Calendar An icon of a desk calendar. Cancel An icon of a circle with a diagonal line across. Caret An icon of a block arrow pointing to the right. Email An icon of a paper envelope. Facebook An icon of the Facebook "f" mark. Google An icon of the Google "G" mark. Linked In An icon of the Linked In "in" mark. Logout An icon representing logout. Profile An icon that resembles human head and shoulders. Telephone An icon of a traditional telephone receiver. Tick An icon of a tick mark. Is Public An icon of a human eye and eyelashes. Is Not Public An icon of a human eye and eyelashes with a diagonal line through it. Pause Icon A two-lined pause icon for stopping interactions. Quote Mark A opening quote mark. Quote Mark A closing quote mark. Arrow An icon of an arrow. Folder An icon of a paper folder. Breaking An icon of an exclamation mark on a circular background. Camera An icon of a digital camera. Caret An icon of a caret arrow. Clock An icon of a clock face. Close An icon of the an X shape. Close Icon An icon used to represent where to interact to collapse or dismiss a component Comment An icon of a speech bubble. Comments An icon of a speech bubble, denoting user comments. Comments An icon of a speech bubble, denoting user comments. Ellipsis An icon of 3 horizontal dots. Envelope An icon of a paper envelope. Facebook An icon of a facebook f logo. Camera An icon of a digital camera. Home An icon of a house. Instagram An icon of the Instagram logo. LinkedIn An icon of the LinkedIn logo. Magnifying Glass An icon of a magnifying glass. Search Icon A magnifying glass icon that is used to represent the function of searching. Menu An icon of 3 horizontal lines. Hamburger Menu Icon An icon used to represent a collapsed menu. Next An icon of an arrow pointing to the right. Notice An explanation mark centred inside a circle. Previous An icon of an arrow pointing to the left. Rating An icon of a star. Tag An icon of a tag. Twitter An icon of the Twitter logo. Video Camera An icon of a video camera shape. Speech Bubble Icon A icon displaying a speech bubble WhatsApp An icon of the WhatsApp logo. Information An icon of an information logo. Plus A mathematical 'plus' symbol. Duration An icon indicating Time. Success Tick An icon of a green tick. Success Tick Timeout An icon of a greyed out success tick. Loading Spinner An icon of a loading spinner. Facebook Messenger An icon of the facebook messenger app logo. Facebook An icon of a facebook f logo. Facebook Messenger An icon of the Twitter app logo. LinkedIn An icon of the LinkedIn logo. WhatsApp Messenger An icon of the Whatsapp messenger app logo. Email An icon of an mail envelope. Copy link A decentered black square over a white square.

PriceWaterhouseCoopers’ advice on making a profit from care homes

Post Thumbnail

It is possible to provide good care and make money, it has been claimed.

The remarks came from Cameron Revie, health and public sector partner at PriceWaterhouseCoopers (PwC) in Scotland.

PwC, the international accounting and auditing firm that, among other tasks in Tayside, evaluated the £18 million contract at Stracathro Hospital to treat NHS patients by a private firm, issued a statement from Mr Revie summarising the challenges faced by private care homes in the wake of the situation facing groups such as Southern Cross.

With private care home fees generally rising above inflation over the past decade the sector in Scotland now generates revenues in the region of £1.5 billion.’Lucrative cash generator’Mr Revie said, “The care homes market has been seen as a lucrative cash generator by many in the private sector in recent years as it uses property as one of the key assets.

“As a result of the economic downturn, money is more expensive and property prices have fallen, and we are now seeing the collapse of many of these business models with failing care home groups struggling to restructure in the current market place.

“There has been a number of care home situations highlighted in the press recently, some for financial issues, others for operational shortcomings.”

He added, “Care is an emotive subject and further failures will inevitably lead to a public debate around questions such as, ‘Is it desirable that care services should be open to private enterprise in the same way as other services?’ and, ‘Who carries the can when things go wrong?’

“It is possible to provide good care and make money but management teams need to understand the benchmarks for both financial and operational performance and maintain these at a level which provides good quality service at the right price.”