Innovating to support independence: The Kirklees approach to Community Equipment Services
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Mark Rance, Contract Manager for Kirklees Integrated Community Equipment Services (KICES), shares how their innovative model is transforming equipment services to support people to live independently.
Facing financial pressure with vision
National pressures on local government budgets mean many councils are reducing costs by restricting access to some items of equipment including specialist beds and chairs, leading to longer delivery times. This can vary depending on the LA. This cost-centric approach has many negative consequences. It can impact people’s quality of life, slow down hospital discharges, increase admissions, and potentially impact on statutory obligations within the Care Act 2014.
In Kirklees, we’ve recognised that innovation was essential to maintain a responsive, effective, and equitable equipment service. We wanted to prioritise people’s wellbeing, improve financial sustainability of the service and collaboration with our colleagues such as Occupational Therapists (OTs) and health colleagues in hospitals, GPs, Community Nurses and Physiotherapists. We’ve experienced the same challenges felt across the country; fragmented policies, outdated in-house models and a lack of consistency in service delivery. Variability in equipment standards causes confusion and delays, especially in hospitals and these communication breakdowns and lack of oversight can lead to inefficient use of resources.
Over the past two years, we’ve redesigned our service to address people’s care needs, support our colleagues prescribing equipment and conserve public resources.
Understanding the need
We gathered data from people drawing on care and support, Healthwatch, prescriber forums, and acute leadership. Key themes emerged: people want timely access to modern equipment, transparency, choice, and equity regardless of postcode. Prescribers (GPs, OTs) need speed, access, communication, support, and the ability to trial equipment. More widely, we identified everybody requires responsive services to support flow, clear criteria, good IT systems, and a modern catalogue of equipment.
The Kirklees’ Four-Fold Strategy
- Provider Performance and Contract Management
We introduced a new contract framework with robust KPIs and regular engagement to drive innovation and quality.
- Prescriber Behaviour and Clinical Oversight
A new ordering system and a ‘Professional Statement’ ensure accountability and consistency, authorisation rests solely with the KICES clinical team.
- Sustainability
Scrappage criteria were tightened, audits increased, and a proactive recall programme launched. This reduces waste and environmental impact.
- Collaborative, Person-centered approach
Monthly independent reviews and ‘ride-along’ feedback days ensure the user voice is central and strong relationships across hospital and community settings support joined-up care.
We are proud of the results we achieved with 99% satisfaction among people and prescribers obtained by contract management of the service.
We have reversed a £500k council overspend in 12 months, saved £660k, through special equipment recall and reuse and reduced scrap rates by 38%. We estimate there has been cost avoidance of £820k in the financial year 24/25 between social care and the health and care partnership.
Importantly, we can demonstrate NHS savings of £5.6M via our urgent delivery service at just £36,000 service cost, which demonstrates the power of good collaboration between health and social care.
Why outsourcing works
Our outsourced model, integrated with the Kirklees in-house team, has improved the efficiency of our service. The provider assumes stock liability which improves cash flow. Their national logistics eliminate stock delays and their expertise supports quality assurance, even during Medicines & Healthcare products Regulatory Agency (MHRA) alerts. The catalogue is expansive and equipment is never excluded on cost alone. All of this is achieved at lower overall costs than traditional models.
Looking forward
We have acted boldly and responsively, putting people before red tape. Now, we must push for regional and national consistency in equipment services. A co-produced, standardised approach will enhance equity, efficiency and outcomes across the country.