Living well in later life Older People’s Commissioning Strategy 2021 to 2030

We work closely with our partners in Surrey to provide information, support and services for people over 65 and those who care for them (unpaid carers).

We collaborated with local older people and their support networks to produce the Living Well in Later Life Strategy. It outlines how we plan to make Surrey a place where people can make the most of their old age.

Page contents


Help shape plans for older people

Please help us shape our plans further. To get involved and register your interest, fill in the:

Living Well in Later Life survey

We'd love to hear from you.


What are the plans?

The Living Well in Later Life video explains our plans.

You can also watch Living Well in Later Life with a British Sign Language translator.


Download a summary version of the strategy

Older People's Commissioning Strategy: Summary Version (PDF)


Download the approved strategy

The strategy was approved by at the Cabinet meeting on 30 November 2021. It was last updated in November 2022. Download it:

Living Well in Later Life: Older People's Commissioning Strategy 2021 – 2030 (PDF)


Action plan

The core project group that worked on the strategy will regularly review the outcomes and objectives listed below to ensure we are delivering on our strategic commitments. Please see below for objectives that have been achieved.

2022 objectives

Prevention: Supporting people to stay healthy, happy, and independent for as long as possible

  • Contribute to the review of the Better Care Fund in Surrey by March. This is a joint budget between health and social care. Support the use of this funding to maintain the independence and improved health and wellbeing of Surrey's older population.
  • Publish how much we spend on prevention by April. We will use this to plan better ways of investing in prevention and develop opportunities to support residents where needed. This will include existing projects, services and grants we fund.
  • Review and implement changes to our webpages by April. This aims to ensure residents, providers and stakeholders can make best use of the information provided.
  • Support providers with changes in Covid-19 funding and guidance to help ensure safe and supported workforce in Surrey and care settings by April.
  • Launch the Living Well in Later Life Strategy online and in easy read formats and supporting video in May.
  • Produce Market Position Statements for priority work areas. These will help guide and support providers and commissioners with making key decisions for the population of Surrey by August.
  • Develop and share a provider communication and engagement plan by November. It will offer better support for residents, including newsletters, events, and online services.
  • Review the Collaborative Reablement Service's (CRS) new arrangements by April 2023. We rolled these out in October 2021 and applied them to existing contracts.
  • New advocacy contracts to start in July. These include building operational relationships with new and existing providers.
  • New Stroke Support Service to go live in September. It will build on the success of the current service, with clear outcomes and close working with the wider Integrated Stroke Delivery Network to help stroke survivors and their carers receive the support they need.
  • Engage regularly with residents, unpaid carers and stakeholders to review progress against the Living Well in Later Life strategy objectives and set Action Plan for 2023.

Living Independently: Facilitating people to continue living at home for as long as possible through timely care and support that works around their priorities and outcomes

  • Review Care within the Home services and Collaborative Reablement in January, including completing contract management meetings.
  • Commissioning Development Officers will be in place in February to support provider management and our operational teams.
  • Update suppliers with financial uplifts for provider services and support by February.
  • Award Surrey's first commissioned Extra Care housing setting in Guildford in March.
  • Tender for four more sites for Extra Care Housing in May or June.
  • Identify support required for Discharge to Assess across Surrey in June, following changes to funding a local approach.
  • Launch a new brokerage system to support the way we buy care from the Care within the Home market in September.
  • Complete a 'Fair Cost of Care' exercise for residential and nursing care and home-based care as part of the proposed social care reforms by September.
  • Recommission care contracts that are due to expire by end September and work to design care specifications for new Extra Care settings.
  • Engage with people that use services to shape the Care Commissioning Strategy for Extra Care Housing.
  • Reflect on the recruitment challenges for home-based carers in Surrey and ensure that we have enough reliable capacity available.

Residential and Nursing Care Homes: Maintaining a strong emphasis on strength-based, personalised care for older people who require intensive support in a specialist care environment

  • Work with NHS colleagues to plan a regular calendar of events and communication strategy to work more closely with the social care sector in January.
  • Commissioning Development Officers will be in place in February to support provider management and our operational teams.
  • Re-open the tender for care homes to join the new purchasing approach for delivering care home placements in Surrey by March.
  • Complete the Choice workshops to ensure consistency on how we purchase residential and nursing care by April.
  • Develop plans to support the closure of the eight In House homes in Surrey by April. We managed those homes.
  • Launch our new brokerage offer and contracts, with NHS colleagues, for purchasing care home placements in Surrey by May.
  • Define our future capacity needs to meet the increasing demand for complex and challenging placements for older people's care homes by September. This includes scoping the support needed for residential dementia care provision after the block contract provision ends.
  • Scope options for future capacity within each locality by September. We will evaluate the existing portfolio, whether current sites will support future need or if we need to consider extra sites in Surrey.
  • Manage the capacity requirements within Surrey and map out the required Dynamic Purchasing System (DPS) capacity we need for 2023/2024 by December.

2021 objectives

Prevention: Supporting people to stay healthy, happy, and independent for as long as possible

  • Undertake a day opportunities survey to understand what people value and use by June. Use the information to shape a community and voluntary sector Market Position statement in 2022.
  • Complete the co-production of the Living Well in Later Life strategy by November.
  • Review services offered for older people based on the findings from the Information and Advice strategy surveys and workshops. Plan an improved information and advice offer for Older People and their families and unpaid carers by December. This work will include reviewing our website content.

Living Independently: Facilitating people to continue living at home for as long as possible through timely care and support that works around their priorities and outcomes

  • Launch recommissioned Care within the Home services by October. In partnership with NHS colleagues, we commissioned Home-Based Care and Live in Care arrangements to deliver better care for residents within their own home.
  • Launch a recommissioned 'Collaborative Reablement' service by October. This is a vital service supporting people to return home and reduce their dependency on social care by promoting independence and strengths.
  • Begin piloting and developing our 'Discharge to Recover and Assess' services by October. This uses government money to support people leaving hospital to return home or find the right longer term social care support.

Residential and Nursing Care Homes: Maintaining a strong emphasis on strength-based, personalised care for older people who require intensive support in a specialist care environment

  • Ensure regular relationship and provider management meetings are in place by March. These aim to support the contract providers we do most business with and to manage these contracts and services before they end in 2027 and 2028.
  • Establish regular meetings and workshops with providers to support them during the pandemic and to understand how we can improve relationships and change our approach to purchasing care by April.
  • Review our spending and purchasing of care home capacity across the market to identify where our challenges and opportunities are to work better by June.
  • Review of our systems to improve the way we record and share information by July. Identify areas that need investment and development. This is our Market Management systems project.
  • Complete an independent review of costs for care in the residential and nursing care market in Surrey to better understand the costs of care within diverse types of homes by September. We will share this with providers to support our future approach to buying care.
  • Support the development of brokerage by September. This team will provide consistency when making placements and help manage the money we spend. The brokerage team will ensure contracts are in place and will support providers in making decisions about who they can and cannot support. This is essential as we support people when leaving hospital and to build better relationships with providers in Surrey.
  • Support the public consultation process for the eight In House homes we manage and plan to implement the decisions made by Cabinet by December.
  • Launch our new tender for purchasing care home capacity from Surrey providers by December.

Files available to download