In this Q&A, Shaun Keep, co-founder of Say So alongside Paul Adams, tells Care Home Magazine why confidential reporting should be treated as an everyday management tool rather than a last resort.
For readers coming across Say So for the first time, how would you describe what you do and who you do it for?
Paul Adams and I have worked in safeguarding for more than 25 years between us, so investigating offences against vulnerable people and keeping them safe is second nature to both of us.
After reviewing 125 serious care failures, we found that in 65% of cases, staff already knew about underperformance, poor-quality care or misconduct before allegations of abuse or neglect emerged; that finding was the catalyst for Say So.
What we uncovered was a genuine fear among care staff about speaking up: the risk of losing their jobs, being sidelined, being labelled a troublemaker, or being bullied by colleagues. The standard speak-up or whistleblowing policies adopted by most providers, and routinely signed off by the CQC, simply were not working. Raising concerns directly with an employer felt like too great a risk for many staff to take.
We had identified a gap in information, service and support, and the case for filling it was clear. Fewer serious care failures mean more vulnerable people are protected, which in turn strengthens care businesses, safeguards jobs, and reduces costs. It is a benefit that extends to every stakeholder, from owners and shareholders through to care staff and the people they support.
Say So is an independent speak up service founded by two safeguarding professionals committed to protecting vulnerable people. Our work has also shown us that care staff themselves can be vulnerable, particularly as burnout and stress have risen alongside sector-wide pressures and broader economic uncertainty.
Reporting services are often seen as a last resort for when something has already gone wrong. Why should care homes instead treat confidential reporting as a proactive, everyday part of good management?
We see whistleblowing as a failure of communication. It is far better for care leaders to actively support those who speak up, because when staff trust the system and the people running it, information about risks, care quality and staff wellbeing surfaces early rather than staying hidden until a crisis point.
Early notice gives a provider the chance to assess a concern and act on it before it escalates. Where a pattern emerges, measures can be introduced to reduce or prevent future impact. We often ask care providers a simple question: if something is going wrong, would you rather know about it early or not? The answer is always yes, which is precisely the case with a trusted speak-up service.
How can a strong reporting culture become a selling point for a care home, both to prospective staff and to families choosing where to place a loved one?
An independent speak up service signals that a provider understands speaking up can be difficult, even impossible for some people, given the fears involved. It shows staff that their employer wants to hear from them under any circumstances, so that risks can be managed and standards maintained.
That extra step gives residents, prospective clients and their families confidence that a provider is genuinely committed to delivering the best possible care, not simply meeting minimum compliance requirements.
You talk about encouraging reports while issues are still small. Why does catching a concern early matter so much more in a care setting than in other sectors?
Small problems matter more than they might appear to. Left unaddressed, they can escalate quickly, even without any deliberate intention to cause harm. If a minor issue goes unchallenged, staff can come to see it as normal, which it should never be. We have seen low-level issues resolved early, ultimately benefiting the whole staff team.
How does confidential reporting affect staff morale and retention, particularly in a sector already under pressure from workforce shortages?
A persistent but low-level issue, left unresolved, can be enough to push a member of staff to leave, which is detrimental to everyone involved. Where staff have a route to report concerns about their working lives, change can happen that keeps them in post and demonstrates the qualities of a genuinely listening employer. Word of that travels quickly among a team.
When we roll out Say So, we brief staff in person, and the response has been consistently positive. Many say they feel relieved to finally have somewhere to turn when things are difficult. It clearly resonates: at each of my last three staff inductions, care staff gave a round of applause at the end.
What is it about this work that keeps you and your co-founders invested in it, and how would you describe the values driving Say So?
It is genuinely rewarding to meet people across the care sector who care deeply about care, however familiar that phrase might sound. We meet hundreds of care staff every month, and their commitment, on the front line of social care, is inspiring. The patience, skill and expertise they bring to difficult circumstances, day after day, is remarkable to witness.
Paul, I, and the wider Say So team exist to support that workforce by helping to make their workplaces as safe, well-run and well-supported as they possibly can be.
say-so.co.uk
