By Jayne Connery, Founder - Care Campaign for the Vulnerable (CCFTV) There is a great deal of conversation across the care sector at the moment about reform, innovation and raising standards. CCFTV being one of those voices. We see new models of care, new technologies, and a growing emphasis on quality ratings and outcomes. All of this is very important and, in many cases, long overdue. But alongside this progress, I believe there is a more uncomfortable question we need to ask ourselves. Are we sometimes focusing more on how care looks, rather than how it is truly experienced? Through my work with Care Campaign for the Vulnerable, I speak to families every day. I also spend time with care providers, managers and staff who are doing their absolute best in an incredibly pressured system. What becomes clear very quickly is that there is often a gap between perception and reality. This is not about criticising the sector. It is about understanding it honestly. One of the most significant divides I see is not between “good” and “poor” care homes. It is between those who are open, transparent and willing to listen and those who, often under pressure, become defensive when concerns are raised. Transparency remains one of the most powerful, yet underused, tools in care. When families ask questions about care plans, hydration, staffing levels or incidents, they are not trying to challenge for the sake of it. They are trying to understand. They are trying to feel reassured. They are trying to protect someone they love. And yet, too often, those questions are perceived as criticism. This is where trust begins to break down. Families do not enter the care system as experts. They enter it during some of the most emotional and vulnerable moments of their lives. Placing a loved one into care is not a transaction - it is a deeply personal and often distressing experience. The responsibility they feel does not disappear once a placement is made. In many ways, it intensifies. When that responsibility is met with openness, communication and inclusion, relationships between families and providers can be incredibly strong. But when it is met with resistance or silence, it creates anxiety, mistrust and, in some cases, escalation. At the same time, it is important to recognise the pressures providers are under. Funding constraints, workforce shortages, regulatory demands and increasing complexity of care needs all place enormous strain on services. Many providers are working tirelessly to deliver high-quality care in circumstances that are far from ideal. This is why the conversation needs to shift. It cannot be framed as families versus providers. That narrative is not only unhelpful, it is damaging. The reality is that both groups are navigating the same system, often from different angles, but with a shared goal: safe, dignified and compassionate care. So where do we go from here? Firstly, we need to normalise transparency. Transparency should not be something providers fear. It should be something that protects them. When there is openness around care delivery- whether that is through clear communication, accessible records, or even the thoughtful use of technology—it builds confidence. It demonstrates accountability. It shows there is nothing to hide. Secondly, we need to reframe how we view families. Families are not “difficult” because they ask questions. They are engaged. They are invested. They are often the only consistent advocate a resident has. Bringing families into the care conversation, rather than pushing them to the edges of it, can only strengthen outcomes. Thirdly, we need to be honest about culture. Culture in care is not defined by décor, marketing or even ratings alone. It is defined by how people feel - residents, families and staff. It is reflected in everyday interactions, in how concerns are handled, and in whether people feel listened to and respected. You cannot build a positive culture without trust. And you cannot build trust without transparency. Finally, we need to acknowledge that meaningful change requires courage. It is far easier to talk about innovation than it is to address the areas that make us uncomfortable. But if the sector is serious about moving forward, it must be prepared to look at those areas honestly. That includes how we respond to concerns, how we involve families, and how we balance the need to protect services with the need to be open about challenges. The care sector is full of dedicated, compassionate people who want to do the right thing. That should never be overlooked. But good intentions alone are not enough to drive change. We need to align intention with action. The debate we should be having is not whether care needs to improve. It is whether we are willing to make the changes that truly matter - those that strengthen relationships, rebuild trust, and place lived experience at the heart of everything we do. Because ultimately, care is not about systems, policies or appearances. It is about people. And we owe it to them and to those who love them, to get this right.
