Record Numbers of Care Services Achieve DSPT Compliance in 2026
Record numbers of care services now have the Data Security and Protection Toolkit (DSPT) in place, as using the toolkit becomes standard practice, supporting data and cyber security across adult social care.
By the 30 June 2026 deadline, almost 76.5% of CQC-registered adult social care services across England had an up-to-date DSPT in place.
In total, 22,429 services are now DSPT-compliant, including 12,887 care homes and 9,562 home care services.
That is an increase of 600 services since June 2025 – and a massive jump from just 15% back in 2021.
Almost 14,500 of those published have used the DSPT for at least three years in a row.
Commenting on the figures, Better Security, Better Care Programme Director, Michelle Corrigan, said:
“It is brilliant to see record numbers of care services with the DSPT in place – and we are particularly pleased to see that almost 14,500 services have published their DSPT for at least three years in a row.
“This tells us that the toolkit is now embedded in many providers’ regular processes for checking their data protection and cyber security arrangements.
“The consistency is just as important as the overall numbers. When providers republish year after year, it shows that they are reviewing what they do, keeping their arrangements up to date and building trust with the people they support, their families, staff and partners.”
Care services that started their DSPT but did not manage to complete it by 30 June are encouraged to keep going. Digital Care Hub is holding a webinar specifically for services who have almost completed their DSPT. Book for 7 July webinar.
From DSPT compliance to implementation
Publishing the DSPT is an important milestone. The next priority is making sure the commitments made through the toolkit are reflected in day-to-day working, from staff training and policies to safer information sharing with health and care partners.
Michelle Corrigan, said:
“The next step is helping services turn their DSPT commitments into everyday practice. We are supporting that too. Following a successful pilot, we are rolling out free Digital Health Checks through our Local Support Organisations to help providers understand what is working well, where there may be gaps, and what practical steps they can take next.”
CQC support for the DSPT
The Care Quality Commission, strongly recommends that providers have the DSPT in place. Chris Badger, Chief Inspector of Adult Social Care told Digital Care Hub:
“CQC supports the move towards greater digitisation and integration in health and social care. Sharing and storing information safely remains a top priority and good data governance underpins safe, effective, and person-centred care.
“We strongly recommend that all care providers use the Data Security and Protection Toolkit (DSPT) to improve how they manage personal data. It offers clear evidence of good practice. Providers should also use the free expert support from the Digital Care Hub to help embed strong data protection into daily care.”
Links
Find out more and request a Digital Health Check
Sustainability in Care Homes: From Design to Long-Term Value
Sustainability is now a vital strategic factor in care, not just an optional extra. Featuring insights from Peter Mortimer from LNT Care Developments, speaking on behalf of Crystal Care Collection, and Samantha Dale from Miele Professional, this article examines how cutting waste, improving operations, and partnering with responsible suppliers can help care homes become more resilient, increase occupancy, and achieve long-term value.
Sustainability in the care sector has transitioned from being a mere aspiration to an essential expectation. For operators contending with rising costs, workforce challenges, and increased scrutiny, it now offers a practical pathway to resilience.
Effective sustainability efforts enhance environmental performance while also bolstering financial stability, operational efficiency, and brand reputation. Instead of treating sustainability as an isolated project, leading providers integrate it into design, operations, and supply chains, developing care environments better prepared for the future.
Designing sustainability from the ground up
For new-build developments, the greatest opportunity lies at the very beginning. Embedding sustainability at the design stage allows providers to integrate systems and technologies that would be significantly harder and more expensive to introduce later.
Peter Mortimer explains that sustainability has been central to planning from the outset. By designing homes around low-carbon technologies, organisations can create environments that are both efficient and resilient.
This includes integrating ground-source heat pump systems to meet the full heating demand, alongside underfloor heating, hot water provision, and comfort cooling. Photovoltaic panels, supported by battery storage, help maximise on-site use of renewable energy, while EV charging infrastructure and smart building management systems support efficient day-to-day operations.
The advantage of this approach is not just environmental. As Mortimer notes, building sustainability into the fabric of a home helps create long-term financial resilience. Energy demand in care settings is both high and constant, so investing in efficient systems from day one reduces exposure to rising costs while ensuring consistent performance.
Operationally, designing these elements to work together allows homes to maintain comfortable, stable environments for residents while giving operators greater visibility and control over building performance.
Reducing waste, improving efficiency
While new builds offer a blank canvas, existing homes can still make meaningful progress, particularly through waste reduction and process optimisation.
Laundry operations provide a clear example: because they run continuously to meet strict hygiene requirements, they are inherently resource-intensive. However, as Samantha Dent highlights, even small efficiencies can deliver significant impact over time.
“One of the most practical ways to manage this is by removing as much moisture as possible during the wash,” she explains. “When linen leaves the washing machine drier, it spends less time in the tumble dryer, which reduces energy demand and helps maintain a steady supply of clean textiles.”
Advances in technology are also improving precision. Systems that measure residual moisture allow drying cycles to end at exactly the right point, avoiding unnecessary energy use while protecting fabric quality. Some machines can also reuse heat generated during earlier cycles, further reducing overall consumption.
These efficiencies extend beyond energy. By improving processes and extending the lifespan of linen, homes can reduce replacement rates, lowering both costs and environmental impact. At the same time, better visibility of machine usage allows operators to refine workflows and ensure resources are being used effectively across the operation.
The principle is simple: tighter control over resources leads to stronger operational performance.
Sustainability as a driver of occupancy
Sustainability is also becoming an increasingly important part of how care homes present themselves to the market.
While quality of care remains the primary decision factor, families are paying closer attention to values, environment and long-term responsibility. Homes that can clearly demonstrate their commitment to sustainability are better positioned to build trust and stand out in a competitive landscape.
This does not require grand gestures. Practical, visible actions, such as reducing waste, investing in energy efficiency or working with responsible suppliers, often resonate more strongly than broad statements of intent.
Communicating these efforts effectively is key. Digital platforms, including websites and social media, allow providers to showcase their approach and bring their environment to life. Sustainability, when embedded into the overall narrative, reinforces a sense of quality, professionalism and forward thinking.
There is also a clear internal benefit. Teams are increasingly motivated by purpose-led organisations, and sustainability initiatives can contribute to stronger engagement and retention: an important consideration in a sector facing ongoing workforce challenges.
Strengthening supply chains and standards
Sustainable practice extends beyond the building itself. Procurement decisions play a critical role in shaping both environmental impact and operational quality.
Working with suppliers who prioritise responsible sourcing, reduced packaging and efficient production methods helps raise standards across the board. It also improves transparency, which is becoming increasingly important from both regulatory and reputational perspectives.
Mortimer emphasises that this approach has been a key consideration during the construction of Crystal Care Collection homes. Alongside low-carbon technologies, the organisation has prioritised durable, responsibly sourced materials and partnered with suppliers who understand the specific demands of care environments.
This balance is essential. In a care setting, sustainability must align with safety, quality and longevity. Materials and systems must not only reduce environmental impact but also withstand intensive, long-term use.
Local sourcing can further enhance this approach by reducing transport emissions, supporting regional economies, and often improving product quality, particularly in areas such as catering.
Building for the long term
Sustainability extends beyond just making a home operational. Continuous monitoring and ongoing improvement are essential to sustain performance over time.
Smart building management systems, such as those used in Crystal Care Collection homes, provide real-time data on energy consumption and system performance. This helps operators pinpoint inefficiencies, adjust processes, and respond to evolving needs.
Ultimately, sustainability goes beyond environmental concerns; it provides a framework for creating stronger, more resilient care businesses. For providers who adopt a strategic perspective, the advantages include lower costs, better operational control, enhanced market position, and environments that support residents, staff, and families more effectively. In a complex and changing landscape, these benefits are not optional; they are vital.
Essential 5: Sustainability
Energy costs remain one of the biggest operational pressures facing care homes today. Andrew Ladbrook from Green Shield Group outlines five practical steps to help providers take control of their energy use, reduce costs, and build a more sustainable future for their homes and the people who live in them.
Review your energy use and costs
Before making any changes, you need a clear picture of where energy is being consumed. A professional audit identifies your biggest cost drivers, highlights inefficiencies, and provides a baseline against which all future improvements can be measured. At the same time, review your energy contract and seek independent procurement advice to unlock meaningful savings with no capital outlay and shift to more renewable tariffs.
Reduce Electricity Consumption at Source
Most care homes receive electricity at a higher voltage than their equipment actually requires. Voltage optimisation technology reduces the incoming supply to the optimal level, cutting consumption and extending the lifespan of motors, lighting, and appliances. Installation is straightforward, and the technology works quietly in the background. Payback periods are typically short, making it one of the most cost-effective interventions available.
Generate Your Own Clean Energy with Solar
Solar photovoltaic systems are a proven technology, well-suited to care home energy usage patterns. Generating your own electricity reduces grid dependency and helps to manage rising energy costs. Modern systems require minimal maintenance and deliver strong long-term returns. Beyond the financial case, on-site generation demonstrates a genuine commitment to sustainability, increasingly important to residents, families, and regulators alike.
Store Energy and Improve Resilience
Care homes operate around the clock, making battery storage a natural complement to solar. Energy generated during the day can be stored and drawn upon through the night, maximising the value of your renewable investment. Storage also provides resilience against grid disruption, a particularly important consideration in care environments where a reliable power supply is not a luxury, but a necessity.
Find the right heating solution for you
Heat pumps receive the most attention when it comes to moving to sustainable heating options, but they are not right for every home, as they can require significant retrofitting of the building. Thankfully, there are solutions such as thermal batteries, electric boilers, and more efficient gas boilers and improved insulation. One size does not fit all, so take you time and align it with other measures such as solar and new tariffs.
Why Cyber Risk Management and Insurance Are Essential for Care Homes
Cyber risk is an increasing concern for care homes, as reliance on digital systems grows. Stuart Hulbert from Brents Insurance outlines how effective risk management and cyber insurance can help protect operations, data and reputation.
When people think about risks facing care homes, they often picture slips, trips, fire safety or safeguarding concerns. Increasingly, however, cyber risk deserves a place alongside these more familiar exposures.
Modern care homes rely heavily on technology. Resident records, medication management systems, payroll, rostering, finance platforms, and communication tools all play important roles in day-to-day operations. While these systems bring significant benefits, they also create new risks that need to be managed.
Cyber incidents do not always involve sophisticated hackers targeting large organisations. Many claims stem from simple yet effective tactics such as phishing emails, fraudulent payment requests, or staff inadvertently clicking on malicious links. A single mistake can result in data being compromised, funds being lost or critical systems becoming unavailable.
For care homes, the impact can extend beyond the immediate financial loss. If systems are unavailable, staff may need to revert to manual processes, increasing workload and disruption. In some cases, a cyber event can affect admissions, billing, communications, and access to important resident information.
“Prevention is as important as protection.”
The good news is that cyber insurance has evolved significantly in recent years. Traditional cyber policies can provide protection against costs associated with data breaches, cybercrime, ransomware incidents, regulatory investigations and liability claims. Many policies also include business interruption cover, helping organisations recover lost income and additional expenses when operations are disrupted by a cyber event.
Perhaps the most valuable development is the increasing focus on prevention rather than simply responding after an incident occurs. Many insurers now provide proactive cyber risk management services as part of their offering. These may include continuous monitoring for vulnerabilities, employee awareness training, phishing simulations and access to specialist cyber support teams. Such services can help identify potential issues before they develop into costly incidents.
As with all areas of risk management, cyber resilience is not about eliminating risk entirely. It is about taking sensible, proportionate steps to reduce the likelihood and impact of an incident. Regular staff training, strong password controls, software updates, and robust backup procedures remain among the most effective defences available.
Cyber risk is now part of the everyday operating environment for care homes, and we are aware that several Local Authorities now require Care Homes to hold Cyber (or Data Breach) Insurance.
By combining good risk management practices with appropriate insurance protection, providers can strengthen their resilience and focus on what matters most: delivering high-quality care to residents.
Why Life Stories Are the Foundation of Truly Person-Centred Care
After Cloud founder Darren Evans explains how personal experience inspired Storyteller, why digital life stories are transforming person-centred care, and how preserving identity can strengthen relationships, improve staff confidence and ensure every individual is known beyond their care plan.
How has your journey shaped the platform, and why do you believe preserving life stories is becoming an essential part of high-quality care?
I did not arrive at this from the outside looking in. The catalyst for Storyteller was deeply personal; my mother-in-law lived with Lewy Body Dementia, and watching that illness take hold taught me something I have never forgotten: when a person you know or love dies, a whole lifetime of information and knowledge can be lost in a heartbeat, and there is sadly no retrieval. That loss stays with you. Alongside that, I have spent more than twenty-five years working in and around social care technology, and the idea for Storyteller grew from years of watching, up close, what happens when the person behind the care plan gets lost. I have seen children move through multiple placements with their history scattered across paper files and institutional memory that walks out the door when a key worker leaves. I have seen adults in residential care reduced to a list of needs and risks, with the life they actually lived nowhere to be found. Preserving life stories is not a nice-to-have sitting alongside care; it is part of what good care actually means, because you cannot truly meet someone's needs if you do not know who they are. Our job is to ensure that we know the person rather than the condition.
How can digital life story technology help staff better understand residents beyond their care plans?
A care plan tells you what a person needs done for them. It does not tell you who they are, what they have lived through, what makes them laugh, or what they are frightened of. Done well, digital life story work gives staff a living picture they can return to and add to over time, so that every shift, every new starter, every agency worker stepping in for a day has access to the same depth of understanding rather than relying on whoever happened to ask the right question once. That consistency matters enormously in a sector with high staff turnover and constant handover. It is the difference between care that is administered and care that is genuinely informed and safely and securely accessible.
Where do you see technology adding the greatest value without replacing the human relationships that are at the heart of care?
As I see it, technology's job here is to remove friction, not to stand in for connection. The greatest value is in making sure that the right piece of someone's story surfaces at the right moment, in the hands of the person actually sitting with them, so that a conversation can happen that would otherwise never have started. It also has real value in capturing and safeguarding history that would otherwise be lost entirely, particularly for children in care whose records can be fragmented across multiple agencies and placements, and for adults whose families may not always be present to pass on what they know. But the relationship itself, the moment a carer sits down and asks about someone's wedding day or their first job, that is entirely human, and it always will be. Carers themselves do a fantastic job of caring, and our job is to make sure they walk into that moment prepared, and for activity coordinators to capture the moments of joy that can often take place in a progressive care setting.
How does After Cloud help strengthen relationships between residents, relatives and care teams?
Storyteller is built so that the story is never owned by any one party. I actually believe the story should ideally be applied, even before resident admission. Residents, families, and care teams can all contribute over time, so the record keeps growing rather than sitting stagnant from the day someone joins a service. For families, that is often deeply meaningful, particularly when distance, time, or a loved one's condition makes regular visiting difficult. It gives them a way to stay genuinely involved rather than feeling like visitors to someone else's care. For care teams, it builds trust with families because they can see, not just be told, that the person they love is known. And because Storyteller was designed from the outset to work across both children's and adults' social care, that same principle, that everyone with a legitimate stake in a person's story should be able to contribute to and draw on it safely, applies across the whole of someone's life, not just one chapter of it.
What feedback have you received from care providers using After Cloud, and are there any examples where the platform has demonstrably improved resident wellbeing, engagement or staff confidence?
It's important for readers to know that we are led by an independent steering group of social care thought leaders, chaired by Des Kelly OBE (Des is currently acting as EU Exit Planning Lead for the Care Provider Alliance. He is also Chair of the Centre for Policy on Ageing and was Executive Director of the National Care Forum from 2003 to 2016). We work with innovative organisations including Eleanor Healthcare Group, who are rolling Storyteller out across sixteen of their care homes this year, alongside many other esteemed providers such as Athena Care Group, Panacea, Niche Care Homes, Families First, Amberleigh Care and the Borough of Telford and Wrekin, attracting both CQC and OFSTED-related feedback during regulatory visits. The feedback we hear most consistently is about confidence, staff telling us they feel better equipped walking into a new resident's room or a first meeting with a child in care because they are not starting from nothing. We are also building a formal evidence base for this, including a research pathway exploring Storyteller's impact in residential care, because we believe the case for life story work should stand up to the same scrutiny as any other clinical or care intervention, not rest on anecdote alone. We are proud to hold ARA accreditation and to have been named Innovator of the Year, recognition that reflects the seriousness with which we approach this work. Storyteller was also supported from the outset by an Innovate UK technology grant for research conducted by SEHTA (Science, Engineering and Health Technology Alliance) prior to our starting to develop the solution.
Looking ahead, what do you think the future of digital life stories and person-centred technology in social care will look like over the next five years, and what role do you hope After Cloud will play in that evolution?
I think within five years, life story work will be treated as standard practice rather than a point of differentiation, much as care planning itself became standard decades ago. Regulation is already moving in that direction, and providers are recognising that you cannot evidence genuinely relational or person-centred care without it. Where I hope After Cloud leads is in refusing to treat this as an adults-only conversation. Children in care deserve the same continuity of identity and story as anyone in a care home, arguably more so, because their early years story is still being written and the stakes of losing it are higher. Our partnership with Coram strengthens this as we are a trusted technology provider. We also believe that Intergenerational learning and legacy beyond the care setting itself are hugely important, which is why our work extends to personal memory and digital legacy more broadly, and to preserving history in other forms entirely, from heritage assets to provenance. Our ambition is for Storyteller to be the platform that proves life story work is not a feature you add to care; it is the foundation good care is built on, for every person, at every stage of life.
Above all, we want to ensure that we continue to drive social impact and, where possible, make a difference. We see this in our support for charities like Comfort Cases, as well as other great causes and initiatives, such as Championing Social Care. The sector is supporting the sector with incredible work
The difference between delivering care and delivering a good lived experience
There is a dangerous comfort in believing that care has been delivered simply because a task has been completed. Medication administered. Personal care provided. Meal served. Fluid chart updated. Care plan reviewed. Family contacted. Risk assessment filed.
All of these things matter. In regulated care, they matter profoundly. They protect life, evidence accountability and create the basic architecture of safe provision. But they are not, by themselves, the same as a good lived experience. Care is what we provide. Lived experience is what the person actually receives, feels, remembers and carries. That distinction may appear subtle, but in practice it is the line between a service that is merely operational and a service that is genuinely humane. It is also the line between compliance as a defensive activity and quality as a living culture.
Across adult social care, we have become skilled at documenting inputs. We can evidence rotas, audits, supervisions, incident reviews and policy updates. Yet the most important question is often the one least easily captured in a spreadsheet: what does it feel like to live here, to be supported here, to lose independence here, to depend on strangers here, to age here, to recover here, or to spend one’s final chapter here? That is the question that separates delivering care from delivering a good lived experience.
Care Is Not Enough If It Does Not Preserve Personhood
Good care begins with safety, but it cannot end there. A person can be safe and still feel invisible. A person can be clean, fed and medicated, yet still feel lonely, patronised or managed rather than known. A person can have every clinical need recorded and still experience a daily erosion of identity. The purpose of care is not simply to maintain the body. It is to uphold the person.
In my own work across staffing, homecare, supported living, complex care and social care innovation, I have learnt that the best services are not defined by how efficiently they complete tasks. They are defined by how intentionally they protect dignity, autonomy, belonging and meaning. A good lived experience asks different questions.
Not only: “Has Mrs Patel eaten?”
But: “Was the meal familiar, culturally meaningful, offered with patience, and served in a way that respected her preferences?”
Not only: “Has Mr Thompson been supported to wash?”
But: “Was he rushed, exposed, embarrassed, or spoken to as though he was a task?”
Not only: “Has the activity timetable been followed?”
But: “Did anyone notice that he used to be a mechanic, that she misses church, that another resident lights up when Nigerian gospel music plays, or that someone who never joins group activities may still crave one-to-one conversation?”
Care completes the intervention. Lived experience honours the human being inside the intervention.
The Regulatory Direction Is Already Clear
The sector should not treat lived experience as a soft aspiration. It is now central to what quality means. The Care Quality Commission’s current assessment approach is built around whether services are safe, effective, caring, responsive and well-led. Its quality statements expect providers to demonstrate person-centred, dignified, responsive care that is shaped by what matters to people, not merely by what is convenient for systems. This is important because lived experience is not an optional extra added after compliance. It is the evidence that compliance has reached the person.
Regulation 9 on person-centred care requires care and treatment to meet needs and reflect preferences. Regulation 10 on dignity and respect requires people to be treated with dignity at all times. These are not decorative standards. They are operational, cultural and moral requirements.
The weakness in many services is not that leaders do not know the regulations. It is that they translate them too narrowly. They mistake “person-centred care” for having a completed care plan with preferences listed inside it. But a preference written down and then ignored is not person-centred care. A “This Is Me” document buried in a file is not lived experience. A keyworker system that does not produce emotional continuity is only a structure, not a relationship. A good lived experience happens when documented knowledge becomes daily behaviour.
The Human Difference Is Often Found in Micro-Moments
The difference between care and lived experience is rarely found in grand gestures. It is found in micro-moments repeated consistently.
It is in knocking before entering, even when someone may not respond.
It is in explaining what is happening before touching someone’s body.
It is in knowing that a resident prefers tea strong, not because it is written in the care plan, but because someone cared enough to remember.
It is in noticing when a person’s silence is not contentment but withdrawal.
It is in supporting someone to choose their own clothing, even when it takes longer.
It is in refusing to speak over a person in front of professionals.
It is in understanding that “challenging behaviour” may be grief, trauma, fear, sensory overload, pain or the final remaining form of control.
These moments do not always require more money. They require leadership, training, emotional intelligence and moral discipline.
A rushed culture produces rushed care. A fearful culture produces defensive documentation. A task-led culture produces institutional habits, even in beautiful buildings. A loving, well-led and accountable culture produces something different: an environment where people are not simply kept alive, but enabled to feel that their life still belongs to them.
Workforce Experience Shapes Resident Experience
We cannot discuss lived experience honestly without discussing the workforce.
A depleted, undertrained, unsupported workforce cannot consistently deliver emotionally intelligent care. Staff who feel unseen often struggle to see others fully. Staff who are treated as replaceable labour may begin, unconsciously, to deliver replaceable interactions. This is not an excuse for poor practice. It is a leadership warning.
If providers want better lived experience for residents, they must design better working conditions for staff: proper induction, reflective supervision, trauma-informed training, cultural competence, safe staffing, clear escalation pathways and managers who do not only audit paperwork but observe relational practice.
The care worker is often the person who creates the lived experience hour by hour. Yet too often, the sector underestimates the intellectual and emotional complexity of the role. Supporting someone with dementia, autism, mental health needs, acquired disability, frailty or end-of-life anxiety requires far more than kindness. It requires judgement, restraint, patience, communication skill and the ability to interpret human distress without reducing it to inconvenience. If we want staff to deliver good lived experience, we must equip them to understand the person beyond the presentation.
Culture Must Be Designed, Not Assumed
Many care organisations say they are caring. Fewer can prove how that care is embedded. Culture is not what is written on the wall. It is what happens when no senior manager is watching. A good lived experience requires leaders to design culture deliberately. That means asking uncomfortable questions:
- Do our rotas allow time for relationship, or only task completion?
- Do our audits measure dignity, choice and emotional wellbeing, or only documentation?
- Do complaints lead to learning, or defensiveness?
- Do families feel respected as partners, or tolerated as interruptions?
- Do residents influence decisions, or are they merely consulted after decisions have already been made?
- Do we understand cultural identity, faith, language, food, hair, skin, disability and family structure as core to wellbeing, or as “additional preferences”?
- Do we treat people’s rooms as their homes, or as workplaces we control?
If the answer is weak, the service may be delivering care, but it is not yet delivering a good lived experience.
Technology Should Support Humanity, Not Replace It
Digital systems, when well designed, can strengthen care. They can improve continuity, reduce missed information, identify patterns and support governance. I believe deeply in the role of care technology because I have seen the consequences of fragmented systems. But technology must never become a substitute for presence.
A digital care record can tell us that someone refused breakfast. It cannot, by itself, tell us whether they felt depressed, unheard, nauseous, frightened, embarrassed, or simply tired of being offered food they do not enjoy. That requires human curiosity.
The future of care should not be technology versus compassion. It should be technology in service of compassion. The best systems should free staff to know people better, respond faster, evidence more intelligently and prevent people from becoming lost inside institutional routines. Technology should help us ask better human questions.
Lived Experience Is a Leadership Standard
Ultimately, the quality of lived experience in a care setting is a leadership outcome.
Leaders set the tone for whether people are seen as individuals or packages of need. Leaders decide whether dignity is audited seriously. Leaders determine whether staff are trained merely to comply or developed to think. Leaders choose whether the organisation listens to people with humility or protects itself with polished language.
In care, leadership is not proved in board papers alone. It is proved in the dining room, the night shift, the medication round, the handover, the family meeting, the safeguarding response and the way a resident is spoken to when they are distressed, repetitive, resistant or afraid.
The highest standard is not perfection. Care is complex, and human services will always face pressure. The standard is whether the provider is awake, honest, reflective and relentless in improving the person’s actual experience.
From Service Delivery to Life Delivery
The future of social care must move beyond the narrow language of provision. We are not simply delivering care packages. We are entering people’s homes, bedrooms, routines, histories, griefs, identities and futures. That demands reverence.
A good lived experience is created when people feel safe without feeling controlled, supported without feeling diminished, known without feeling exposed, and cared for without feeling that their personhood has been swallowed by their needs. This is the work.
Not only to help someone get up, but to give them a reason to want to.
Not only to prevent harm, but to preserve hope.
Not only to meet assessed needs, but to honour the life behind those needs.
Not only to deliver care, but to deliver conditions in which a person can still experience dignity, agency, connection and joy.
The difference between care and a good lived experience is the difference between doing things to people and building life with them. The sector cannot afford to confuse the two.
About Pauline Vuyelwa Muswere-Enagbonma
Co- Founder and Group Chief Executive, Jessamy Care Ecosystem
Founder of JessamyCareOne | Master British Certified Trainer | Social Care Reformer
https://www.jessamystaffing.co.uk/
Pauline Vuyelwa Muswere-Enagbonma is the Co-Founder and Group Chief Executive of the Jessamy ecosystem, which sits within Jessamy Platinum Holdings Limited. The group includes ventures across staffing, regulated care, supported accommodation, children’s services, community transport, professional training and care technology.
Founded in 2020 from Jessamy Staffing Solutions, the ecosystem has grown into an integrated model that includes Jessamy Staffing Solutions, Jessamy Platinum Homecare, Jessamy Platinum Homes, Lumina Pathways CIC, Jessamy Transport Services and JessamyCareOne.
Pauline is a Master British Certified Trainer and CPD-accredited professional. Her work focuses on social care reform, workforce development, ethical care technology, trauma-informed care and improved life chances for children, adults and families.
Pauline’s leadership philosophy, The Discipline of Grace, reframes governance as responsibility grounded in kindness, love, care, integrity and accountability.
Care Home of the Month, The Chase: Connaught Care
Achieving an ‘Outstanding’ rating for Caring at a first Care Quality Commission (CQC) inspection is a rare accomplishment, particularly for a newly established home. Yet at The Chase, this recognition was not the result of a single initiative or short-term focus. Instead, it reflects a deliberately built culture where relationships, empathy and individuality sit at the heart of care delivery.
While the home was rated ‘Good’ overall, the Outstanding judgement for Caring speaks volumes about the environment the team has created in a relatively short space of time. For operators across the sector, The Chase offers a clear example of what can be achieved when culture is prioritised from the outset.
A Culture Built with Intent
From the very beginning, The Chase approached culture not as something that would evolve organically, but as something to be actively designed and embedded. Recruitment played a central role in this process. Rather than focusing solely on qualifications and experience, the leadership team prioritised values; seeking individuals who demonstrated warmth, empathy and a genuine commitment to caring for others.
This values-led approach continues to shape daily operations. Team members across all departments, care, hospitality, housekeeping, maintenance and management, share a collective responsibility for residents’ wellbeing. The result is a cohesive environment where compassion is not confined to care delivery but is reflected in every interaction within the home.
Equally important is the emphasis on teamwork. The Chase recognises that delivering high-quality, person-centred care requires collaboration and mutual support. Open communication, trust, and respect among colleagues are actively encouraged, ensuring that staff feel valued and confident in their roles. This internal culture directly influences the quality and consistency of care residents receive.
Personalisation in Practice
The CQC highlighted that residents at The Chase are “truly respected and valued as individuals”, a statement that is brought to life through everyday practice. At its core, this means understanding each resident beyond their care needs.
Staff take time to learn about residents’ life histories, preferences and routines. From how someone likes to start their morning, to the music they enjoy or the hobbies they once pursued, these details inform tailored care plans that reflect the whole person.
Maintaining independence is another key priority. Residents are actively involved in decisions about their care and daily lives, ensuring they retain choice, control and dignity. This approach moves beyond task-based care, focusing instead on enabling individuals to continue living in ways that feel familiar and meaningful.
Reconnecting with Identity and Purpose
One of the most striking aspects of life at The Chase is how the team supports residents to reconnect with lifelong passions, often with transformative results.
For one resident, John, this meant returning to the drum kit after decades away from music. Once a member of a local band, he quickly rediscovered his rhythm and confidence when given the opportunity to play again. What began as a simple activity became a powerful moment of self-expression, culminating in an impromptu performance for fellow residents and staff.
Similarly, Diana was supported to revisit her lifelong passion for horse riding. Having spent years involved in equestrian activities and volunteering at a local centre, she found returning to the saddle both a personal milestone and an emotional experience for her and her family. The visit reconnected her with an important part of her identity, reinforcing the value of truly personalised care.
These moments are not isolated. At The Chase, uncovering personal interests is an ongoing process, driven by meaningful conversations with residents and their families. Whether it is attending a live concert, reconnecting with a choir, or celebrating a milestone birthday in a deeply personal way, the team consistently demonstrates a willingness to go beyond expectations.
A particularly memorable example involved a resident celebrating her 102nd birthday. Her request was simple: to invite everyone in her address book. The team brought this vision to life, organising a large-scale celebration that reunited friends and family from across her life: a powerful reminder of the importance of connection at every stage of ageing.
Environment, Facilities and an All-Inclusive Model
The physical environment at The Chase has been carefully designed to complement its care philosophy. As a modern home providing residential and dementia care, it offers a range of facilities to enhance quality of life and promote independence.
Residents have access to a spa and salon, gym, cinema, bar and bistro-style café, as well as elegant dining spaces that deliver a restaurant-quality experience. These amenities are not treated as add-ons, but as integral components of daily life, encouraging social interaction, activity and enjoyment.
A defining feature of the home is its all-inclusive model, introduced by Connaught Care. Under this approach, services, facilities and experiences are covered within a single weekly fee. For families, this provides financial clarity and removes the uncertainty often associated with additional charges. For residents, it ensures unrestricted access to everything the home has to offer, supporting a more fulfilling and spontaneous lifestyle.
Partnership with Families
Another key factor underpinning The Chase’s success is its strong focus on family engagement. Recognising that moving into care is a significant life transition, the team places great importance on communication from the outset.
Families are actively involved in care planning and ongoing decision-making, ensuring they have a clear voice in how their loved ones are supported. This collaborative approach builds trust and fosters continuity for residents, bridging the gap between past and present.
In many cases, families also play a vital role in shaping activities and experiences, providing insights into personal histories and preferences that might otherwise be overlooked. This partnership strengthens the home’s ability to deliver truly individualised care.
The Chase’s initial achievements provide a strong example for the industry. By balancing emotional intelligence with clinical expertise and fostering a culture of compassion from the start, the home has established a high benchmark for modern care. As expectations grow, this deeply personal, relationship-focused, and consistently implemented care model will only gain more importance.
Why Every Resident's Story Matters: How LifeLibrary Is Transforming Person-Centred Care
In this interview, Sheridan Norrey, CEO and Founder of LifeLibrary, explains how capturing and sharing residents' life stories is helping care teams build stronger relationships, improve wellbeing, involve families more closely, and provide the meaningful, evidence-based person-centred care that today's sector demands.
What inspired the creation of LifeLibrary, and what challenge in person-centred care were you determined to solve?
My background was in finance, and through property development work with care homes, I began spending a great deal of time in those settings. What struck me immediately, and profoundly, was the extraordinary richness of the people living there. Every single resident carried a lifetime of stories, passions, careers, adventures and relationships. Yet almost none of that was visible to the carers looking after them day to day.
When I started to think about it collectively, I realised that across the care homes in this country, the people living in them represent something like 64 million years of lived experience. That is an astonishing, irreplaceable wealth of human life, and it was going almost entirely unshared. A care plan describes someone's medical needs but says nothing about who they are. I couldn't bear to see those stories sitting dormant in those corridors, and I knew that unlocking them could bring people together in a completely different way. That was the gap LifeLibrary was built to fill.
How does LifeLibrary help care teams get to know residents beyond their care plans, and what impact does this have on day-to-day care?
From the moment a resident joins, LifeLibrary builds a rich, living picture of who they are: their childhood, their career, their passions, their favourite music, the places they've travelled, the things that make them laugh. Carers have all of that at their fingertips, so instead of starting every interaction from scratch, they can walk into a room and immediately connect on a human level.
That shift in dynamic is transformative. A carer who knows that a resident spent thirty years as a jazz musician, or that they once sailed across the Atlantic, can have a genuinely meaningful conversation rather than a functional one. The impact on wellbeing, on loneliness, on dignity; it's profound. Our activities coordinators also use LifeLibrary to identify shared interests among residents, so even group events feel personal rather than generic. As Johanna Johnson, Lifestyle Co-ordinator at Tanglewood Care Homes, put it: 'Together, we share stories, celebrate the past, and create joyful moments every day.' That, for me, is exactly the point.
In what ways does the platform encourage families to contribute to their loved one's care journey and strengthen connections with the care home?
Families are absolutely at the heart of LifeLibrary. They can add stories, upload photos, and share memories directly through the app, so a resident's profile keeps growing and evolving even after they've moved into care. That continuous contribution does two important things: it gives carers an ever-richer understanding of the person they're caring for, and it keeps families genuinely involved rather than feeling like visitors on the periphery of someone else's world.
There's also a beautiful feedback loop built into the platform. When the activities team captures a moment, a resident's face lighting up at a favourite piece of music, or joining in an event that was planned around their specific interests, they can share that photo with the family in real time. That kind of transparency builds real trust. Families feel confident that their loved one is truly known and truly cared for. For care homes, that trust is invaluable.
Can you share a real-life example of how LifeLibrary has improved a resident's wellbeing, engagement or quality of life?
One example that comes to mind is Georgian House Care Home, where LifeLibrary was referenced directly in their CQC inspection report, not once, but across three outstanding categories. The inspector specifically noted how the home was using LifeLibrary to save stories, memories and interests for every resident. That kind of external, independent recognition tells you that the difference is real and measurable.
But the examples I find most moving are the everyday ones. A carer discovers through LifeLibrary that a quiet, withdrawn resident was once a keen ballroom dancer. A playlist is found, a conversation starts, and suddenly there's a spark of real joy in a person who had seemed unreachable. That happens again and again, in homes across the country. Life story work has always been understood to be powerful; LifeLibrary simply makes it possible to do it consistently at scale and share those moments with the people who love them.
With increasing focus on personalised care and regulatory expectations, how can LifeLibrary help providers demonstrate meaningful person-centred practice?
The CQC's quality framework touches on so many areas where genuine person-centred care makes a real difference: how you assess needs, how you support independence and choice, how you listen to people and plan for their future. LifeLibrary creates a living, auditable record of that practice. Every meaningful interaction between a carer and a resident is logged. Life reminiscence work is evidenced. Personalised care plans are built on the foundation of real-life stories rather than clinical snapshots.
When an inspector walks in, providers using LifeLibrary can show, not just tell, that they truly know the people in their care. That's a very different conversation to have. And the commercial case is compelling, too: a Carterwood report from 2024 found that an outstanding CQC rating can boost a care home's revenue by up to 21%. Person-centred care isn't just the right thing to do; it's also a sound business investment.
Looking ahead, what role do you believe digital life story tools will play in shaping the future of care homes, and what innovations can we expect from LifeLibrary?
I believe life story will become as fundamental to a care record as any clinical document. The idea that we know everything about a person's medication but almost nothing about their life is going to look, in hindsight, like a very strange way to care for someone. The sector is beginning to understand that, and the regulatory framework is pushing in the same direction.
Digital tools make it possible to build that picture collaboratively, keep it alive and growing over time, and put the right insight in the hands of every person on the care team at the moment they need it. That's what LifeLibrary is, and we're continuing to deepen the platform's capabilities. We want to make it even easier for carers to surface the right memory or connection at the right moment, and to make family involvement feel as natural and effortless as possible. The future of care is personal. We're building the infrastructure to make that a reality for every resident, in every home.
Beyond the Care Plan: Eleanor Healthcare Group Launches Groundbreaking Initiative to Transform Person-Centred Care
Eleanor Healthcare Group has announced a partnership with After Cloud that will transform how care is delivered across its care homes, placing residents' life stories at the centre of everyday care and redefining what person-centred care means in modern social care.
The initiative will see Eleanor roll out After Cloud's award-winning Storyteller platform across its care homes, giving every resident and their family the opportunity to create a collaborative digital life story that captures the moments, memories, relationships and experiences that have shaped their lives.
While care plans have traditionally focused on a person's needs, risks and support requirements, Eleanor believes exceptional care begins by understanding something far more important: the person behind the care plan.
This pioneering initiative enables residents and families to build rich digital timelines using photographs, videos, letters, audio recordings and personal stories. Families can contribute from anywhere in the world, creating a living record that helps care teams understand not only what support a resident requires, but who they are as a person. The platform is designed to support relationship-centred care, strengthen emotional wellbeing and improve communication between residents, families and care teams.
For decades, the care sector has focused on assessments, care plans and support needs. While these remain essential, they tell only part of the story. They cannot capture a resident's proudest achievement, the career they built, the family they raised, the places they travelled, the music they love or the memories that continue to shape their identity.
By making life stories accessible to carers, nurses, activities teams and support staff, Eleanor is creating opportunities for deeper understanding, stronger relationships and more meaningful interactions every single day.
The initiative aligns directly with Eleanor Healthcare Group's commitment to innovation, one of the organisation's core values, and reflects its continued investment in approaches that improve wellbeing, strengthen family engagement and enhance the quality of life for residents.
Marc Santhi, Chief Executive Officer of Eleanor Healthcare Group, said “Through this initiative, we're creating a richer understanding of every person who lives in our homes. That understanding helps us build stronger relationships, create more meaningful experiences and deliver care that reflects the person behind the assessment. For us, this isn't simply a technology project. It represents a fundamental shift in how we think about care, wellbeing and human connection."
The benefits extend far beyond care delivery. It also supports carers in understanding the person behind a diagnosis or condition, helping to create more personalised experiences and stronger emotional connections.
Kelly White, Head of Clinical Governance and Compliance at Eleanor Healthcare Group and lead for the project across the organisation, said "This project changes the starting point of care. Instead of asking, 'What support does this person need?', we begin by asking, 'Who is this person?' We're creating a deeper understanding of the person and a stronger foundation for truly relationship-based care. That's powerful, both for residents and for the teams supporting them."
The initiative also aligns closely with the Care Quality Commission's focus on person-centred care by supporting greater personalisation, improved communication and a deeper understanding of individual histories, preferences and aspirations.
Darren Evans, Chief Executive Officer of After Cloud, said "What Eleanor Healthcare Group is doing is genuinely pioneering. Many organisations recognise the importance of person-centred care, but few are embedding life story work at this scale and with such ambition. Eleanor is creating an environment where residents are seen not as conditions or care needs, but as people with rich histories, experiences and identities. We are incredibly proud to be partnering with them on what we believe represents a significant step forward for the future of adult social care."
The rollout will take place across Eleanor Healthcare Group's care homes over the coming weeks, creating a new standard for how life stories are captured, shared and used to support resident wellbeing.
Because the best care doesn't start with a care plan. It starts with a story.
5 leadership pitfalls that keep care teams stuck (and what new managers can do instead)
By Pooja Rabheru, Founder and Lead Consultant at Pulse Leadership
Stepping into a management role in social care doesn’t feel like a simple promotion. It’s more like a shift in who you are at work.
One day, you’re part of the team, getting through shifts together. Next, you’re the one people look to for decisions while juggling staff shortages, safeguarding concerns, and the possibility of an inspection at any moment. Sometimes, all before you’ve even had a proper break.
It’s a lot to take on, especially when you're now managing people who used to be your peers. And without much support, it’s easy to fall into habits that quietly hold the team back.
From what I’ve seen working with care services, a few patterns come up again and again:
- Putting Off Difficult Conversations
This is probably the most common one.
When you’ve got a good relationship with someone, it feels uncomfortable to pull them up on things. So you tell yourself you’ll deal with it later, when there’s more time, when it happens again or when it feels easier.
But “later” tends to turn into weeks, sometimes months.
In the meantime, others notice, frustration builds, and it can feel like some people are getting away with things others wouldn’t. In most cases, a quick, calm conversation early on is all that’s needed. It’s rarely as difficult as it feels beforehand, and it saves a lot of stress down the line.
- Trying Too Hard to Stay “One of the Team”
It’s completely natural. These are people you’ve worked alongside, probably supported through some tough shifts. You don’t suddenly want to feel separate from them.
But the role has changed.
You can’t really be part of conversations criticising “management” while also being the person responsible for setting expectations. It doesn’t mean becoming distant or overly formal, but there’s a point where you have to draw a line, especially when it comes to fairness.
Having a difficult conversation with someone you like is uncomfortable; avoiding it usually sends a much stronger message to everyone else.
Over time, respect and transparency matter more than being liked.
- Doing Everything Yourself
Many new managers fall into this without realising.
You want to prove yourself. You don’t want to let the team down. So you step in by covering shifts, fixing rotas late at night, finishing off paperwork after everyone else has gone home.
At first, it feels like you’re helping, but it can quickly become exhausting. The real trap here is that the team can start relying on you to pick up everything!
Over time, that slows everyone’s development and leaves you stretched far too thin.
The shift here is from doing to supporting others to do. That might mean giving someone responsibility for part of the rota, or encouraging people to solve problems before bringing them to you.
It takes more patience at the start, but it builds a much stronger team.
- Treating Every Situation the Same Way
Care environments change constantly.
Some weeks you need to be very clear and direct, especially if staffing is tight or something serious has happened. Other times, the team just needs space to rebuild confidence or find their own rhythm again.
A common trap is sticking to one leadership style, regardless of what’s going on.
For example, during a busy or pressured period, long discussions can feel frustrating when people just need clarity. On the other hand, in a settled team, too much oversight can feel unnecessary.
Good leadership is less about having a single “style” and more about reading the room, noticing what people need and adjusting as you go.
- Waiting to Feel Ready
A lot of new managers have this internal monologue: “I’m not quite ready for this yet”
The assumption is that confidence should come first, before taking on the role.
In reality, it doesn’t.
Most managers, even experienced ones, can remember moments where they felt completely out of their depth, but handled it anyway.
Confidence tends to build afterwards, not before.
You try something, reflect on it, tweak it next time, and gradually it starts to feel more natural.
Stepping into management in social care is a big shift and not just for you, but for the team around you too. It affects how decisions are made, how consistent things feel, and ultimately, the quality of care.
You don’t need to get everything right. No one does.
Most of the time, it’s about having the conversation you’ve been putting off, making the best decision you can with what you’ve got, and learning as you go.
Usually with a cup of tea nearby that you keep forgetting to drink…