Sector reform


What the sector really needs If the government wants to make a meaningful difference, it must move beyond surface-level qualifications and deliver concrete funding for infrastructure and implementation. That means tech grants, matched funding schemes, and subsidised hardware. To genuinely improve care outcomes, we


need a joined-up strategy that recognises how digital transformation interlinks with pay, staffing, recruitment, and retention. Technology can ease burdens and enhance care, but only when embedded into a system that’s already functioning. This transformation will not happen


through top-down training alone. It requires collaboration between government, providers, and technology companies, co-designing training programmes and systems that are realistic, intuitive, and rooted in the day-to- day experience of those delivering care. Digital care systems, AI tools, and motion


sensors can transform how we support people to live well, but only if they are implemented alongside the resources to sustain them. That means fully funding Wi- Fi upgrades, staff training, and the hardware itself – not just upskilling leadership and hoping the rest will follow. It starts with meeting providers where they are, not where we would like them to be. This new qualification could be a positive


step if it comes with real investment, practical support, and a genuine commitment to listening to the sector. But without that, it risks becoming another headline with no meaningful impact on social care.


What is possible when funding meets care leaders’ actual needs When care providers have access to the right technology, real-time data, and the funding to implement both effectively, they are able to make faster, better-informed decisions that improve outcomes for the people they support. This is not a hypothetical. It is already happening where investment and infrastructure align with frontline needs. At Cloverley Care, a young man with


complex needs including epilepsy, partial paralysis, and acquired brain injury entered supported living overweight, with low mobility and a flat emotional affect. Using a digital care system, the team captured detailed data on his food intake, physical activity, emotional state, and medical observations. This structured data surfaced trends that would have been missed in


paper-based records. For example, daily logs highlighted


that his anti-epileptic medication, Tegretol, was suppressing emotional and cognitive function. By tracking mood and responsiveness over time, staff were able to present this evidence to his medical team. This led to a medication review, a phased reduction in Tegretol, and the introduction of Cenobamate—a newer drug with fewer side effects. As the data showed improved engagement and cognitive clarity, the team was able to titrate the dosage safely. This process, enabled entirely by consistent real-time observation and documentation, allowed for a personalised intervention that transformed his care trajectory. Beyond medication management,


the team used data to support physical rehabilitation. Logging his cycling distances and tracking weight loss and core strength over time helped clinicians fine-tune his physical therapy plan. This quantifiable feedback loop meant every intervention could be evaluated and adapted based on what the data showed, rather than guesswork or retrospective notes. At Rose Care Group, data-driven


decision-making enabled a different kind of transformation. A resident with type 2 diabetes had fluctuating blood glucose levels that had not been fully understood through routine care. They used Quik AI’s Guardian, an AI-powered analytics tool that integrates into care planning systems, including Log my Care, and analysed her historical data across food logs, hydration levels, and glucose readings. It flagged a mismatch between her prescribed diabetic-friendly diet and what she was actually consuming. With the AI surfacing these discrepancies,


the care team could act. They convened a conversation with the resident and a diabetic nurse, using visualisations and summaries generated from the platform to explain the situation clearly and constructively. Within days, the care plan was adapted. Over the following six weeks, data showed stabilised glucose levels, improved hydration, and bowel regularity – signs of better metabolic control. Importantly, this was not driven by more time or more staff. It was made possible by intelligent data use that guided timely, targeted interventions. In both cases, the outcomes were only


possible because the data was there to inform action. It enabled visibility across trends, removed reliance on memory or fragmented paper notes, and allowed clinical decisions to be backed by real evidence.


Sam Hussain


Sam founded Log my Care in 2017 after seeing digital care planning solutions work in the Far East and recognising the need for an intuitive and accessible solution in the UK. He is a passionate believer in the role of technology in aiding decision-making and transparency in care. Log my Care is now trusted by over 2,000 services and supports 13,000+ people every week. Before founding the company, Sam worked in HealthTech in the Far East and as a strategy consultant in London. He holds a Master’s in Engineering Science from the University of Oxford.


Technology did not replace human care – it strengthened it by making insight accessible and actionable. These are not aspirational case studies.


They are examples of what happens when technology is embedded thoughtfully, backed by investment, and matched to providers’ real-world workflows. But they also illustrate a wider point: without funding for implementation, infrastructure, and ongoing support, most services will not reach this level of data maturity. Real transformation in social care


depends not just on training leaders in what technology could do, but in giving them the tools and resources to actually do it. That means subsidised hardware, accessible internet, system training tied to live deployments, and user-friendly software that reduces admin rather than increasing it. The data already shows us what works.


Now the sector needs the funding and policy coherence to scale it. Because when providers can capture and act on the right data, in the right way, lives change – and care becomes truly proactive, personalised, and powerful.n


March 2026 www.thecarehomeenvironment.com 41


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