Implementation Playbook Part 3: Making the Numbers Work - Planning, Proof and the Power of the PCF
No matter how promising a care technology looks, if the funding case doesn’t hold up, the project is unlikely to move forward. That’s the reality for local authorities today where financial pressure is constant and every pound must be accounted for.
But planning and funding implementation well isn’t just about covering costs. It’s about proving value, aligning care and finance leaders and unlocking external support where possible. Done right, it can turn a good idea into a sustainable, scaled solution.
Involve Finance From the Start
Too often, social care projects begin without full engagement from finance colleagues only to run into delays or rejection when it’s time to approve spend.
Bringing finance in early helps avoid this. At Medway, the team worked closely with their finance lead to agree on what success would look like. The team agreed with finance leads that cost avoidance, such as preventing escalation into higher-intensity care, could be treated as a legitimate form of saving. Their focus was on reducing hours of care and avoiding unnecessary residential care referrals
That shared understanding that cost avoidance (for instance, from more people living independently in their own homes) was as important as direct cost savings gave the programme credibility and protected it during internal reviews.
When care and finance leaders are aligned on goals, implementation is smoother and the value is easier to evidence.
Use Available Funding to De-Risk the Rollout
National funding initiatives like the Proactive Care Fund (PCF) and the Better Care Fund (BCF) exist for a reason: to help local authorities test and scale preventative, tech-enabled models of care.
Yet many teams hesitate to apply, either because of perceived complexity or because they’re unsure whether the funding suits their needs. In reality, both PCF and BCF can provide essential support in launching services like Lilli.
Lilli’s model is well aligned with both funds focusing on enabling independence, preventing escalation and improving system flow.
Whether you’re supporting faster discharge, reducing unplanned home visits, or delaying the need for residential care, the outcomes Lilli enables are directly linked to what these funds are designed to support.
If you’re not currently using these funds, it could be worth exploring how they might support your goals. They can reduce the financial risk, speed up implementation and provide the headroom you need to gather early evidence of impact.
Define Success in Terms That Matter
Part of planning well is knowing what you’re measuring and why it matters.
For senior leaders, success means setting clear expectations around cost avoidance, delivery at scale, and alignment with broader strategic goals. For operational managers, it’s about making sure outcomes reflect frontline realities reducing pressure on teams while supporting better care.
Key metrics to consider:
- Reduction in care package hours
- Fewer emergency call-outs or unnecessary check-ins
- Improved hospital discharge flow
- Frontline staff time saved
- Increased confidence among carers and families
While financial savings matter, it’s equally important to show how technology can help deliver the right level of care more efficiently and with greater confidence.
Funding Is Not Just a Hurdle. It’s a Foundation.
If implementation planning starts with “how do we afford this?” it can easily become a blocker. But if it starts with “what do we want to achieve and how can we fund it smartly?” it becomes a pathway to sustainable change.
The best programmes are built with input from care, commissioning and finance teams. They use available funding streams to test, learn and scale. And they track the outcomes that matter most.
A strong financial foundation isn’t just about getting approval. It’s about protecting the long-term success of your transformation.