In this blog post we wanted to focus on the monthly audit. This is something that is not looked upon favourably by care managers in home care companies. Unfortunately, it’s an unavoidable process that care companies need to go through to make sure that the care being delivered is safe, compliant and being carried out in accordance with how the customer is progressing under the care company.
Working in care requires extraordinary amounts of mental and emotional strength and resilience, something that is often underestimated outside and, on occasions, even within the care sector.
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 ?”