PCS Workforce — formerly DepenSys — scores each resident across 27 care metrics and converts those scores into the hours and skill mix every shift actually requires. Required and actual hours sit side by side, live, by unit and by shift, so a manager sees a gap while the week can still be changed.
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Used by care organisations of every size
From single homes to national groups — the same method, the same numbers, whichever scale you operate at.
Most homes still set staffing by ratio, by spreadsheet or by experience — and only find out they were over or under after the shift has gone.
That number is editable, it is based on generic averages, and it carries no audit trail. Inspectors increasingly reject it. Councils are asking how dependency was calculated, and an answer that amounts to “we know our residents” is no longer accepted. Meanwhile agency cover gets bought to fill gaps that better evidence would have avoided.
With more than 60% of homes running at a loss under local authority fees, a number you cannot defend is both a regulatory risk and lost revenue.
“A ratio tells you how many staff to put on. It cannot tell you whether that was enough.”
Not a roadmap. What is different on the very first shift.
Staffing is matched to scored resident need rather than a generic ratio, so hours go where the care is — and agency stops being the fix for a gap nobody saw coming.
A live required-versus-actual view shows where to move hours, day by day and shift by shift. Most shortfalls are solved by moving hours, not by adding headcount.
Skilled hours are counted separately from total hours, so the system can tell a home it has enough people on duty but not enough qualified people. That is the gap an inspection tends to find.
Dependency scored over time shows how a placement has changed since it was agreed. That is evidence a commissioner will engage with, and something a rota can never provide.
The system supplies the evidence. The manager makes the call and records the rationale. Nothing is decided automatically, and nothing is taken out of professional hands.
“An hour of care is not the same as an hour of nursing.”
Skill mix, explainedThree steps to a staffing number you can show someone.
Each unit with its beds, then the shifts you actually run and the hours they cover.
27 care metrics, set by professional judgement. Needs are weighted against each other rather than added up, and Care Management data reads through automatically.
Hours, skilled hours, ratios, occupancy and dependency index, live, at home, unit and shift level.
There is no separate data-entry burden. It runs off the records a home already keeps, and existing Care Management resident data reads through — so nothing is set up twice.
Eight figures, at home level, updating as scores and rotas change.
Illustrative figures from one home's dashboard.
Dependency scores quantify what each resident needs, in hours and in skill. Held over time, they show how a placement has changed since it was agreed.
A resident is admitted on a package agreed at the point of placement. Over the next three years mobility declines, a catheter is fitted after a hospital admission, and night-time support becomes routine.
The fee never changes, because nothing recorded that the need did.
With PCS Workforce, each of those changes is a scored movement across 27 care metrics — dated, attributed and held. The home goes back to the commissioner with a trajectory rather than a snapshot: this is what the placement needed then, this is what it needs now, and this is the difference in hours and in skill mix.
A single data point invites the obvious reply — they could be fine tomorrow. Years of scored data does not.
Illustrative example. Not based on a named customer.
Agency spend controlled with evidence, and a route to recover fees that no longer match the care being delivered.
One view of workload and available hours across every home, on a consistent method rather than each manager's own judgement.
A defensible answer to how the rota was set, without adding to the admin of the day.
The same numbers answer the admissions question before it becomes a problem: can this home take another resident and still deliver good care?
See how dependency scoring becomes a staffing number you can take to an inspector, a commissioner or your board — and what the evidence looks like for a home the size of yours.
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Needs are scored by professional judgement, then weighted against each other rather than simply added up. Set Bed Rest to 1 and mobility rises to its highest level automatically, because the model understands how needs relate.
Scores can be updated daily, and reviews that fall out of date flag themselves. Residents still to be admitted and residents who have been discharged are held separately, so capacity decisions are made on the real picture rather than a stale roll.
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Reviews that fall out of date flag themselves — overdue at 25 days and up.
Skilled hours are calculated from who is on duty, at what grade, on which shift. Each grade carries its own skill weight, set once for the group and applied everywhere.
Weighting is a method of counting supervisory hours, not a judgement about carers. It is what lets the system tell a home it has enough hours but not enough skilled hours — the gap an inspection tends to find.
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Skill weights are set once for the group — the 0% baseline is a counting method, not a judgement about carers.
Regional and group managers see the same numbers as their homes, extrapolated across the portfolio: which homes carry the highest workload, which have hours available, and which are keeping their resident data current.
Homes group into regions with their own manager, occupancy and suggested hours, so oversight follows your operating structure rather than a flat list of sites.
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Regions carry their own manager, occupancy and suggested hours.
Evidence of sufficient numbers of suitably qualified, competent and experienced staff.
Shows how the service is staffed against Care Inspectorate and Care Inspectorate Wales requirements.
Regulators expect a staffing system, not an opinion. Every calculation and every change is logged, dated and attributed.
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An unbroken audit trail — every change attributed, dated and unalterable.
Book a call with one of our specialists. We'll listen to how you set staffing today, and show you what the evidence would look like for a home like yours — or read the brochure first.
27 care metrics per resident · Required vs actual, live by unit and shift · Getting started is a supported process
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