IESE Reflections
On 12th March 2026, Care England brought together policymakers, providers, regulators and researchers for its ‘Stand By Me’ conference – a reflective and timely event that focused on the future of adult social care (ASC). The conference created a space for honest discussion about what the sector needs most now, and what needs to change to secure sustainable, person-centred care in the years ahead.
Conference Context: Sector Pressures
Set against a backdrop of sustained workforce pressures, regulatory change and rising demand, the event began with a performance from the inspirational Baked Bean Charity Choir. A group made up of 3 men and 3 women, all with care needs – who sang 3 songs, with each member performing a solo throughout the performance. Songs included Born This Way, Sweet Dreams, and of course, Stand by Me. Their outstanding performance obtained a standing ovation from the attendees, marking a fantastic start to the event.
The event then continued with a brief overview of some pressing sector topics, including:
- The NI contribution increases.
- The climbing pressure on care providers.
- Redundancies increase.
- Funds are stagnating.
The Sector in Transition
Throughout the day, there was a consistent theme that emerged: Adult Social Care is operating in a period of profound transition. Speakers reflected on a system that had been shaped by long-standing structural pressures, but are now compounded by rising demands, ongoing policy reform, and workforce shortages.
The changes and challenges that the sector faces are well documented, but the conference also highlighted how this moment in time represents a turning point – one which requires clarity, collective action and courage from all.
Discussions underscored just how adult social care is being required to adapt at pace, oftentimes while also continuing to deliver critical services with limited resources. With sector-wide funding uncertainty, regulatory changes, and instability surrounding the workforce, there is demand for both providers and leaders to rethink delivery, delivery model optimisation, and accountable leadership in regard to making the sector sustainable for the long-term. Meanwhile, there has been recognition that maintaining care standards and protecting lived experience are essential while systems evolve.
The conference explored how social care sits within the wider landscape of health, public service, and local government which are all in flux. Speakers acknowledged that there is tension between stability and innovation and that transformation cannot come at the cost of safety, trust, and critically, quality. The sector’s transition needs to be guided by evidence, collaboration and a commitment across the board to person-centred care.
Rather than presenting a transition as a single end goal, contributors outlined it as an ongoing process, which demands sustained leadership and an honest dialogue. In this context, the message was clear that while the system may be changing, the responsibility to stand by those who need care and support remains strong.
Unity, Purpose and Putting People First
Throughout the conference there was a strong emphasis on unity and having a shared purpose across the sector. Speakers continually returned to the notion that, despite differences in roles, perspectives or organisations, there is a collective responsibility to stand by those who require care. This is especially important given the period of change and uncertainty.
The ‘Stand by Me’ theme was reflected in formal presentations, and in wider discussions about collaboration between regulators, providers, policymakers, and researchers. Contributors acknowledged that many of the challenges faced by the sector cannot be resolved in isolation, and that progress was dependant on relationships with understanding and trust across the sector.
There was also a focus on keeping people at the heart of decisions. As the system reforms, it will be critical to ensure that dignity, quality of life, and lived experience stay at the forefront of focus. Person-centred care was consistently framed as being non-negotiable.
Together, these core points reinforced the importance of unity and people as the sector undergoes the changes brought forward by reform.
Reforming Regulation in Adult Social Care
Chris Badger, Chief Inspector for ASC at the Care Quality Commission (CQC), has a strong new vision for the sector and presented his speech with a transparency that received a lot of praise.
Chris noted how more frequent inspections were necessary, and CQC is now reintroduced ASC-specific teams. There have also been improvements in who gets assessment and not ignoring aged assessments. New inspections for places that have not been inspected in some time are at a high risk and therefore need promptness and careful consideration.
He also noted how he has reduced the complexity of the inspection criteria form, by 10 queries, however, he is still looking at further reductions, as he believes there are two key points that take priority: personalisation, and safety. Chris has further increased assessments since March 2024, when there were below 100, whereas, as of January 2026, there have been more than 300.
When considering optimisation, Chris noted he was also looking at putting things back in place that had previously worked and was not afraid of ‘working backwards’ if it aided progression. Chris stated that when CQC conduct inspections, a report of usually 20-pages with more than 9,000 words is generated, meanwhile Ofsted conduct their reports and produce only 1,500 words. This highlighted room for efficiency improvements and streamlining processes for CQC, with potential for shorter, but more pointed approaches to reporting.
Research, Innovation and Learning in Care Settings
Nuno Santos Lopes, the Director of Research and Innovation at Nightingale Hammerson, a charity care home for the older Jewish community, contributed insight into research and innovation in care homes.
At Nightingale Hammerson, there is a dual focus on innovation and research. He spoke ab out the value that student placements can bring; they ask the ‘why’ questions to make you think, and often turn into full-time employees, aiding in recruitment. The care home adopts a proactive rather than reactive approach, firmly believing that research and practice advice are essential to its work. They have conducted 80 research studies in the past few years, with some fantastic insight. Care home admission ages are increasing, and there are more cases of people entering care homes at a later stage of need, highlighting a requirement for more preventative care and earlier intervention. This shows that people are typically getting more care at home, but is this sufficient? This poses the question of how to help those who need extra care before they get to the care home. To combat this, the care home also has a YouTube channel that has more than 100 videos that provide advice, insight and tips and tricks on how to care for someone. They also have a conference they run in house to educate and involve everyone; previously, 18 countries attended their conference online, showing the value of the insight provided.
The Fair Pay Agreement and Employee Rights
Charles Coleman Manktelow from the Department of Health and Social Care (DHSC), brought focus onto the Fair Pay Agreement. He discussed how the Fair Pay Agreement (FPA) is currently being agreed upon, including changes such as training, pay and work conditions. There is a national level of collective bargaining that is likely to occur annually to review this agreement.
Charles stated that this is more than just a policy for the social care sector. It is, in fact, an employment rights policy. The goal of the FPA is to promote fairness, help recruitment and retainment, while improving working conditions. However, this won’t come into play until 2028, and to further ensure it works as intended, everyone should be involved.
Leadership, Culture and Courage Under Pressure
Samantha Crawley (ANLP) spoke about the sustained pressures of the sector and how good leadership provides clarity in a time that defines culture and courage. Samantha stated,
“I dream of creating a world in which people going to a care home to live or work there are seen as, and feel, the most fortunate, happiest and fulfilled people alive today”.
Samantha discussed the workforce of care homes and how to change the culture. She believes the best approach is to alter the loudest person’s belief, and the rest will follow. As organisational cultures are typically shaped by the worst behaviour that the leader is willing to accept.
Samantha mentioned Pareto’s law, the 80/20 rule wherein 80% of the time is typically spent on 20% of the people, which is not sufficient or optimal.
She later went on to speak of her unique business recruitment process, that is implemented in her own care homes, which incorporates the following:
- Applicants get asked unusual questions first, such as ‘would you talk to a stranger at a bus stop’, or ‘do you dance in the rain’?
- Applicants are then invited with all other applications to attend a 3-hour event to play games and socialise – to see them as the people they are.
- After this, the applicants are then invited for an interview.
- The hiring team assesses for emotional intelligence and integrity when no one is looking.
The teams will additionally have monthly ‘lessons learned labs’ for everyone’s attendance, where mistakes and lessons learned are discussed. This helps to build staff confidence for inspections.
At the end of her talk, Samantha concluded that leadership is most critical under pressure, and that good leadership is a combination of openness, empathy, humanity, boundaries, standards, and listening.
Looking Ahead: What the Sector Wants by 2030-2035
The conference turned to look to the future, what the sector wants to see and goals for the sector to aim for by 2030-2035.
Some of the aspirations of the sector were based on the theme of support needing to move away from commissioning by the hour and take a more people-centred approach. More investment into digital and AI assistance was also highlighted as a sector goal, with investigation into how this can assist in improvements and help organisations run more effectively.
Some of the main aspirations of the sector for the next 5-10 years include:
- AI and digitisation enhancements.
- Stakeholder and policy agent engagement increase.
- Public awareness and understanding to improve narrative and public emotional investment.
- Positive and solution focused approach across the sector.
- Prioritising the workforce visa and policy changes to make social care employment a more desirable career option.
- Integrating pathways to speed up processes.
- Investigation into how taxpayer money is spent and how it is best to spend it for the people, not budgets.
- Humanisation of ASC data.
Workforce Management
Data from a survey of 318 providers showed that more than half of all providers are short-staffed and are using a default operational model where overtime is a necessity. Additionally, 80% of providers show they are losing time to manual tasks.
Complex shift pattens are becoming a strain, with little time for a coffee break, while funding does not equal what is needed.
Agency staff are becoming a frequent go-to option due to the unpredictability of staff sickness, yet agency staff are typically on a higher wage bracket, thus causing disparity among staff. On top of this issue, the Employment Act is going to increase the expense of agency staff, as pay and shifts will have to be guaranteed.
On the flipside, the data showed that loyalty is strong in the sector with 66.66% of staff expecting to stay with their employee and the people they care for day in and day out.
Notable statistics from the recorded survey showed the following:
- 80% of providers expect digital investment to rise.
- 70% agree that technological advancements support quality care.
- 66% of providers say that digital tools are easy to use.
- 54% of providers rely of staff overtime.
- 47% of providers use agency staff.
- 32% often redistribute tasks.
- 23% leave shifts uncovered.
This is important data that paints a picture of the realities that care providers face on the ground. With changes in employment legislation and overseas worker visas, workforce challenges are a key aspect of a changing sector that needs prompt resolution.
Chair’s Reflections and Closing Remarks
Angela Boxall, Chair of Care England finished up the conference. She reflected on the focus that ASC is about the “people in choirs” and reinforced Chris Badgers opening keynote speech, stating that these reflections were a breath of fresh air for the sector.
Overall, the conference highlighted both significant challenges and a strong commitment to practical solutions.
From calls to simplifying regulation and to strengthen workforce retention, to embedding innovation and research closer to frontline practice. Speakers consistently returned to the same message, that systems may change, but the responsibility to people is empirically central. Progress will depend on clarity, collaboration, and a shared commitment to person-centred care.
