Press Release

6th July 2017

England’s nursing homes failing on safety and quality, state of care report claims

37% of England’s 4,000 nursing homes have failed on the grounds of safety. This is according to the Care Quality Commission’s (CQC) ‘The state of adult social care services 2014 to 2017’, published today, which looked at 33,000 inspections of 24,000 different services under its new “tougher” regulatory inspection regime for the care sector.

With more than one million vulnerable people accessing care from these services, the CQC has highlighted in its review that drug administrative errors, staff shortages and falls sustained by nursing home residents contributed to these figures. There are staffing issues across the sector because of a drop in the recruitment and retention of nurses. The CQC also found that almost 25% of care homes and home helps were rated not safe, whilst 17% of community support, including sheltered housing fell short of the mark.

The CQC said that it recognises that there is “fragility” in the sector “influenced by funding and resource pressures”. However, the report did find that the majority of adult social care services are of a high quality and many continue to improve.

Andrea Sutcliffe, the Chief CQC Inspector of Adult Social Care, said that the amount of funding available remained an issue for the sector and a “long-term solution” needed to be found but the lack of funding was not an excuse.

Future Care Capital is a charity committed to engaging everyone in the design of health and care provision. The charity’s mission focuses on delivering improvements for those in receipt of care. It is by being more strategic and planning for the future that we can see in greater improvements across health and care provision. Future Care Capital will launch a report about the use data to transform services across the country. The CQC has highlighted the need to press ahead with a renewed focus on tackling the key historical issues holding back the sector in general.

Joel Charles, Deputy Chief Executive of Future Care Capital, said:

“The Care Quality Commission has set out a balanced and fair analysis of the standards in care services across England. Issues surrounding safety and quality in some nursing and care homes should be tackled as a priority. It is important to recognise the hard work and vital contribution care workers make. Recruitment and retention have been pressing issues for many years – the only way to resolve workforce issues is to deliver a new and attractive pathway for new entrants, who can see a route to developing new skills and the opportunity to build a long-term professional career in the sector.

“The report also identifies errors in the administration of medication – this could be solved with the better use of patient record data. Future Care Capital believes there is a ‘digital black hole’ in the services provided by the care sector that needs to be plugged now. The potential for health and care data to deliver better outcomes and quality is clear and should be a key priority going forward. We plan to launch a report on health and care data soon which will set out robust recommendations to help improve delivery and shape the debate on improving quality.

“We want to work with the sector to try and strike the right balance between privacy, security and the potential to unleash the significant benefits of health and care data that can go some way to tackling the big challenges highlighted in today’s state of care report.”


Notes to Editors

Press contacts

For all press enquiries, please contact Joel Charles, FCC Deputy Chief Executive, at [email protected].


Care Quality Commission, The state of adult social care services 2014 to 2017 (Sourced 6th July 2017)assessible here:

About Future Care Capital (FCC)

FCC is a charity, emerging from the sale of the awarding organisation, the Council for Awards in Care, Health and Education (CACHE), in September 2015.

Beginning life as the National Nursery Examination Board (NNEB) in 1945, the charity has evolved throughout its 70-year history and continues to have Her Majesty the Queen as its Royal Patron.

Following the sale of its awarding organisation business and assets (including the CACHE and NNEB brands) the charity has now embarked on its next chapter.

The Trustees have developed a detailed Strategy for the future direction of the charity and have recently approved the 10-year Business Plan. The Trustees have identified the following vision, goals and aspirations that follow on from the Charity’s objects:

Charitable Objects: To promote education, training, quality and standards in care, health and education and allied disciplines.

Vision Statement: The charity will be known for being the leading independent voice for applying evidence that will advocate for and deliver a step change in health and care, including the advancement of quality and standards as well as education and training for allied professions as a sustainable charity.

Mission: Engage, educate and involve all generations in the development and delivery of unified health and care provision.

Key Beneficiaries: Those in receipt of care.

Key Goals and Aspirations:

  • Be recognised as a leading advocate and thought leader;
  • to deliver a step change in the advancement of quality and standards, education and training in care and health and allied professions; and
  • sustainably grow impact.

The charity has adopted an agile approach to delivery underpinned by an enabling internal culture and supporting systems that reflect its core values of empathy, diversity, openness and professionalism.

The charity’s core offerings are delivered through two collaborative but independent delivery vehicles:

Evidence based Advocacy – developing new policy propositions and solutions supported by evidence-based research, stimulating debate and innovation through events, publications, projects and discussions with diverse stakeholders including the general public.

Social Impact Investment Fund – an investment fund managed by the charity to invest in sustainable social enterprises through an Innovation Fund, which support better quality and standards of services in the care, health and related education and training, which will generate a commercial return for the charity, supported by a ‘collaborative hub’ with the charity at its centre, facilitating knowledge sharing, supporting innovation and best practice, and gathering evidence and insights to feed into the charity’s Advocacy operations.

Legally structured as a charity, FCC intends to operate as a dynamic, agile and commercially aware organisation: a true social enterprise.

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