this may be) we are more then happy to rectify as necessary.
Since our first day, our goal has been to deliver flawlessly creative results to our clients — from ideation to execution. To get a glimpse into our work, take a look at just some of the clients we’ve had the privilege of collaborating with.
What They Have To About CareBox
Very trustworthy company. I requested my business plan within a short space of time because of pressure. I was happy to receive it the exact time they promised. Thanks Gavin for being prompt. You communicated with me throughout, giving me assuarance that all was well. I will not hesitate to refer to my colleagues and friends.
Get Inspired With Our Examples
The quality of our work speaks for itself, as does our dependable and customer focussed approach. To see for yourself, please take a look at some examples of our work.
Registration Ready in Just 10 Days
Applications to the cqc are a long and complicated process. we take away the stress by preparing perfected business documents ready to submit inside just 10 days. our process ensures we capture all the information and detail the cqc require ticking every one of their boxes the first step is to book a free discovery call with one of our friendly and knowledgeable consultants..
We’ll discuss your needs, advise how we work, answer any questions you may have.
We're available Monday to Friday 09:00 & 17:00
Let's Get Started!
Thank you for your interest in our services. Use the form or our contact information to get in touch with our team.
Phone: 020 3350 1232
Email: [email protected]
thanks for submitting. we'll get back to you as soon as possible
We understand the financial limitations on new businesses.
We want to help you as best we can and so take a flexible approach to payments for any of our services
To make things easier and more affordable for you we can spread the cost of any package over several months, giving you the chance to give your business the best tools without breaking the bank.
Talk to us to find out more.