I was very struck today by the paper released by Care England and the Employee Ownership Association (EOA) on the contribution that employee ownership could make to the social care sector.

We know that care organisations, irrespective of how they are owned or managed, face a wide range of pressures, from commissioners with shrinking budgets to increasing costs of staff and rising demands.

The paper draws attention to the critical importance of social care in maintaining the dignity, quality of life and independence of millions of people.

From research cited in the paper, we also know the benefits that employee ownership can bring, from increased loyalty and improved staff morale to higher productivity and lower rates of absence.

Yes, the ownership model of a care business is not the sole determinant of how well that business looks after its staff or its clients, but it can be a significant factor in empowering them or ignoring them, in taking account of their needs or marginalising them.

As we think about care needs for an older relative in my own family, I want to know that the person who provides that care is valued by the organisation they work for, and is encouraged to have a say and to give their best. I want to know that for them, the priority will be the wellbeing of my family member.

The recommendations of the report are compelling; they include encouragement for care providers to think carefully about succession options, for local authorities to look at how they can support employee-owned models, and for central Government to leverage finance for employee buyouts and target additional support. All of those suggestions have merit.

Given the context for the care sector, it is surely time to explore how employee ownership models could contribute to a model of care that is focused on those who give care, and those who are supported by it.