MANAGEMENT
to improve coordination across organisational boundaries. People who draw on care and support often
interact simultaneously with GPs, community nursing teams, therapists, pharmacists, hospitals, local authority commissioners, advocates and voluntary organisations. Families frequently become the default coordinators between these services. While providers cannot eliminate organisational
fragmentation, they can reduce its impact by establishing clear communication routines, sharing information proactively where appropriate, clarifying responsibilities and ensuring residents and relatives understand what has been agreed after multi-disciplinary meetings.
Communication is central Our inequities research repeatedly found that participants valued professionals who listened, explained clearly and treated them with kindness and respect. Conversely, impersonal processes, inconsistent information and poor communication left people feeling confused, disempowered and less likely to seek further support. This includes understanding communication
preferences, providing accessible formats, using language that is inclusive and reflects the broad array of lived experiences, providing non-digital routes and ensuring translation and interpretation needs can be met. The aim is not to oversimplify a complex system, but to reduce the cognitive
burden placed on individuals and families who are often engaging with care at points of stress or vulnerability.
Good care is relational Most importantly, our inequity research shows that people consistently described good care in terms of being listened to, understood, treated as an individual and supported by people who knew them well. Continuity reduced the burden of repeatedly explaining needs, increased trust and strengthened people’s sense of dignity and control. Inequity is often experienced through everyday
interactions: uncertainty about where to turn, repeated explanations, fragmented communication and the exhausting work of coordinating services. At the same time, our research demonstrates that relatively small relational improvements (continuity, trusted relationships, clear communication and proactive support, for example) can significantly improve people’s experiences. For care providers, acting as trusted guides
rather than simply providers of care, you can reduce navigation burden, strengthen trust and deliver the more relational, person-centred and equitable care.
Scan here to read the full care inequities report and access more resources in the SCIE care equity evidence hub.
Gerard Crofton-Martin
Gerard is the Interim Chief Executive of the Social Care Institute for Excellence, and was previously SCIE’s Director of Transformation and Improvement, overseeing its innovative consultancy support and expert training. He has over 25 years experience working in the statutory and charity sector, and over 20 years in health and social care, including roles as Director of Quality and Evidence at Healthwatch England/ Care Quality Commission, and Director of Strategy, Impact and Transformation at Independent Age.
THE CARE HOME INDUSTRY HANDBOOK 2027 17
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