I’ve recently spoken with a number of larger care providers who had not even considered the impact of digital care planning upon their exposure in terms of litigation and, therefore, their insurance premiums. As this is such a key driver for going digital, it seemed timely to summarise the two key points here.
For decades, the UK’s domiciliary care sector could only measure the delivery of care upon the basis of quantity. Despite the wholly personal nature of the service; time and task was literally the only metric that could be applied to determine the efficiency and effectiveness of a team, a business or a contracted provider.
Starting a new care business should be an adventure and there will, no doubt, be challenging but familiar roads along the way, doing things where your previous experience has provided the expertise to do them better than the competition; designing person centred care packages; working with the CQC on registration and compliance; recruiting skilled and experienced care managers and care assistants; and delivering excellent care.
Pretty much every week somebody asks us: “Why haven’t you written a rostering system or bought a rostering system to go alongside your digital care planning – after all, you’ve got the engineers, you’ve got the money and it’s what everybody wants ?”
Sixteenth century English philosopher Francis Bacon is credited as being the first to coin the phrase ‘knowledge is power’. Real-time care plans and records provide the knowledge families need to ensure their relative is in safe hands.
Two entirely unrelated conversations over the last couple of weeks, (one with some CQC folk, the other with a London borough council) have flagged up the potential impact of digital care planning systems that is rather greater in reach than we’d previously ever considered.