Is your service ready for it's next stage of growth?
Growth looks different for every service.
You may want to increase your overall care hours, attract more private clients, generate more consistent enquiries or create a better balance between different sources of work.
Whatever growth looks like for your service, understanding what might be getting in the way can help you identify where the opportunities lie.
What is holding you back?
There can be any number of reasons why a service isn’t growing in the way you want it to.
What this can look line in practice
I recently worked with a service that wanted to grow, but the scale of that ambition had started to feel overwhelming to the team. Growth had become associated with finding large new packages of care and significant numbers of additional hours.
We broke that down into smaller, more realistic opportunities.
That included looking at existing clients whose needs were changing, where additional support may naturally be required, as well as attracting smaller new clients earlier in their care journey — recognising that those packages can grow over time as needs develop.
Alongside that, we put more focus on the private market and on where the service could create a better balance between commissioned and privately funded work.
The result was a much clearer and more achievable picture of growth. Instead of one large target, the team could see a series of practical opportunities they could understand, influence and build on.
Finding opportunities to improve
I work alongside owners and senior leaders to look at what is happening across their service, understand what may be limiting growth and identify where there are realistic opportunities to make a difference.
Together, we look at what is working, where there may be gaps and what could realistically be changed. The aim isn’t to hand you a generic marketing plan. It’s to turn what we find into practical, achievable priorities that make sense for your service.
Growth has to work in practice
I’ve spent more than 15 years working in domiciliary care, from Registered Manager through to senior operational roles. That means I understand that growth can’t be considered in isolation — it has to work alongside the realities of staffing, quality, capacity and day-to-day service delivery.
There is little value in generating more work if the service is not ready to deliver it well. Growth has to be sustainable, manageable and right for the service.
“What truly sets Anita apart is her responsive and supportive approach. No question is ever too small, and she is always quick to provide clear guidance, practical solutions, and reassurance whenever it’s needed.”
Lauren S.