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January 2016<br />
The management magazine for the social care sector<br />
The Care Collapse<br />
- dire warnings from new report<br />
Osborne's 2%<br />
- recipe for postcode lottery?<br />
BUSINESS<br />
Four Seasons<br />
under fire<br />
How to survive a<br />
wage inspection<br />
A happy New<br />
Year to our<br />
readers and<br />
advertisers<br />
National Care Awards 2015:<br />
a <strong>galaxy</strong> <strong>of</strong> <strong>winners</strong>!
Regulars<br />
News ...................................................................4-8<br />
Diary......................................................................10<br />
Letters..................................................................14<br />
Product News ....................................................33<br />
Building with Care....................................34-36<br />
Business & property ...............................38-45<br />
COMPANY INDEX<br />
Anchor Care Homes .....................................4<br />
Avery Healthcare Group............................38<br />
Blackwood ......................................................8<br />
Care UK ........................................................34<br />
Country Court Care..............................38.42<br />
Four Seasons Health Care ........................38<br />
Hadrian Healthcare Group........................34<br />
Hartford Care ..............................................34<br />
Hutchinson Care Homes............................38<br />
Kingsley Healthcare...................................38<br />
Leyton Healthcare......................................38<br />
LifeCare Residences ..................................34<br />
Lifeways Group ...........................................40<br />
LNT Group (Ideal Carehomes)..................38<br />
Melrose Care.................................................16<br />
Only Care......................................................36<br />
Orchard Care Homes..................................38<br />
Orders <strong>of</strong> St John Care Trust ...................34<br />
Parklands Group .........................................36<br />
Radfield Home Care...................................44<br />
Spa Nursing Home Group .........................38<br />
Townfield Care.............................................45<br />
Inside this issue...<br />
FIRE SAFETY<br />
NATALIE PATRICK explains how<br />
to make compliance easy .......18<br />
THE EIGHTH<br />
Join us on<br />
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Turn<br />
to<br />
page<br />
31<br />
COVER<br />
STORY<br />
MEET<br />
THE WINNERS:<br />
National Care Awards<br />
2015 in pictures .......................24<br />
SOCIAL CARE PRECEPT THREATENS<br />
A ‘POSTCODE LOTTERY’:<br />
Full report on George Osborne’s spending review .........4<br />
CQC’s RATING: REQUIRES IMPROVEMENT?:<br />
NEIL GRANT reports from the recent CQC Board meeting...10<br />
REGULATION AT A CROSSROADS:<br />
Could regulation be set for new directions? By BOB FERGUSON ....12<br />
HOW CARE HOME OWNERS CAN MANAGE DEBT:<br />
DAVID EDWARDS looks at how to contain a potential crisis...........39<br />
A LIFETIME PASSION FOR CARE:<br />
Healthcare leadership pr<strong>of</strong>ile: Paul Marriner, Lifeways Group ......40<br />
HOW TO SURVIVE A MINIMUM WAGE INSPECTION:<br />
HANNAH MACKECHNIE shares her insights on the HMRC process....44<br />
Join us on Facebook Follow us on Twitter Find us on LinkedIn January 2016<br />
3
news<br />
Social care precept threatens a ‘postcode lottery’<br />
The social care sector has responded with one<br />
voice to George Osborne’s Autumn Statement<br />
about the Comprehensive Spending review at the<br />
end <strong>of</strong> November: it’s not enough.<br />
The key announcement the Chancellor <strong>of</strong> the<br />
Exchequer made was a ‘social care precept’<br />
allowing local authorities to raise new funding<br />
exclusively for adult social care. Mr Osborne said:<br />
“The precept will work by giving local authorities<br />
the flexibility to raise council tax in their area by<br />
up to 2% above the existing threshold. If all local<br />
authorities use this to its maximum effect it could<br />
help raise nearly £2 billion a year by 2019-20.”<br />
Furthermore, he said that further funds would<br />
be available from 2017, rising to £1.5 billion by<br />
2019-20, for the Better Care Fund, intended to<br />
shift resources in England into social care and<br />
community services away from the NHS.<br />
Mr Osborne said these policies “mean local<br />
government has access to the funding it needs to<br />
increase social care spending” and enable<br />
councils to cover the costs <strong>of</strong> the National Living<br />
Wage, expected to benefit up to 900,000 care<br />
workers. His view was that “the Spending Review<br />
sets out an ambitious plan so that by 2020 health<br />
and social care are integrated across the<br />
country”.<br />
While the social care sector is not against the<br />
2% council tax precept in principle, the general<br />
reaction was that it may be too little, too late.<br />
Editorial & advertising<br />
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The views expressed in Caring Times are not necessarily<br />
those <strong>of</strong> the editor or publishers.<br />
Sector responds to the Comprehensive Spending Review<br />
Pr<strong>of</strong>essor Martin Green, chief executive <strong>of</strong> the<br />
care providers’ body Care England, said the extra<br />
money “will not deliver enough money, and it will<br />
certainly not be in time to avert a crisis in some<br />
care services”. He also warned that there was no<br />
guarantee that every local authority would take<br />
up the opportunity to add the precept, and the<br />
policy risked creating an inconsistent approach to<br />
funding care across the country. He further called<br />
for a review <strong>of</strong> the Better Care Fund to ensure it<br />
goes to front-line care.<br />
His views were echoed by the National Care<br />
Association, which said “the current rates for<br />
social care, paid from local authority budgets, are<br />
well below the 2.4 per cent annual increase<br />
needed to keep pace with the costs <strong>of</strong> today’s<br />
care home placements”.<br />
Mike Padgham, Chair <strong>of</strong> the Independent Care<br />
Group (York and North Yorkshire), described the<br />
spending review as a “huge disappointment”.<br />
“We will see a situation where the Government<br />
thinks it has solved the problem by pushing<br />
responsibility onto local authorities who simply<br />
may not react,” he said.<br />
The UK Homecare Association said the review<br />
was “disheartening” and renewed its call for a<br />
change in the VAT status <strong>of</strong> ‘welfare services’<br />
away from being zero-rated to enable care<br />
providers to reclaim VAT on the costs they incur,<br />
as well as tax incentives for private individuals<br />
funding their own social care. “It also risks a<br />
postcode lottery <strong>of</strong> care,” she said.<br />
Jane Ashcr<strong>of</strong>t, the CEO <strong>of</strong> non-pr<strong>of</strong>it care<br />
home provider Anchor, welcomed Mr Osborne’s<br />
announcement <strong>of</strong> more money for specialist<br />
housing but again agreed the 2% precept is<br />
“woefully short <strong>of</strong> what's needed”.<br />
Also in the Autumn Statement...<br />
Des Kelly, the out-going executive director <strong>of</strong><br />
the National Care Forum, disputed Mr Osborne’s<br />
claim that his plans would help closer integration<br />
<strong>of</strong> health and social care, and that they “will not<br />
help with the additional costs that providers are<br />
facing with the National Living Wage, or pension<br />
auto-enrolment or the rising costs associated<br />
with recruitment and retention”.<br />
Some commentators also questioned whether<br />
the numbers would even add up as much as Mr<br />
Osborne claimed. Phil Hall, Director <strong>of</strong><br />
Healthcare, Alternatives at investment<br />
management firm JLL, observed: “If all local<br />
authorities take advantage <strong>of</strong> their new-found<br />
ability to raise council tax by up to 2% above the<br />
existing threshold it could raise a further £2bn by<br />
2019/20. However, there are some big ifs and buts<br />
which lie in the way <strong>of</strong> delivering this extra sum to<br />
the patients and residents who need it. The new<br />
money may be ring fenced but presumably<br />
existing spending is not. The devil as always will<br />
be in the detail and that may take some time to<br />
emerge, but in short the 2016/17 financial year is<br />
likely to be a very tough challenge for those<br />
social care operators focused on providing<br />
elderly care to local authority funded residents.”<br />
Mr Hall warned that “more defaults and<br />
restructurings are likely in the lowest fee areas”.<br />
Frank Ursell, chief executive <strong>of</strong>ficer <strong>of</strong> the<br />
Registered Nursing Home Association, agreed:<br />
“Many councils will think twice about putting up<br />
local taxes. So for the Chancellor to bandy about<br />
predictions <strong>of</strong> a<br />
possible £2 billion a<br />
year extra is a bit pie in<br />
the sky. We’ll believe it<br />
when we see it.”<br />
In addition to the council tax precept and extra resources for the Better Care Fund, other<br />
announcements in the Autumn Statement which may affect businesses, care staff and service users include:<br />
• Planned changed to tax credits for lower-income working families were scrapped – this was widely received as the best news<br />
from the Chancellor<br />
• Further tightening to Housing Benefit rules, with implications for those living in social housing as well as for housing providers<br />
• The basic State Pension will be increased to £119.30 a week from April 2016 (the rate for the new single tier pension coming in<br />
from April 2016 was set at £155.65 a week)<br />
• £600m additional funding into mental health services<br />
• £500m more for the Disabled Facilities Grant by 2019-20, which will fund around 85,000 home adaptations that year<br />
• An increase in the Minimum Income Floor earnings threshold, the level <strong>of</strong> earnings that a self-employed person has to earn in<br />
order to be entitled to Universal Credit, which may affect some self-employed carers<br />
• Widened eligibility for free childcare to working parents <strong>of</strong> three and four year olds from 2017<br />
• The rates <strong>of</strong> stamp duty land tax will be increased by 3% for the purchasers <strong>of</strong> second homes and buy-to-let properties<br />
• Small business rates relief was extended for another year<br />
• Pensions tax relief proposals were deferred until next year<br />
Mr Osborne also announced a 25% cut in the Whitehall budget <strong>of</strong> the Department <strong>of</strong> Health. This is intended to cut administration<br />
costs, although Nigel Edwards, chief executive <strong>of</strong> health care policy analysts The Nuffield Trust, warned “the Treasury’s figures<br />
show it actually represents a £1.5 billion cut in a single year to budgets that include training for doctors and nurses”.<br />
4<br />
January 2016<br />
www.careinfo.org
news<br />
Report warns <strong>of</strong> the ‘Care Collapse’<br />
The independent think-tank ResPublica has<br />
published initial results <strong>of</strong> its research into the<br />
future financial viability <strong>of</strong> the residential care<br />
industry.<br />
The think-tank maintains that Britain’s<br />
residential care sector is in crisis: “Providers<br />
are being faced with an unsustainable<br />
combination <strong>of</strong> declining real terms funding,<br />
rising demand for their services, and increasing<br />
financial liabilities. Our research projects a<br />
funding gap <strong>of</strong> over £1 billion for older people’s<br />
residential care alone by 2020/21, which could<br />
result in the loss <strong>of</strong> around 37,000 beds. Given<br />
the perilous state <strong>of</strong> the industry, there is no<br />
private sector provider with the capacity to take<br />
in the residents who would be affected by the<br />
loss <strong>of</strong> other providers’ beds.”<br />
ResPublica declared the worst outcome is<br />
most likely: namely that the vast majority <strong>of</strong><br />
care home residents will end up on general<br />
hospital wards. It projects that if all these lost<br />
care home beds were to flow through to<br />
hospitals in this way, the annual cost to the<br />
NHS would total £3 billion.<br />
It summarised further key factors in the<br />
crisis:<br />
• An ageing population: over 65s make up<br />
about 18% <strong>of</strong> the population, is set to rise to<br />
25% by 2050<br />
• Acute conditions: 70% <strong>of</strong> the total health and<br />
care spend in England, is on long-term<br />
conditions, faced by only 30% <strong>of</strong> the overall<br />
population<br />
• Spending cuts: 90% <strong>of</strong> local authorities now<br />
only provide funding for older people with<br />
‘substantial’ or ‘critical’ needs. The result <strong>of</strong><br />
this has been that the number <strong>of</strong> over 65s<br />
getting public money for social care has<br />
fallen by 27%.<br />
The Director <strong>of</strong> ResPublica, Phillip Blond,<br />
said: “When Southern Cross failed the private<br />
sector stepped in and cared for those left<br />
homeless. Now, however, with the sector losing<br />
money for every funded resident there is no<br />
provider <strong>of</strong> last resort. We fear the worst case<br />
scenario is the most likely, that these residents<br />
will flood our local general hospitals costing £3<br />
billion per year by 2020.”<br />
The report’s author Emily Crawford added:<br />
“The National Living Wage is a great step<br />
forward. It is estimated it could help more than<br />
6 million low paid workers. But for the care<br />
sector, which is heavily reliant on its labour<br />
force, it could be catastrophic.”<br />
George McNamara, Head <strong>of</strong> Policy at<br />
Alzheimer’s Society, responded to ResPublica’s<br />
research: “We already know from local<br />
government that the social care funding gap is<br />
growing by £700m each year, so this report<br />
only serves to highlight further the<br />
devastating impact that these relentless<br />
financial cuts are having.”<br />
We need a new settlement for residential<br />
care and one that crucially meets the care<br />
needs <strong>of</strong> an ageing population. This needs<br />
reform in the way we fund care, as well as how<br />
it is delivered. The forthcoming spending<br />
review provides a prime opportunity to<br />
address this urgent need.<br />
“By 2021 there will be over one million<br />
people in the UK living with dementia, yet<br />
significantly fewer options for care available to<br />
them. Two-thirds <strong>of</strong> the cost <strong>of</strong> dementia is<br />
already paid for by people with dementia and<br />
their families or carers. Government-funded<br />
support is a life line to many families and the<br />
pressure will only increase if social care is cut<br />
further and ultimately, pushed to the point <strong>of</strong><br />
collapse.”<br />
ResPublica’s full report will be published in<br />
early 2016. The research was conducted in<br />
partnership with Four Seasons Health Care,<br />
HC-One and the care workers’ union GMB.<br />
The interim report is available at<br />
www.respublica.org.uk/wp-content/<br />
uploads/2015/11/ResPublica-The-Care-<br />
Collapse.pdf.<br />
Social care complaints to the Ombudsman on the rise<br />
The Local Government Ombudsman (LGO) has published its complaints statistics for adult social care 2014/15. In that<br />
period, it received 2803 complaints and enquiries about adult social care, 18% more than received the previous year.<br />
In those complaints where it carried out a detailed investigation, the LGO upheld 55% <strong>of</strong> cases by finding some<br />
form <strong>of</strong> fault with the council or care provider. The areas most complained about within adult social care are:<br />
assessment and care planning; residential care; homecare; charging and safeguarding.<br />
The LGO continues to see a year-on-year increase in the number <strong>of</strong> complaints it receives about independent care<br />
providers, where there has been no involvement from a council, but this remains only 10% <strong>of</strong> its entire adult social<br />
care caseload.<br />
Pr<strong>of</strong>essor Martin Green, Chief Executive <strong>of</strong> Care England, welcomed the report. He said: “We agree that the best<br />
care is carried out in an open culture where complaints can be dealt with between staff, service users and families.”<br />
The report is available from www.lgo.org.uk/downloads/special%20reports/2260-ASC-report-final.pdf<br />
11 th<br />
UK DEMENTIA<br />
C O N G R E S S<br />
1-3 November 2016, Brighton<br />
For sponsorship and exhibition opportunities please<br />
contact caroline@hawkerpublications.com<br />
6<br />
January 2016<br />
www.careinfo.org
in a nutshell...<br />
nuggets <strong>of</strong> news<br />
For more news, go to:<br />
www.careinfo.org<br />
– Caring Times’ <strong>of</strong>ficial website<br />
Apprenticeship levy <strong>of</strong>fers<br />
happier news from Osborne<br />
Another announcement in George Osborne’s<br />
Autumn Statement gave details <strong>of</strong> the<br />
Apprenticeship Levy, which is set to help<br />
generate a £3 billion training fund to drive<br />
much-needed skills development across all<br />
sectors, including health and social care.<br />
The levy, which is due to come into effect in<br />
April 2017, will be 0.5% <strong>of</strong> an employer’s wage<br />
bill, and will be paid by organisations with<br />
annual wage bills in excess <strong>of</strong> £3 million. Every<br />
employer will receive a £15,000 allowance to<br />
<strong>of</strong>fset against the levy and spend on<br />
apprenticeship training.<br />
For smaller social care organisations, which<br />
will not have to contribute to the apprentice<br />
levy but will still have access to funding, the<br />
new plan represents a training budget boost.<br />
Jill Whittaker, Managing Director <strong>of</strong><br />
Connect2Care, an apprenticeship supplier for<br />
the health and social care industry,<br />
commented: “The levy couldn’t have come at a<br />
more opportune time for the sector, which is<br />
crying out for skilled workers. It will support<br />
the entire sector to develop and grow, and<br />
ensure that all care operators – private and<br />
public – are able to provide a high standard <strong>of</strong><br />
training to staff. It is key that care sector<br />
managers make the most <strong>of</strong> the new levy.”<br />
Further details on the levy proposals can be<br />
found at www.gov.uk/government/uploads/<br />
system/uploads/attachment_data/file/<br />
482049/apprenticeship_levy_response_251120<br />
15.pdf.<br />
Survey confirms Living Wage impact<br />
A snapshot survey <strong>of</strong> 55 care home owners in the West Country has<br />
revealed that 82% <strong>of</strong> respondents believe the Living Wage will increase<br />
their payroll costs.<br />
Almost as many (80%) also reported that the new rules on autoenrolment<br />
pensions will be complex for care homes, which have a high<br />
level <strong>of</strong> part-time and short-term employees.<br />
Asked whether they were concerned about government plans to<br />
restrict migrant labour, 46% said ‘we are not reliant on migrant labour<br />
and have no problem in recruiting staff’. However, 42% said that<br />
increased immigration controls were <strong>of</strong> concern.<br />
The survey was conducted by the care homes team at the<br />
accountancy firm Bishop Fleming.<br />
Meanwhile the Five Nations Care Forum, which represents the sector in<br />
the UK and Ireland, has written to the Chancellor, George Osborne,<br />
expressing is concern over the potentially “catastrophic” consequences<br />
<strong>of</strong> introducing the Living Wage. “It is vitally important that the Chancellor<br />
addresses this looming crisis as a matter <strong>of</strong> urgency,” the group said.<br />
Care quality map and league<br />
table for England unveiled<br />
Herefordshire is the best county for care and<br />
nursing services, according to a new<br />
interactive map and league table <strong>of</strong> care<br />
quality across England.<br />
The data, derived from CQC's inspections <strong>of</strong><br />
care services, suggests the top three counties for<br />
services including care and nursing homes and<br />
homecare, are Herefordshire (97%), Warwick -<br />
shire (94%) and Rutland (93%), while the lowest<br />
ranked counties are Oxfordshire (81%), West<br />
Yorkshire (81%) and the Isle <strong>of</strong> Wight (79%).<br />
However, the research, compiled by<br />
TrustedCare.co.uk, an online directory for<br />
reviewing care providers, shows that quality<br />
and price <strong>of</strong>ten bear no relation. For example:<br />
Oxfordshire has the most expensive nursing<br />
homes (average cost <strong>of</strong> £998 per week) and<br />
fourth most expensive care homes (£754pw).<br />
The data reveals that there are 13,209<br />
providers still waiting to be inspected under<br />
CQC’s new inspection process launched in 2014.<br />
New tax guide published<br />
Capital Allowances for Care<br />
Homes is a newly updated<br />
guide for care home<br />
proprietors. It is designed<br />
to help owners to<br />
understand the issues,<br />
and to avoid getting<br />
stung by choosing the<br />
wrong pr<strong>of</strong>essional<br />
advisers.<br />
The book is published<br />
by Claritax Books for<br />
£25, plus £4 p&p. Caring Times readers can<br />
order it with free p&p (worth £4) via<br />
www.claritaxbooks.com using the code<br />
CXFREEPOST.<br />
Ageing social care worker pool could cause talent time bomb<br />
The social care sector is heading for a<br />
budgetary and skills shortage if it fails to<br />
address current demand for older, experienced<br />
and more costly workers over younger and less<br />
qualified hires, according to labour supply<br />
management specialist Comensura, which<br />
recently launched its Social Care Index 2015.<br />
Between the year ending March 2014 and<br />
year ending March 2015, the Social Care Index<br />
shows that the percentage <strong>of</strong> temporary social<br />
care worker hires aged between 45 and 54 had<br />
risen by 9.3%, to account for 32.8% <strong>of</strong> the<br />
total temporary social care workforce. In<br />
comparison the numbers aged 16 to 24 and 25<br />
to 34 decreased by 21.8% and 6.1%<br />
respectively in the same period.<br />
The marked reduction <strong>of</strong> temporary<br />
assignments <strong>of</strong>fered to the under 34s means<br />
those who have just entered the pr<strong>of</strong>ession or<br />
are developing a career are finding it harder to<br />
adequately develop their skills in the<br />
workplace. Comensura warned this could cause<br />
a “skills shortage time bomb”, as older workers<br />
will eventually retire from the pr<strong>of</strong>ession and<br />
leave it with an unskilled workforce.<br />
Other findings from Comensura’s Social Care<br />
Index show that around three quarters <strong>of</strong> the<br />
temporary social care workforce is female, but<br />
the number <strong>of</strong> people taking a TSCW role has<br />
increased for both genders. There has also<br />
been a 13.5% year-on-year rise in such workers<br />
changing their employment status by moving<br />
from PAYE to a ‘limited’ status, such as<br />
becoming a limited company contractor.<br />
Blackwood trials new smart system<br />
A pioneering new smart care<br />
system has been trialled<br />
successfully at Broom Court, a<br />
care home in Stirling run by<br />
Blackwood.<br />
Clever Cogs technology, which<br />
can be installed in various<br />
compatible touch screen<br />
devices, influences everything<br />
from the ability to open curtains<br />
and switch on TVs, to ordering shopping and ensuring a constant<br />
connection with family, friends and carers.<br />
It also provides extra security with features that allow users to see<br />
who it is at their door before they open it, as well as ‘alert’ and ‘help’<br />
buttons which can connect residents to members <strong>of</strong> staff in seconds via<br />
the video link system.<br />
Blackwood is now trialling the system further in Dundee.<br />
8<br />
January 2016<br />
www.careinfo.org
inspection & regulation/diary<br />
CQC’s rating: requires improvement?<br />
At Ridouts we advise care providers on<br />
CQC inspection reports and ratings on a<br />
daily basis. While there have been some<br />
positive developments over the last two years at<br />
CQC in terms <strong>of</strong> the exercise <strong>of</strong> its inspection<br />
functions, there is still considerable room for<br />
improvement.<br />
What is apparent is that CQC is struggling to<br />
meet its performance target to complete all Adult<br />
Social Care (ASC) inspections by September<br />
2016. At the CQC Board Meeting on 18 November<br />
2015, brave statements were uttered about good<br />
progress being made but, as Sir Robert Francis<br />
QC pointed out, the underlying completed<br />
inspection figures had deteriorated since the<br />
September board meeting. The year-to-date gap<br />
as at November stood at 25%, equating to 1505<br />
comprehensive inspections that had not been<br />
carried out. Furthermore, only 29% <strong>of</strong> ASC<br />
locations had had published ratings by November<br />
2015. It seems highly unlikely that the overall<br />
target to inspect all ASC locations by September<br />
2016 will be met although the true position<br />
should be clearer by March or April 2016.<br />
In the longer term, CQC will have to move to a<br />
more risk-based model given the pressures <strong>of</strong><br />
having to inspect over 25,000 ASC locations<br />
within a reduced state allocated budget. The CQC<br />
consultation on the future <strong>of</strong> regulation due in<br />
January 2016 will have to deal with the reality <strong>of</strong><br />
what is achievable in relation to inspection<br />
frequency. That <strong>of</strong> course will not help providers<br />
rated as ‘requires improvement’ who desperately<br />
want a re-inspection. CQC should consider<br />
reverting to desktop reviews rather than placing<br />
its entire emphasis on site inspections. There has<br />
to be greater flexibility on the part <strong>of</strong> CQC in<br />
receiving information from providers after<br />
inspections to ensure the public is given up-todate<br />
assurance on the quality <strong>of</strong> care services.<br />
CQC also requires improvement in relation to<br />
the publication <strong>of</strong> inspection reports in a timely<br />
NEIL GRANT, partner at<br />
Ridouts solicitors, reports<br />
from the November CQC<br />
Board meeting and finds<br />
there’s much to be done<br />
fashion. As at November 2015, 59% <strong>of</strong> final<br />
reports were published within 50 working days.<br />
However, it should be remembered that the<br />
current target <strong>of</strong> 50 working days is double that<br />
which prevailed before ratings were introduced.<br />
While the situation appears to be improving there<br />
remain a significant proportion <strong>of</strong> reports that<br />
are taking more than 50 working days to publish<br />
with some taking more than 100 working days.<br />
This is in the context <strong>of</strong> providers being given 10<br />
working days to submit factual accuracy<br />
comments. Even a delay <strong>of</strong> two and a half months<br />
undermines the reliability <strong>of</strong> CQC’s reporting<br />
function.<br />
Time consuming<br />
What is clear is that inspections are taking longer<br />
than anticipated, with inspectors being required<br />
to undertake time-consuming enforcement<br />
action work alongside the day job. In quarter 2 <strong>of</strong><br />
2015/16, 136 providers entered special measures<br />
bringing the total to 155 since special measures<br />
were introduced in April 2015. A significant<br />
amount <strong>of</strong> enforcement activity is also in<br />
progress. As at October 2015, there were 343<br />
enforcement actions in progress comprising 104<br />
warning notices, 18 urgent cancellations, 104 civil<br />
actions (undefined) and 117 non-urgent<br />
cancellations. It was also noted at the November<br />
board meeting that a number <strong>of</strong> prosecutions<br />
were coming to fruition and would be reported on<br />
in due course. One can expect more enforcement<br />
action given the Board’s concern that there were<br />
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JANUARY<br />
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■ Rolling out Personal Budgets in<br />
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DATE: January 26<br />
VENUE: Central London<br />
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■ Developing the Health & Social Care<br />
Workforce & Priorities for Health<br />
Education England<br />
DATE: January 28<br />
VENUE: Central London<br />
ORGANISER: Westminster Healthcare<br />
Forum<br />
Tel: 01344 846796<br />
W: www.westminsterhealthcareforum.co.uk<br />
FEBRUARY<br />
■ Next Steps for Health & Social Care<br />
in Greater Manchester<br />
DATE: February 26<br />
VENUE: Central Manchester<br />
ORGANISER: Westminster Healthcare<br />
Forum<br />
Tel: 01344 846796<br />
W: www.westminsterhealthcareforum.co.uk<br />
an increased number <strong>of</strong> locations that had not<br />
met one or more standards compared to the<br />
previous quarter.<br />
Figures presented to the November 2015<br />
Board showed that 51.9% <strong>of</strong> providers either<br />
strongly agreed (12.4%) or agreed (39.4%) that<br />
their inspection judgements were fair. However a<br />
substantial minority either disagreed (16.6%) or<br />
strongly disagreed (8.5%). In part this is to be<br />
expected given the measure is <strong>of</strong> the percentage<br />
<strong>of</strong> providers who are in breach <strong>of</strong> a fundamental<br />
standard, or rated as inadequate or requiring<br />
improvement. However the fact that 25% do not<br />
consider their judgements to be fair makes the<br />
need for an effective rating review process all the<br />
more important. No information was presented<br />
to the November 2015 Board about rating<br />
reviews. At Ridouts we have been waiting many<br />
months for decisions on rating reviews with no<br />
updates on progress. There is a lack <strong>of</strong><br />
transparency around the statistics and outcomes<br />
<strong>of</strong> rating reviews which is most concerning.<br />
Improved ratings<br />
On a more optimistic note some 44% <strong>of</strong> ASC<br />
reinspections result in an improved rating. The<br />
picture is even better for services rated<br />
inadequate overall where reinspections <strong>of</strong> 155<br />
services led to 75 (48%) improving to requires<br />
improvement and 27 (17%) to good. That left 53<br />
(34%) remaining as inadequate. CQC will no<br />
doubt interpret these figures as showing the<br />
effectiveness <strong>of</strong> its actions.<br />
By way <strong>of</strong> conclusion, if one were to apply an<br />
equivalent overall rating to CQC’s performance, it<br />
would almost certainly be requires improvement.<br />
The challenge for the CQC Board will be to<br />
improve performance to a good. It is telling that<br />
in their most recent staff survey only 33% felt<br />
that morale at CQC was good, an improvement<br />
on earlier surveys but hardly a resounding<br />
endorsement <strong>of</strong> the organisation. CT<br />
Hawker Events<br />
APRIL<br />
■ 8th Annual Scottish Caring &<br />
Dementia Congress<br />
DATE: April 20<br />
VENUE: The Alzheimer Scotland<br />
Centre for Policy and Practice,<br />
University <strong>of</strong> the West <strong>of</strong> Scotland<br />
MAY<br />
■ Care Agenda<br />
DATE: May 10<br />
VENUE: Heart <strong>of</strong> England Conference<br />
Centre, Birmingham<br />
For further information and<br />
bookings, email<br />
jessica@hawkerpublications.com or<br />
visit www.careinfo.org/conferences<br />
10<br />
January 2016<br />
www.careinfo.org
inspection & regulation<br />
Regulation at a crossroads?<br />
It was one <strong>of</strong> those watch-my-lips moments.<br />
“WE. ARE. NOT. AN. IMPROVEMENT.<br />
AGENCY.” As is <strong>of</strong>ten the way with dogmatic<br />
declarations, the stockade David Behan erected<br />
around CQC’s duty roster didn’t hold. Although<br />
an improvement role was imposed, the regulator<br />
has since embraced it with all the passion <strong>of</strong> a<br />
convert – “<strong>of</strong>fering almost all the leadership...<br />
about quality improvement,” according to one<br />
sage. And it’s had its critics.<br />
Not that it’s a novel experience. While much <strong>of</strong><br />
the criticism is constructive, CQC must also<br />
endure sporadic volleys <strong>of</strong> sniping from the<br />
crackpot fringe. If it can treat that with contempt,<br />
as it should, it cannot so easily dismiss objections<br />
from the likes <strong>of</strong> the Pr<strong>of</strong>essional Standards<br />
Authority (PSA), the overseer <strong>of</strong> regulators <strong>of</strong><br />
health and social care pr<strong>of</strong>essionals.<br />
This authoritative voice has spoken out about<br />
the downsides <strong>of</strong> embedding improvement in<br />
CQC operations. It detracts from the primary<br />
duty <strong>of</strong> maintaining standards; it blurs the line<br />
between regulator and regulated, when the latter<br />
is legally accountable for the quality <strong>of</strong> care; and<br />
it puts the Commission at risk <strong>of</strong> being blamed<br />
for failure.<br />
In any case, PSA argues, it hasn’t done what it<br />
says on the tin: “If regulation was going to<br />
The recent ‘State <strong>of</strong> Care report’ from<br />
the Care Quality Commission (CQC)<br />
highlighted a varying picture <strong>of</strong><br />
health and adult social care in England.<br />
Whilst more than 80% <strong>of</strong> GP practices, six<br />
out <strong>of</strong> 10 adult social care services, 38% <strong>of</strong><br />
hospitals and just under half (46%) <strong>of</strong> nursing<br />
homes inspected by CQC were rated good or<br />
outstanding, the report found that “there<br />
remains significant variation in quality and an<br />
unacceptable level <strong>of</strong> poor care”.<br />
It highlighted that 7% <strong>of</strong> acute, primary<br />
medical and adult care services were rated<br />
inadequate, with care standards considered<br />
so poor that urgent improvements are<br />
needed. Within adult care services, it was<br />
nursing homes that were found to provide the<br />
poorest quality <strong>of</strong> care than other services in<br />
this sector, suggesting a great need for<br />
improvement.<br />
One <strong>of</strong> the biggest concerns from the<br />
report relates to the safety <strong>of</strong> services in care<br />
and nursing homes, with 10% rated<br />
inadequate, and 33% requiring improvement.<br />
The quality <strong>of</strong> leadership in nursing homes<br />
was also brought into question with 8% <strong>of</strong><br />
services rated inadequate.<br />
The report pointed to examples <strong>of</strong> this<br />
inadequate care including a nursing home<br />
improve care, it would have done it by now. So it’s<br />
time to improve regulation.” Its solution –<br />
replacing quality improvement with the<br />
preventive force <strong>of</strong> quality control – is beguilingly<br />
simple. But would Whitehall really countenance<br />
such a turnaround?<br />
The authorities <strong>of</strong> the Greater Manchester<br />
decentralisation project are equally unhappy with<br />
the status quo. Their original ambition to take<br />
over regulation having been rebuffed, NHS<br />
partners remain impatient for fundamental<br />
change, specifically, shifting the focus <strong>of</strong><br />
regulation from “the statutory health <strong>of</strong><br />
individual organisations” to “the effective<br />
operation <strong>of</strong> the system”. A prospect that is<br />
unlikely to get a ministerial thumbs-up, though<br />
operating both in tandem might just appeal.<br />
As seems to be the case with CQC’s pilot<br />
scheme, “Quality <strong>of</strong> care in a place”, which relies<br />
on published assessments <strong>of</strong> the quality <strong>of</strong> health<br />
and social care services within designated areas<br />
to drive improvement locally. So far so good, but<br />
this holistic focus will be like making bricks<br />
without straw unless essential context is<br />
routinely provided by extending scrutiny to<br />
commissioning. From which, <strong>of</strong> course, CQC is<br />
disqualified, having had that oversight scratched<br />
from its dance-card.<br />
where there was “an overpowering smell <strong>of</strong><br />
urine and mould on the walls” and<br />
“medication not being administered properly<br />
at a care home and that some patients had<br />
their medicine delayed while others showed<br />
overdose symptoms”.<br />
Demand for social care is increasing, with<br />
the numbers <strong>of</strong> people aged over 85 (those<br />
most likely to need care) and older people<br />
with a disability are projected to rise sharply<br />
in the coming years. This is at a time when<br />
financial pressures are immense. According to<br />
the National Audit Office, statutory funding for<br />
social care decreased by £4.6bn over the past<br />
five years, a 31% real-term reduction in net<br />
budgets.<br />
One <strong>of</strong> the major problems in the care<br />
sector is staff shortages and high staff<br />
turnover rates. The report highlighted that<br />
nurse vacancy rates can be as high as 20% in<br />
domiciliary care and 11% in residential care. It<br />
also reported that adult social care provider’s<br />
agree that vacancy and turnover rates are too<br />
high, and that there is an urgent need to share<br />
and use best recruitment and retention<br />
practices throughout the sector.<br />
Whilst staff shortages can impact service<br />
levels, there is no excuse for staff on the job<br />
not being trained in the basics, or for<br />
disregarding critical processes such as not<br />
administering medicine properly, having<br />
out-<strong>of</strong>-date medicine or not storing<br />
medicines correctly; or essential checks <strong>of</strong><br />
equipment and the safety <strong>of</strong> the living<br />
environment either not carried out or acted<br />
on, or they are treated as a tick-box<br />
exercise. Failing to adhere to systems or not<br />
carrying out duties properly is<br />
compromising patient safety.<br />
A drive for more consistent standards <strong>of</strong><br />
care from health chiefs is needed and best<br />
practice from care homes that are<br />
performing outstandingly must be shared.<br />
Indeed the report suggests a need to<br />
“develop a culture <strong>of</strong> continuous<br />
improvement – seeking to recognise,<br />
celebrate and share good practice”.<br />
In some cases it can be understood why a<br />
back-to-basics approach is attractive in order<br />
to prioritise staff training and development<br />
and reinforce simple processes such as safety<br />
checks, and completing records properly.<br />
Amid rumbles <strong>of</strong><br />
criticism and the<br />
emergence <strong>of</strong><br />
alternative<br />
approaches,<br />
could regulation<br />
be set for new directions,<br />
asks BOB FERGUSON<br />
When David Behan was asked how, therefore,<br />
his organisation could possibly take a truly<br />
whole-system approach, he explained that it<br />
would be able to “reflect” the quality <strong>of</strong><br />
commissioning even though it couldn’t “review”<br />
it. In the absence <strong>of</strong> a Bletchley code-breaker to<br />
decipher this doublespeak, it’s difficult to tell if he<br />
was trying to keep his options open without<br />
discombobulating his political masters or simply<br />
running up the white flag. Enough ducking and<br />
diving, David, it’s time to speak truth to power.<br />
Providers probably feel conflicted about these<br />
developments. Happy that regulation should be<br />
improved, particularly if it brings commissioning<br />
into play by joining the dots between care quality,<br />
council prices and the impact <strong>of</strong> austerity’s<br />
gastric band, but terrified that quality ratings<br />
might fall casualty were improvement to be<br />
decoupled from regulation. CT<br />
CQC report is an opportunity to improve standards <strong>of</strong> care<br />
By MARY CLARKE,<br />
Chief executive, Cognisco,<br />
www.cognisco.com, tel: 01234 757520<br />
However, the<br />
ease <strong>of</strong> access<br />
to relevant<br />
material, the<br />
review <strong>of</strong> the internal culture and most<br />
importantly, decision-making by staff in<br />
critical situations are also key areas that need<br />
addressing.<br />
The competence and confidence <strong>of</strong> all staff<br />
must also be assessed regularly to ensure<br />
there are consistent standards <strong>of</strong> care<br />
delivered to patients and that staff are<br />
applying their knowledge in the right way on<br />
the job.<br />
Whilst the CQC report makes for<br />
depressing reading for some, it is also an<br />
opportunity for the care sector to address the<br />
issues that have been uncovered and drive up<br />
standards <strong>of</strong> care and safety. Providing a safe,<br />
caring and compassionate service for<br />
patients is critical and to do this, care home<br />
providers must fully understand the<br />
competency and confidence <strong>of</strong> their staff. CT<br />
12 January 2016 www.careinfo.org
inspection & regulation/letters<br />
CQC watch: Notices <strong>of</strong> Proposal to Cancel<br />
Statistics disclosed by CQC show that whilst<br />
there were only seven completed<br />
cancellations (plus four urgent<br />
enforcement actions) in Q2 2015/16, there are 117<br />
cancellations in the pipeline. CQC is clearly<br />
ramping up its high-end enforcement.<br />
Providers have 28 days within which to make<br />
representations on Notices <strong>of</strong> Proposal. In our<br />
experience, by far the best chance for providers<br />
is to make representations that show how the<br />
shortcomings will be remedied. Ideally, those<br />
actions should be well underway before the<br />
representations are even submitted. Providers<br />
which face Notices <strong>of</strong> Proposal, either to cancel<br />
their registration or remove a location, should<br />
seek legal advice quickly. There is every chance<br />
to persuade CQC, but prompt action is essential.<br />
CQC as parrot<br />
A particular area for frustration for providers is<br />
when CQC inspection reports include quotes<br />
from others, without investigating the matter for<br />
themselves. A typical example might be: “A<br />
member <strong>of</strong> staff told us that there weren’t<br />
enough staff.”<br />
In some cases, providers have told us that<br />
inspectors have asked the staff leading questions<br />
to generate the quotes. A reply <strong>of</strong> yes to the<br />
question “Do you think more staff would be<br />
helpful?” becomes the quote set out above.<br />
When challenged about such comments in the<br />
factual accuracy comments (for example in the<br />
case above, the provider shows that staffing<br />
levels were perfectly adequate), CQC <strong>of</strong>ten<br />
replies that the inspector had accurately<br />
reported what it had been told, so there was no<br />
factual error.<br />
By JONNY<br />
LANDAU, partner,<br />
Radcliffe Le<br />
Brasseur solicitors<br />
jonny.landau@rlblaw.com,<br />
tel: 020 7227 6704<br />
The problem is that when CQC parrots what it<br />
has been told in this way, those who read the<br />
quotes are likely to consider that CQC agrees<br />
with them. After all, why else would a responsible<br />
regulator publish the quotes?<br />
In the law <strong>of</strong> defamation, repeating a<br />
defamatory comment constitutes publication and<br />
is so actionable. Indeed, as one judge astutely<br />
observed in a case in 1829, “the person who<br />
repeats it gives greater weight to the slander”.<br />
That is all the more the case when the repeater is<br />
a public body tasked with dispassionately judging<br />
services.<br />
Plainly, inspectors should seek relevant<br />
evidence from a variety <strong>of</strong> sources. Of course<br />
they should speak to residents, relatives and<br />
staff. However, what the inspectors are told<br />
should be the start <strong>of</strong> the inquiry, not the end <strong>of</strong><br />
it. CQC as a statutory body has a responsibility to<br />
make its own judgments based on all relevant<br />
evidence.<br />
That process includes considering the<br />
weight to be attached to particular each<br />
piece <strong>of</strong> evidence. For example, staff will<br />
always want there to be more staff available<br />
as that means less demand on current<br />
staff members. A member <strong>of</strong> staff<br />
Letters<br />
Hybrid roles can give nurses more time<br />
On page 8 <strong>of</strong> the December issue <strong>of</strong> Caring Times, under the heading ‘Moratorium on overseas nurses ban applauded’ it says<br />
that Care England is pursuing a hybrid staff role sitting somewhere between a carer and a nurse.<br />
Well, here at Palm Court we have devised what we call an ‘assistant practitioner’ role. Basically this person is a carer that<br />
has received training so that they can undertake a number <strong>of</strong> tasks that traditionally have been carried out by nurses in<br />
nursing homes. So, giving out medication, doing minor dressings, taking blood glucose readings and caring for a range <strong>of</strong><br />
pumps (PEGs, PEJs and apomorphine pumps etc) are some <strong>of</strong> the things that our APs are doing.<br />
We took the decision to go down this route because in our 35-bed home it was taking a nurse several hours to adminster<br />
drugs in the morning; not quite so long at lunchtime, but again a couple <strong>of</strong> hours at tea wasn’t unusual, and then there were<br />
the night time drugs. Initially we thought that the way to cope with this extra burden on nurses was to try and employ more<br />
<strong>of</strong> them. But that’s easy to say but then you face the reality <strong>of</strong> trying to find these extra nurses. And then there is the<br />
additional cost, because nurses do not come cheap. And anyway, we need our nurses to be care planning and to get involved<br />
in staff training and to liaise with GPs and the increasing number <strong>of</strong> other outside pr<strong>of</strong>essionals that come to see the more<br />
and more complex people we take in the home. Just doing drugs and dressings doesn’t cut it in today’s nursing homes.<br />
So, we have done what many hospitals do, namely we take some <strong>of</strong> our talented carers, give them the appropriate training<br />
and let them ‘fly’ – and what a difference it has made to our Home. Carers can see that they can develop themselves, the<br />
people in the assistant practitioner role feel much more fulfilled and they give our nurses that really important commodity <strong>of</strong><br />
TIME – time to spend with residents and their families, time to plan, time to think. We are planning to write up what we are<br />
doing in more details, should others be interested.<br />
– Nigel Morris, Manager, Palm Court, Dawlish<br />
commenting that they would like there to be<br />
more staff should, alone, not carry too much<br />
weight.<br />
How can providers challenge such parroting<br />
when they encounter it in their draft reports?<br />
CQC’s procedures suggest that the factual<br />
accuracy process can include representations<br />
about judgments, not just factual corrections.<br />
You should therefore seek that opportunity to<br />
meet the implied criticism head on. If the<br />
comment is about staffing, for example, you may<br />
want to provide copies <strong>of</strong> the tools used to<br />
determine staffing levels, show that there had<br />
been few complaints about delayed delivery <strong>of</strong><br />
care and provide records <strong>of</strong> the response times to<br />
call bells. You can also ask CQC to supply the<br />
inspection notes, which may show that CQC has<br />
not made its own enquiries about the matter.<br />
The factual accuracy letter can be used to<br />
remind CQC that it (not others) is responsible for<br />
everything it states in the report and that its<br />
judgments must be reliable and proportionate.<br />
It is also worth checking whether the report<br />
includes a fair reflection <strong>of</strong> what it was told on the<br />
day. CQC <strong>of</strong>ten uses the phrase “people told us”.<br />
Sometimes that may only be a couple <strong>of</strong> people,<br />
and the majority <strong>of</strong> people may have given<br />
contrary views. The inspector’s notes may help<br />
here, as will taking notes about what happened<br />
during the inspection and what was said in the<br />
verbal feedback.<br />
It is important that providers do raise this<br />
issue with CQC whenever it arises. CQC is<br />
charged with an important and<br />
responsible role and should be<br />
reminded that it cannot abrogate that<br />
and play parrot. CT<br />
Do the numbers work?<br />
I have been looking at December’s Caring Times and on Page 4 you<br />
quote Jeremy Hunt as telling a fringe meeting that “we would need<br />
37,000 more care home beds by 2020… That would mean 100 care<br />
homes opening every single month between now and the end <strong>of</strong><br />
parliament in 2020”.<br />
If we do the maths based on 54 months until the end <strong>of</strong><br />
Parliament in 2020 this would be 5400 care homes opening which<br />
would surely provide more than 37,000 beds – are the figures<br />
quoted correct? If we assumed a new home had 50 beds this would<br />
provide 270,000 more places based on 100 per month, many more<br />
than Mr Hunt thinks we need. Of course he might be assuming that<br />
we are going to lose 233,000 beds in the same period as providers<br />
leave the sector and sell their land for development which is<br />
obviously more important to the Government than caring for the<br />
elderly and vulnerable.<br />
– Dan Gorvin, Wenham Holt Nursing Home, Liss<br />
Caring Times welcomes your letters.<br />
Please keep them brief<br />
and email them to: caringtimes@foxpound.co.uk<br />
14<br />
January 2016<br />
www.careinfo.org
end-<strong>of</strong>-life care<br />
The Gold Standards Framework in care homes<br />
With three times more beds than<br />
hospitals and 80% <strong>of</strong> their residents<br />
expected to die within a year, care<br />
homes should be at the forefront <strong>of</strong> high quality<br />
end-<strong>of</strong>-life care provision. Many are providing<br />
their residents with compassionate, personcentred<br />
care right up until the end <strong>of</strong> life. But care<br />
home residents make up a disproportionate<br />
number <strong>of</strong> A&E admissions (40-50% more than<br />
for the wider population aged 75+) and almost<br />
half <strong>of</strong> these are people in the last months <strong>of</strong> life.<br />
What care home residents want is coordinated,<br />
individualised care, particularly as they approach<br />
the end <strong>of</strong> life. The Gold Standards Framework<br />
(GSF) Care Homes programme developed in<br />
2004 from grass-roots experience into a national<br />
programme to provide homes with the tools and<br />
structure to deliver quality care for all <strong>of</strong> their<br />
residents until the end <strong>of</strong> life. It has led to a stepchange<br />
in the quality <strong>of</strong> care for many thousands<br />
<strong>of</strong> older people as well as recognition <strong>of</strong> the<br />
importance <strong>of</strong> end-<strong>of</strong>-life care in care homes and<br />
significant NHS cost-savings through reduced<br />
hospitalisation.<br />
In the last 11 years, almost 3000 homes have<br />
completed the GSF training <strong>of</strong> which about 500<br />
have been accredited. CQC recognises the<br />
achievements <strong>of</strong> GSF accredited care homes, the<br />
programme is accredited by the Royal College <strong>of</strong><br />
Nursing and the awards are endorsed by all major<br />
care homes’ organisations and the Skills<br />
Academy for Social Care.<br />
GSF training programmes help all those<br />
providing end-<strong>of</strong>-life care to ensure better lives<br />
for people and recognised standards <strong>of</strong> care. It is<br />
the largest national programme to help improve<br />
care for patients approaching the end <strong>of</strong> life,<br />
helping health and social care pr<strong>of</strong>essionals<br />
provide coordinated, personalised care for<br />
patients and their families, and it reduces hospital<br />
admissions.<br />
Martin Green, Chief Executive <strong>of</strong> Care England,<br />
describes GSF as, “delivering the essence <strong>of</strong> the<br />
Care Act: training and educating the workforce to<br />
improve the quality and integration <strong>of</strong> end <strong>of</strong> life<br />
care”.<br />
Flexible approach<br />
The GSF Centre recognises that not all homes are<br />
ready to take on the full programme, so it has<br />
developed other options. They include the<br />
Foundation Level, which is already being used by<br />
a number <strong>of</strong> homes as a stepping stone to the full<br />
programme and accreditation; the Blended<br />
Learning approach, which includes interactive<br />
workshops and in-house sessions; the Fast Track<br />
to Accreditation tailored programme for those<br />
who have already undertaken some training (to<br />
assess progress and support them to achieving<br />
the quality hallmark award); and Refresher<br />
Workshops and a filmed programme for homes<br />
Louise Bruce <strong>of</strong> Melrose care home receives the Gold<br />
Standards Framework Care Home <strong>of</strong> the Year award<br />
that have completed the training but require an<br />
update to help ready them prepare for<br />
accreditation.<br />
Best practice<br />
Melrose, a 26-bed home in Worthing, with a 70-<br />
strong workforce, was named GSF Care Home <strong>of</strong><br />
the Year in September, after it was reaccredited<br />
for a second time and scored 100%.<br />
Manager Liz Seymour, who has worked at<br />
Melrose for more than 20 years, says involving all<br />
the staff was a key selling point <strong>of</strong> the<br />
programme for her when she attended an initial<br />
taster session. “I could see that even if you didn’t<br />
have a nursing background, GSF was<br />
straightforward to follow,” says Liz. “I was also<br />
impressed by the emphasis on listening to<br />
people’s wishes and preferences and on living<br />
and dying well. It wasn’t that we weren’t already<br />
doing this, but I could see it would give us a safe<br />
framework on which to hang it.”<br />
Now, Liz says, the impact <strong>of</strong> GSF is plain to see<br />
in all aspects <strong>of</strong> the operation <strong>of</strong> the home. “I<br />
think it has influenced everything we do. It’s key<br />
to the make-up <strong>of</strong> who we are – even though not<br />
everyone is in the dying phase. We now provide<br />
the right care to the right person, in the right<br />
place, at the right time.”<br />
What’s involved?<br />
The idea <strong>of</strong> the programmes is that they are<br />
experiential, action based and peer supported.<br />
Many <strong>of</strong> the homes are already providing high<br />
quality care for their residents as they approach<br />
the end <strong>of</strong> life. However, it is less common for<br />
them to have a systematic and coherent<br />
structure in place to ensure that the right person<br />
is receiving the right care in the right place, at the<br />
right time every time.<br />
Among the key elements covered in the<br />
training is needs-based coding to identify the<br />
stage <strong>of</strong> life <strong>of</strong> all residents. Identifying people as<br />
they approach the final stage <strong>of</strong> life with any<br />
conditions in any setting is the crucial first step<br />
and lays the foundations for the two subsequent<br />
steps <strong>of</strong> assessing needs and planning care.<br />
These form the basis <strong>of</strong> the Gold Standards<br />
Framework.<br />
Communication skills form another critical<br />
part <strong>of</strong> the training. Initiating Advance Care<br />
Planning conversations about what is important<br />
to residents, and their wishes and preferences,<br />
can be difficult at times. But it is important to<br />
normalise and integrate the process as standard<br />
practice to better listen to the needs <strong>of</strong> people<br />
and provide care in alignment with their wishes.<br />
The Advance Care Plan then forms the basis <strong>of</strong><br />
the care the resident receives right up until they<br />
die.<br />
Other areas covered by the programme<br />
include collaboration with GPs, care in the final<br />
days, care for people with dementia, dignity<br />
enhancing care, ways to reduce hospitalisation<br />
and spiritual care.<br />
The step-by-step modular approach, with<br />
learning outcomes related to 20 accreditation<br />
standards, is interactive and work-based, with<br />
action planning between each workshop.<br />
Following the workshops, it is up to the home’s<br />
GSF lead to share the learning with their<br />
colleagues and over the course <strong>of</strong> the next<br />
months embed it into all aspects <strong>of</strong> the care they<br />
provide before being assessed for accreditation<br />
against those 20 standards.<br />
Positive impact<br />
Accredited homes have demonstrated significant<br />
quantified and qualitative benefit. They have<br />
halved the number <strong>of</strong> inappropriate hospital<br />
admissions and doubled the number <strong>of</strong> people<br />
dying in their preferred place. The most recent<br />
cohort <strong>of</strong> homes to be accredited submitted data<br />
for over 2000 beds and 1047 resident deaths.<br />
Many achieved a 100% home death rate, the<br />
average for all <strong>of</strong> these homes being 85% <strong>of</strong><br />
residents dying in their care home.<br />
In terms <strong>of</strong> qualitative benefits, staff in<br />
accredited homes also report improved<br />
confidence to complement their newfound<br />
competence in providing good quality care. This<br />
in turn has helped their communication with the<br />
GPs, district nurses, palliative care teams and<br />
local hospitals with whom they work.<br />
End-<strong>of</strong>-life care is everyone’s business and,<br />
because all members <strong>of</strong> staff in a home are<br />
involved in the wellbeing <strong>of</strong> the residents, GSF is<br />
fully inclusive. Homes report that it may well be a<br />
domestic or care assistant who spots signs <strong>of</strong><br />
decline which helps their nursing colleagues<br />
identify a significant change in condition. CT<br />
■ For more information contact:<br />
Sophie Caine 01743 291898 or via email<br />
sophie.caine@gsfcentre.co.uk or go to<br />
www.goldstandardsframework.org.uk/<br />
care-homes-training-programme<br />
16<br />
January 2016<br />
www.careinfo.org
Hearing the voices <strong>of</strong> people with dementia<br />
This year’s annual conference on dementia<br />
and end <strong>of</strong> life organised by the National<br />
Council for Palliative Care had as its title<br />
‘See the ‘ME’ in deMEntia’. Half way through the<br />
day I had the thought that that ME was actually<br />
wrong: it should have been ‘See the ‘I’ in<br />
DementIa’. People do things to ‘me’, but ‘I’ take<br />
initiatives.<br />
Each <strong>of</strong> the sessions was headed by a<br />
statement from the Prime Minister’s Challenge<br />
on Dementia – such as ‘I know that services are<br />
designed around me’, ‘I have a sense <strong>of</strong><br />
belonging’ and, most crucially in this context, ‘I<br />
can expect a good death’.<br />
Dementia is clawing its way up the slippery<br />
pole <strong>of</strong> political priorities – more research (from a<br />
ludicrously low base), more diagnoses (rates<br />
doubled in five years), more community<br />
awareness (hundreds <strong>of</strong> dementia-aware<br />
communities, thousands <strong>of</strong> dementia friends),<br />
and more public understanding (‘death’ and<br />
‘dementia’ are no longer no-go words, even used<br />
in the same sentence). The sad and inexcusable<br />
absence from this list is residential care, where<br />
the trend is much more ambiguous.<br />
Graham Stokes <strong>of</strong> BUPA gave us some key<br />
statistics: 300,000 people live in care homes;<br />
80% <strong>of</strong> people in homes have dementia or<br />
New head <strong>of</strong> compliance at QCS<br />
PROMOTION: Quality<br />
Compliance Systems (QCS)<br />
has appointed Ed<br />
Watkinson as their new<br />
Head <strong>of</strong> Care Quality and<br />
Compliance. Ed has<br />
experience across a variety<br />
<strong>of</strong> roles in the care sector. He has<br />
been a registered manager, area<br />
manager, care manager, and<br />
senior commissioner. He has most<br />
recently worked as a Regulation<br />
Manager for Barchester<br />
Healthcare.<br />
Ed was central to the<br />
development <strong>of</strong> the Care Quality<br />
Commission’s new inspection<br />
methodology and the<br />
fundamental standards whilst<br />
working on secondment as part <strong>of</strong><br />
their Policy Team last year.<br />
Ed has also served as a<br />
Planning and Commissioning<br />
Manager for Buckinghamshire<br />
County Council and as<br />
Methodology Developer and<br />
Regulatory Inspector for the<br />
Commission for Social Care<br />
Inspection.<br />
severe memory problems; 60% <strong>of</strong> deaths from<br />
dementia occur in homes. The truth is that many<br />
people with dementia – however timely their<br />
diagnoses, however caring their carers, however<br />
accepting their communities – eventually<br />
gravitate to a home because in the end that’s the<br />
only place where their disruptive behaviour can<br />
be contained.<br />
Is that too bleak a view <strong>of</strong> what homes are<br />
charged to do with dementia sufferers<br />
approaching death? Providing humane palliative<br />
care to people who have severely damaged<br />
cognitive faculties is a skilled and timeconsuming<br />
business, and in many homes such<br />
skills and sufficient time are in short supply.<br />
The conference keynote speaker, Colm<br />
Cunningham <strong>of</strong> HammondCare, told some<br />
horrific stories <strong>of</strong> the failure <strong>of</strong> staff to pick up<br />
what residents were telling them. Dorothy was<br />
said to be ‘wandering’ and ‘physically aggressive’;<br />
the wandering turned out to be her attempts to<br />
escape high noise levels and the so-called<br />
aggression arose from her grabbing at people for<br />
support when she stood up because she was<br />
experiencing acute – but treatable – foot pain.<br />
Mary kept her mouth clamped shut and narrowly<br />
escaped anaesthetic to explore a suspected ulcer,<br />
but she happily opened wide when played<br />
Alan Rosenbach, chair <strong>of</strong><br />
the QCS Quality and<br />
Compliance panel had this<br />
to say about Ed’s<br />
appointment: “We are<br />
fortunate to have Ed on<br />
the team at QCS. He has an<br />
extensive knowledge <strong>of</strong> regulation<br />
as well as a deep commitment to<br />
supporting high quality, safe care<br />
and support for people using<br />
services and their families.”<br />
Sheila Scott OBE, Chair <strong>of</strong> the<br />
Care Providers Alliance and Care<br />
Strategy Consultant for QCS, said:<br />
“I am delighted that Ed is joining<br />
us at QCS. He brings a wealth <strong>of</strong><br />
experience and insight into the<br />
fundamental standards which will<br />
benefit all <strong>of</strong> us including the<br />
users <strong>of</strong> the system.”<br />
Ed will serve as part <strong>of</strong> the<br />
Senior Management team at QCS.<br />
He will lead the development <strong>of</strong><br />
new quality assurance,<br />
compliance and care management<br />
policies and procedures.<br />
■ For more information, please<br />
visit: www.ukqcs.co.uk<br />
By JEF SMITH<br />
end-<strong>of</strong>-life care<br />
soothing music. To interpret<br />
what Dorothy and Mary were<br />
trying to communicate took<br />
an expensively flown-in<br />
expert – literally flown in, as this was Australia –<br />
but shouldn’t care workers be trained to pick up<br />
such messages?<br />
There was much talk at the conference about<br />
the importance <strong>of</strong> ‘early conversations’; people<br />
with dementia need to have the chance to<br />
express views about the sort <strong>of</strong> care they want<br />
before ‘the capacity to communicate is lost’. My<br />
quarrel with this is that it could discourage care<br />
workers and others from making the effort to<br />
understand what people in the late stages <strong>of</strong> the<br />
disease are still trying to tell them. Do I really<br />
know now what I’m going to need when I’m close<br />
to death? Services develop and circumstances<br />
alter. Might I not have changed my mind and<br />
indeed myself changed? Like most others, for<br />
example, I would in principle like to die at home,<br />
but if I’m in excruciating pain I might at the time<br />
prefer to be in a hospital with ready access to<br />
pain control. My plea, as a potential dementia<br />
sufferer, is this: don’t just listen to me now – go on<br />
listening, to the very end. CT<br />
Join us on Facebook Follow us on Twitter Find us on LinkedIn January 2016<br />
17
legal matters<br />
Inquests: a brief guide for care providers<br />
Inquests are undertaken by the coroner<br />
whenever a person dies <strong>of</strong> unexplained or<br />
unnatural causes or whenever a person<br />
dies in state detention. With inquests<br />
becoming more and more common in the care<br />
sector, following the Chief Coroner’s guidance<br />
that any person subject to a deprivation <strong>of</strong><br />
liberty (DoL) dies in state detention, it is now<br />
more important than ever that appropriate<br />
advice is sought before an inquest takes place.<br />
During the inquest it is the coroner’s job to<br />
ascertain who the deceased was and where,<br />
when and how the person died. Although the<br />
coroner is limited to only considering these<br />
four discrete questions, the inquiry is rarely<br />
that simple and it can be full <strong>of</strong> potential<br />
hazards for the unwary.<br />
If, during the inquiry, information comes to<br />
the coroner’s attention (which may have<br />
nothing to do with the four questions above),<br />
which gives rise to a concern there is a risk<br />
that other deaths will occur, the coroner has a<br />
duty to make a ‘report on action to prevent<br />
other deaths’. In order to comply with this<br />
duty, the coroner will issue a report to anyone<br />
that has the power to take action to prevent or<br />
reduce the risk <strong>of</strong> further deaths occurring.<br />
These reports can therefore be issued to any<br />
number <strong>of</strong> bodies including the CQC and the<br />
provider itself. These reports can also be<br />
published by the Chief Coroner and so can<br />
have far reaching consequences if a provider<br />
has breached its duties or has somehow<br />
caused or contributed to the death.<br />
fire safety<br />
David Behan, CQC’s chief executive, has<br />
confirmed CQC’s commitment to improve its<br />
engagement with Coroners, which is reinforced<br />
by a proposed Memorandum <strong>of</strong> Understanding<br />
between CQC and the Coroners’ Society in<br />
order to ensure that CQC receives all coroners’<br />
reports from inquests relating to the provision<br />
<strong>of</strong> health and social care. With CQC’s increased<br />
commitment to analyse and respond to<br />
Coroners’ reports and the ability for them to be<br />
publicly shared, providers should do all they<br />
can to avoid them being issued at all.<br />
Further pitfalls can arise when conclusions<br />
are issued and, without the right facts,<br />
coroners can make adverse findings which<br />
could otherwise have been prevented if the<br />
right information had been brought to light.<br />
One finding that can be reached is that<br />
neglect contributed to the death and this can<br />
be particularly damaging for care providers.<br />
Although the meaning <strong>of</strong> neglect in the<br />
context <strong>of</strong> an inquest is very different and far<br />
narrower than the ordinary meaning <strong>of</strong><br />
Fire safety - making compliance easy<br />
Do you know what to do when<br />
there is a fire? Research shows<br />
that 14% <strong>of</strong> people would see<br />
what everyone else was doing and ‘go with<br />
the flow,’ with one in 20 saying they would<br />
ignore the alarm unless told otherwise.<br />
Those responsible for fire safety in their<br />
place <strong>of</strong> work were also asked if they were<br />
aware <strong>of</strong> their legal and safety obligations.<br />
46.5% stated they either did not know<br />
what they were or were unclear.<br />
Fire safety can be seen as a<br />
complicated issue. There is a lot to think<br />
about with laws, regulations and measures<br />
that need to be put in place. It can baffle<br />
anyone. But it doesn’t have to be, it can be<br />
simpler.<br />
The most common fire safety hazards<br />
include:<br />
■ Poor evacuation procedures<br />
By NATALIE PATRICK, marketing administrator,<br />
Fireco, www.fireco.uk, tel: 01273 320650<br />
■ Exposed wires<br />
■ Blocked fire exits<br />
■ Faulty fire doors, and<br />
■ Fire doors being wedged open.<br />
Hazards like wedged open fire doors are<br />
occurrences we come across frequently.<br />
Fire doors are one <strong>of</strong> the most neglected<br />
components in fire safety and most <strong>of</strong> us<br />
wouldn’t consider how much we rely on<br />
them. In the event <strong>of</strong> a fire, they are the<br />
first line <strong>of</strong> defence in preventing the rapid<br />
spread <strong>of</strong> flames, heat and smoke. But to<br />
save lives, they must work.<br />
Fire doors are meant to be kept closed<br />
to provide protection in the event <strong>of</strong> a fire.<br />
Failing to meet this requirement can result<br />
in loss <strong>of</strong> business, big fines and even a<br />
prison sentence.<br />
In 2013/14 there was 527 fires in care<br />
homes and sheltered accommodation in<br />
London, resulting in two deaths and 34<br />
injuries. One <strong>of</strong> the main issues was fire<br />
doors being wedged open.<br />
For many, being able to keep fire doors<br />
open makes daily life easier by enabling<br />
freedom <strong>of</strong> movement through busy<br />
buildings. It also improves ventilation and<br />
reduces the risk <strong>of</strong> injury from handling a<br />
heavy fire door. The need to hold fire doors<br />
open is recognised by fire inspectors<br />
across the UK, who recommend solutions<br />
such as door retainers which can keep fire<br />
By PETER GROSE<br />
& ALISON WOOD<br />
solicitors,<br />
Lester Aldridge<br />
www.lesteraldridge.com<br />
tel: 01202 786135<br />
neglect, its connotations can be harmful and a<br />
finding such as this can have a detrimental<br />
effect, not least on the care workers affected.<br />
Care workers who may be called as witnesses<br />
can find the process particularly difficult but it<br />
is important to remember that an inquest is a<br />
fact-finding exercise and coroners are not<br />
allowed to make findings <strong>of</strong> civil or criminal<br />
liability. However, a coroner’s findings can have<br />
a significant part to play in a subsequent civil<br />
or criminal case.<br />
If an inquest has been listed and there are<br />
concerns over poor care, it is important that<br />
appropriate specialist legal advice is sought<br />
early in order to minimise the effect it may<br />
have on the provider. In these circumstances,<br />
providers should always seek ‘interested<br />
person’ status to allow them to address the<br />
coroner on the law and to ask questions at the<br />
inquest ensuring that all the relevant<br />
information is drawn out at the hearing.<br />
Advance disclosure should also be sought in<br />
order that a provider can be fully prepared. CT<br />
doors open safely and legally, without<br />
compromising on safety.<br />
Compliance with fire safety regulations<br />
doesn’t have to be difficult or timeconsuming.<br />
Make sure exits are clear, fire<br />
doors aren't wedged open and evacuation<br />
plans are up-to-date. These help provide a<br />
safer environment. CT<br />
18<br />
January 2016<br />
www.careinfo.org
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legal matters<br />
To close or not to close?<br />
The care sector is under pressure as never before<br />
and the financial demands on councils and<br />
providers continue to intensify. Figures published<br />
last year showed that, in the last three years, two care<br />
homes have closed for each one that had opened.The<br />
average size <strong>of</strong> the care homes that have closed is 27 beds,<br />
while newly opened homes have approximately 58 beds.<br />
Anecdotally it appears that these smaller homes, run by<br />
small private providers and charitable organisations, are<br />
being squeezed out <strong>of</strong> the market, as they are not able to<br />
benefit from the economies <strong>of</strong> scale that can be delivered<br />
in larger ‘factory-style’ care homes.<br />
For any provider, faced with the current economic<br />
pressures and the looming increase in national living wage,<br />
the decision to close a home will be a difficult one and will<br />
literally be life-changing for your residents. There have<br />
been some helpful studies produced by ADASS and others<br />
which are essential reading for any board <strong>of</strong> trustees<br />
contemplating closure. There is no doubt that a planned<br />
and controlled closure is in the long term a better outcome<br />
for residents and families than a forced closure.<br />
For charitable providers, however, they not only need to<br />
have regard to the requirements <strong>of</strong> the CQC, their duties as<br />
employers and liaise carefully with their local authorities.<br />
They also need to be aware <strong>of</strong> their overriding duties as<br />
charity trustees and ensure that they meet the standards<br />
expected by the Charity Commission.<br />
Laser Learning’s Care<br />
Certificate launched<br />
PROMOTION: On 1st April 2015,<br />
Skills for Care launched the Care<br />
Certificate, and it is now the<br />
expected evidence <strong>of</strong> competency<br />
for new support workers across<br />
England.<br />
The Care Certificate introduces<br />
new staff to the responsibilities <strong>of</strong><br />
their role as a social care worker,<br />
and aims to benefit all workers as<br />
well as care users. The standards<br />
for the certificate cover a wide<br />
range <strong>of</strong> knowledge, skills,<br />
behaviours and attitudes which<br />
are essential for all staff to ensure<br />
a competent and confident<br />
workforce.<br />
Care Certificate by Laser<br />
Learning delivers the Care<br />
Certificate course online using the<br />
highly praised Laser® learning<br />
programme, which blends high<br />
quality filmed tutorials, reading,<br />
and quizzes for each standard and<br />
learning outcome <strong>of</strong> the course.<br />
Charity trustees were reminded <strong>of</strong> the role <strong>of</strong> the Charity<br />
Commission in this process, through the recently published<br />
Case Report into Scope, the national cerebral palsy charity.<br />
Following its decision to exit 11 <strong>of</strong> its 35 care homes, the<br />
Charity Commission received a flurry <strong>of</strong> complaints. Given<br />
Scope’s high pr<strong>of</strong>ile and the significant impact that the<br />
closure would have on disabled residents and their families,<br />
the Charity Commission wrote to the trustees. The<br />
Commission asked the Board to explain the steps that they<br />
had taken to ensure that they had consulted with their<br />
beneficiaries and asked for evidence to show that their<br />
decision making process was robust.<br />
In response the Board <strong>of</strong> Scope was able to show the<br />
Charity Commission that they had put in place a proper<br />
consultation process. This included full consultation with<br />
beneficiaries, facilitated by an independent advocacy<br />
service to enable people with disabilities to express their<br />
views and increased levels <strong>of</strong> support for staff and<br />
residents at each home. They were able to point to a<br />
comprehensive plan that demonstrated how they would<br />
communicate with all stakeholders and external partners.<br />
They had also worked with an external agency to evaluate<br />
their communications strategy so that they could make<br />
improvements as things moved forwards. Importantly, all<br />
<strong>of</strong> this, together with regular updates was communicated<br />
to trustees, and the minutes <strong>of</strong> meetings recorded<br />
discussions and the key decisions taken.<br />
Learners can access their learning<br />
on multiple devices and organise<br />
their learning around their own<br />
schedule or commitments.<br />
Managers and business owners<br />
can also use their own account on<br />
the Laser® learning programme<br />
to track the progress <strong>of</strong> staff<br />
enrolled on the Care Certificate<br />
by Laser Learning, giving them a<br />
breakdown <strong>of</strong> information for<br />
each member <strong>of</strong> staff, as well as<br />
an overview <strong>of</strong> learners across<br />
multiple sites or locations.<br />
■ To find out more about<br />
Care Certificate by Laser<br />
Learning, please visit<br />
www.lasercarecertificate.<br />
co.uk, or contact<br />
info@laserlearning.co.uk for a<br />
free demo login to see the<br />
Laser® learning programme<br />
in action. @LaserLearningUK,<br />
01753 584 112<br />
The decision is yours, but<br />
make it well or the Charity<br />
Commission could become<br />
involved, says JO COLEMAN,<br />
Partner, Charities Team,<br />
IBB Solicitors<br />
Good decision making in this type <strong>of</strong> situation is not just<br />
about taking the decision in the right way, although <strong>of</strong><br />
course that is critical. Charity Commission guide CC27<br />
provides helpful guidance on how to take a good decision<br />
within your powers, with all relevant information,<br />
appropriate advice and discounting irrelevant factors. It is<br />
also just as important to record those decisions properly.<br />
The Charity Commission is becoming increasingly robust in<br />
its regulation. Unfortunately, it also appears to be concerning<br />
itself too <strong>of</strong>ten with publicly unpopular decisions, no matter<br />
how appropriate, sensible or lawful they may be. Since home<br />
closures so <strong>of</strong>ten prompt a wave <strong>of</strong> criticism and occasionally<br />
campaigning from local residents, families and residents,<br />
charitable providers need to be prepared for the worst, and be<br />
clear that if they were called on by their Regulator to explain<br />
themselves, they would be able to do so as Scope has done. It<br />
is also generally a good idea to notify the Charity Commission<br />
<strong>of</strong> your decision. Ultimately it is for the Board <strong>of</strong> a charity to<br />
determine how a charity carries out its objects but they must<br />
have followed a proper decision-making process. CT<br />
20<br />
January 2016<br />
www.careinfo.org
promotions<br />
Bringing the future <strong>of</strong> eyecare home<br />
Specsavers Healthcall has introduced a cutting<br />
edge new way <strong>of</strong> selecting and fitting customers’<br />
glasses, using imaging s<strong>of</strong>tware on tablet devices.<br />
The mobile opticians, who conduct home care<br />
and care home call-out services, now <strong>of</strong>fer Digital<br />
Precision Eyecare, which ensures everyone<br />
receives the very best pr<strong>of</strong>essional care and<br />
advice in frame selection and dispensing for their<br />
prescription, vision and lifestyle needs.<br />
Maurice Livesey, director <strong>of</strong> Specsavers<br />
Healthcall says: ‘This is very clever kit and has a<br />
real wow factor for customers. It’s a quick and<br />
easy process which ensures a perfect fit every<br />
time.’<br />
Following an eye examination, the optical<br />
assistant will help customers to select their<br />
preferred glasses. Imaging s<strong>of</strong>tware on a tablet is<br />
then used to take an image <strong>of</strong> them wearing the<br />
glasses, which in turn captures a range <strong>of</strong><br />
essential dispensing measurements. These are<br />
unique to the customer and their chosen glasses.<br />
Maurice adds: ‘The tablet can also be used to<br />
show you what you look like wearing a range <strong>of</strong><br />
different glasses to help you make your choice.<br />
The intelligent s<strong>of</strong>tware also helps you choose by<br />
any lens options you might want, by<br />
demonstrating what they do in real time.’<br />
Digital Precision Eyecare is also available in all<br />
Specsavers stores in the UK and Ireland.<br />
Maurice adds: ‘Digital Precision Eyecare is all<br />
about providing a highly pr<strong>of</strong>essional service in<br />
as convenient a way as possible for our<br />
customers. All our staff are fully qualified and<br />
trained in using this new equipment, and their<br />
expertise remains a pivotal part <strong>of</strong> the service.<br />
‘So far the feedback we have received from<br />
customers has been very positive. Put simply,<br />
everyone that wants glasses can be confident in<br />
being provided with a pair that looks fantastic<br />
and fits perfectly.’<br />
Specsavers Healthcall consultants have over<br />
180 pairs <strong>of</strong> glasses for customers to choose<br />
from, starting from just £25 to the latest designer<br />
styles from £99 to £169. All glasses come with<br />
PENTAX single vision lenses and a scratchresistant<br />
treatment.<br />
■ Log onto www.specsavers.co.uk/home-eyetests<br />
or call 0800 198 1132 to find out more<br />
Santall Horn, Excelcare Home Manager<br />
at the 17th Annual National Care Awards<br />
On the 27 November 2015 at the Hilton London<br />
Metropole, Santall Horn, an Excelcare Care Home Manager at<br />
Etheldred House in Cambridge, was judged Best Care Manager.<br />
This prestigious event was supported by Christie & Co; as<br />
the main sponsor and marked by a gala dinner to accompany<br />
the celebration <strong>of</strong> the very best talented care managers in the<br />
care sector. Judging took place before the event and judges<br />
commented that contestants deserved high acclaim for the<br />
phenomenal standards achieved to reach the final selection<br />
event. The host for the National Care Awards 2015 was Hugh Dennis, who appears in the TV<br />
series, Mock The Week, and stars as Pete Brockman, in Outnumbered.<br />
The shortlisted finalists were announced before the event but the <strong>winners</strong> were only<br />
revealed at the Gala Night. Santall was overwhelmed with happiness when her name was<br />
announced as the Care Manager Winner for 2015!<br />
Excelcare Chief Executive Osman Ertosun praised Santall and her team at Etheldred House<br />
on this very special award and said that Santall richly deserved to have her skills and talent<br />
recognised as she is an inspiring and caring manager to her team and is always prepared to go<br />
the extra caring mile for the 82 people who receive care services at her home.<br />
Ozzie went on to say that everyone involved in the care industry recognised the challenges<br />
that faced care providers over the last few years and he was very lucky to have a great team<br />
working for him, who really did put Excelcare services before their own personal interests.<br />
Ozzie added that Santall has a great ambassador in her Regional Director, Louise Jones.<br />
The Cambridge region staff work exceptionally well as a team and would all be feeling be very<br />
proud <strong>of</strong> Santall’s award.<br />
Well done Santall, a proud moment for everyone as you gain public recognition <strong>of</strong> your<br />
qualities as an exceptional care home manager, able to provide exceptional quality care,<br />
giving attention to the satisfaction <strong>of</strong> people living at Etheldred, the morale <strong>of</strong> staff and<br />
promotion <strong>of</strong> excellent service standards.<br />
CARE HOME MANAGER<br />
Anglesey Ynys Môn<br />
We are a well established private Care Home,<br />
registered for 45 elderly residents.<br />
Our home is situated in a beautiful part <strong>of</strong> Anglesey,<br />
overlooking Red Wharf Bay.<br />
We are looking for a Manager with a pr<strong>of</strong>essional,<br />
but friendly attitude & the ability to commit<br />
themselves in attaining the same high standard and<br />
amazing atmosphere at present achieved.<br />
Candidates should have a Registered Managers<br />
qualification. Other Nursing qualifications would be<br />
advantageous but not essential.<br />
There is a modern 3-bedded bungalow available for<br />
the successful applicant.<br />
Salary to be discussed, dependent on<br />
qualifications & experience.<br />
Apply with C.V. to :<br />
Angela & Robert Corbould<br />
Director, Springholme Care(Anglesey)Ltd<br />
Red Wharf Bay, Anglesey. LL75 8EX<br />
Or telephone 01248 450665<br />
Join us on Facebook Follow us on Twitter Find us on LinkedIn<br />
January 2016 21
activities<br />
Adding sparkle to person-centred care<br />
CHRIS HARDING, founder and managing director <strong>of</strong><br />
The Daily Sparkle, talks to Caring Times about the<br />
activities culture in care homes and the move towards a<br />
‘Whole Home’ ethos.<br />
years ago, when I started working<br />
in the healthcare industry, activity coordinator<br />
were a rarity,” says Chris “Twelve<br />
Harding. “Now they are in more than 90% <strong>of</strong><br />
care homes. Person-centred care was not the<br />
norm but now it is the standard to which the<br />
care industry aspires, and to which it is making<br />
great strides.”<br />
In 2009 Chris Harding launched The Daily<br />
Sparkle – a daily reminiscence newspaper<br />
designed to stimulate and engage care home<br />
residents.<br />
The 68-year-old father <strong>of</strong> four had worked<br />
as a psychotherapist for 22 years, specialising<br />
in helping healthy, normal individuals to be<br />
happier. He began thinking about the<br />
psychological wellbeing <strong>of</strong> elderly people when<br />
a fellow therapist and friend was placed in a<br />
nursing home with a muscle-wastage<br />
condition.<br />
“His mentality was perfectly normal and he<br />
was always a bright, vibrant and intelligent<br />
man,” said Chris.<br />
“Over three months I witnessed his mental<br />
functioning deteriorate dramatically, to the<br />
point <strong>of</strong> being semi-comatose. Observing him<br />
and other residents I came to a clear<br />
conclusion that a high level <strong>of</strong> the residents’<br />
deterioration was caused by a lack <strong>of</strong><br />
stimulation. I gave up my psychotherapy<br />
practice soon after this and committed to<br />
doing whatever I could to bring regular<br />
stimulation, interest, enjoyment and fun to<br />
older people and people living with dementia<br />
who lived in care settings.”<br />
Over the following year and a half, Chris<br />
worked to develop the concept <strong>of</strong> The Daily<br />
Sparkle and did a lot <strong>of</strong> market testing with<br />
care homes in his local area.<br />
“From my work as a positive psychology<br />
therapist I had learned that one <strong>of</strong> human<br />
beings’ greatest needs is for human<br />
connection – a feeling <strong>of</strong> relatedness and<br />
belonging. I also observed that a reliable and<br />
powerful trigger for self-esteem was recalling<br />
happy and/or fond memories.<br />
The Sparkles were formulated to 1) facilitate<br />
conversation – getting people connecting with<br />
one another, building relationships, 2) trigger<br />
happy and/or fond memories, as these<br />
invariably result in people being happier, and<br />
3) be easily useable by residents and care<br />
staff. Chris also wanted The Daily Sparkle to<br />
provide regular (daily) stimulation, interest,<br />
enjoyment and fun.”<br />
“Since the launch <strong>of</strong> The Daily Sparkle the<br />
goals have stayed pretty constant but we have<br />
got clearer about some elements that bear<br />
upon the effectiveness <strong>of</strong> the Sparkles to<br />
achieve their goals:<br />
■ We need to find ways to maximise the<br />
amount <strong>of</strong> time activity co-ordinators spend<br />
with residents (the human connection<br />
element), and<br />
■ We need to find ways <strong>of</strong> having non-activity<br />
staff engage with residents (likewise<br />
enhancing human connection).”<br />
Ready to use<br />
Ensuring that all the Sparkle resources were<br />
ready to use has addressed the first point with<br />
independent research showing that activity<br />
co-ordinators saved an average <strong>of</strong> 4.5 hours<br />
each week by using Sparkle resources).<br />
“Getting non-activity staff engaging with<br />
residents has proven more challenging,” said<br />
Chris.<br />
“There is clearly an established culture<br />
within a great many care homes that holds<br />
that everyone should stick with whatever is in<br />
their traditional job description – care staff<br />
only attend to care duties, catering staff only<br />
attend to kitchen duties and so on.<br />
“The next ‘revolution’, I predict, will be<br />
instilling the ‘Whole Home’ ethos across the<br />
industry. No one single action can bring about<br />
anything like the qualitative change that the<br />
Whole Home approach can achieve. Having<br />
lone activity co-ordinators expected to provide<br />
meaningful human connections and activities<br />
to 40-plus residents, by themselves, is never<br />
going to work.<br />
“Attempts to force the Whole Home ethos<br />
onto such cultures is doomed to failure. People<br />
resist having the home’s culture changed. It is<br />
fraught with worries and anxieties as the<br />
culture <strong>of</strong> ‘this is how we do things round<br />
here’, is the bedrock <strong>of</strong> the home’s existence.”<br />
Entrenched cultures notwithstanding, Chris<br />
believes things are beginning to change.<br />
“We have just got the results back from an<br />
independent market research company which<br />
show that The Daily Sparkle is succeeding in<br />
getting care home non-activity staff engaging<br />
with residents,” he said.<br />
“The average number <strong>of</strong> care home staff<br />
using the Sparkles to engage with residents is<br />
9.3 per home. The average <strong>of</strong> the 10 best<br />
performing homes is 39 staff, with some<br />
reporting that 95% <strong>of</strong> staff are using them. I<br />
visit a lot <strong>of</strong> care homes myself, around 100 so<br />
far this year, and I can verify from personal<br />
observation that I have seen huge levels <strong>of</strong><br />
engagement from non-activity staff. However,<br />
to have this confirmed by independent<br />
research has been wonderful.”<br />
Chris made the point that the independent<br />
research company, Marketing Means, were<br />
members <strong>of</strong> the Market Research Society.<br />
“They work to very strict guidelines to<br />
guarantee the quality <strong>of</strong> objective research,”<br />
he said.<br />
Trojan horse<br />
“I think the Sparkles are a bit like the Trojan<br />
Horse – they make their way into a care home’s<br />
culture in a very unobtrusive way. They are<br />
simple, and interesting, so many non-activity<br />
staff read them like they would a regular daily<br />
newspaper. Then in their normal duties they<br />
easily and naturally talk about the articles with<br />
residents. The activity staff themselves need<br />
not do anything to make this happen, although<br />
I have seen that where they do support the<br />
Whole Home ethos, the results are quicker and<br />
more comprehensive.<br />
“The average levels <strong>of</strong> non-activity staff<br />
engagement is very encouraging. When you<br />
look at the results from the top 10 performing<br />
homes though, the real potential is there to be<br />
seen. The Sparkles are phenomenally effective,<br />
and with the right sort <strong>of</strong> support, every home<br />
can achieve the figures that those top 10 get.”<br />
Chris and his team are now drawing up plans<br />
to support all Daily Sparkle subscribers to gain<br />
optimum results and are engaging a leading<br />
dementia specialist to design a light-touch<br />
support programme which does not run foul <strong>of</strong><br />
a home’s existing culture but subtly makes<br />
engagement easy, personally rewarding, and<br />
enjoyable. CT<br />
■ For more information, go to:<br />
www.dailysparkle.co.uk<br />
22<br />
January 2016<br />
www.careinfo.org
promotion<br />
Prior’s Court School for young people with autism<br />
invests in Miele Pr<strong>of</strong>essional for laundry upgrade<br />
Prior’s Court is an independent special<br />
school for young people with autism.<br />
They accommodate students aged<br />
between five and 19 and also provide support<br />
for families <strong>of</strong> the children. Their primary<br />
focus is to build independence and social skills<br />
in their students.<br />
Before the recent laundry installation,<br />
Prior’s Court already had a good relationship<br />
with the esteemed German brand, having used<br />
Miele Pr<strong>of</strong>essional machines on site for over 15<br />
years. Colin Seatter from Prior’s Court<br />
explains that they ‘invest in Miele Pr<strong>of</strong>essional<br />
machines because they are so good. They<br />
really are the best that money can buy!’<br />
Having previously had two small laundries<br />
installed with Miele Pr<strong>of</strong>essional Little Giants,<br />
the team at Prior’s Court decided that they<br />
wanted to upgrade the laundry facilities. After<br />
considering the various options that Miele<br />
Pr<strong>of</strong>essional <strong>of</strong>fers when it comes to onpremise<br />
laundry solutions, they decided to<br />
invest in barrier washer-extractors. This was<br />
the best option as they were particularly<br />
concerned with infection control, an issue <strong>of</strong><br />
paramount importance when dealing with<br />
children with special needs. An old unused<br />
changing room on site was repurposed to<br />
become a brand new laundry room and was<br />
fitted with three barrier washer-extractor<br />
machines (2 x 16kg and 1 x 20 kg) and three<br />
commercial tumble dryers.<br />
Installation<br />
Having decided to invest<br />
in a whole new on<br />
premise laundry, Prior’s<br />
Court turned to Gillman’s<br />
to conduct the<br />
installation <strong>of</strong> the Miele<br />
Pr<strong>of</strong>essional barrier<br />
washer-extractor<br />
machines. Gillman’s<br />
spent a year planning<br />
and executing the<br />
project and were able to<br />
carry out the whole<br />
process from design to<br />
installation and service.<br />
They also gave the<br />
cleaning team at Prior’s<br />
Court advice on all<br />
aspects <strong>of</strong> a best<br />
practice laundry.<br />
Gillman’s were delighted<br />
to be involved in a<br />
project with Prior’s<br />
Court School.<br />
Speaking about how<br />
the recent installation<br />
has benefited the school,<br />
Colin Seatter explained: “The new machines<br />
have been fully operational for 4 months now<br />
and the whole laundry process runs 100%<br />
better than it did before – there is no doubt<br />
about it! We are very happy with the service<br />
we received from Gillmans, and the cleaning<br />
staff absolutely love the new laundry. Now we<br />
have so much more space which makes such a<br />
difference. The barrier washer-extractor<br />
machines provide us with peace <strong>of</strong> mind and<br />
we now have optimal infection control.<br />
Improved efficiency<br />
“The new installation has also meant that we<br />
have been able to improve efficiency. The<br />
laundry is staffed between 7am and 3pm.<br />
Laundry is collected in the evenings and is<br />
returned back to the children the next day. We<br />
now have plans to use the old laundry as a<br />
training site for the children; the machines will<br />
remain operational so they will be able to learn<br />
how to use them which helps teach essential<br />
life skills.”<br />
When asked if he would recommend the<br />
German brand, Colin commented: “Of course<br />
we would recommend Miele Pr<strong>of</strong>essional. Our<br />
site has always used Miele machines and we<br />
would never change that.”<br />
■ For more information on<br />
Miele Pr<strong>of</strong>essional’s products<br />
please call 0844 8936907<br />
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January 2016 23
national care awards 2015<br />
#careawards<br />
Meet this year’s<br />
<strong>winners</strong>!<br />
Main<br />
Sponsor<br />
Drinks<br />
Reception<br />
Sponsor<br />
Photobooth<br />
Sponsor<br />
Twitter Wall<br />
Sponsor<br />
Entertainment<br />
Sponsor<br />
Programme<br />
Sponsor<br />
The National Care Awards Gala Presentation Night was<br />
held on 27 th November 2015 and was the biggest yet.<br />
The awards, now in their 17 th year continue to<br />
highlight excellence in all parts <strong>of</strong> the sector and<br />
reward those who work tirelessly to provide<br />
consistently outstanding care.<br />
The fabulous evening was sponsored by Christie +<br />
Co, who have been sponsors for 17 consecutive years,<br />
and held at the prestigious London Hilton Metropole,<br />
the same venue for the last 17 years. Head <strong>of</strong><br />
Healthcare for Christies, Richard Lunn welcomed the<br />
guests and reminisced about how much he enjoyed<br />
being involved with the awards.<br />
The champagne reception was sponsored by<br />
Fowler UK and almost 800 guests flocked to the<br />
Kings Suite to enjoy a glass! There was a Twitter wall<br />
featured for the first time, sponsored by Sky<br />
Business, and it went down a storm with guests<br />
posting pictures <strong>of</strong> themselves to be in with a chance<br />
to win two wonderful prizes for best dressed man and<br />
best dressed woman!<br />
The evening’s host was the fantastic Hugh Dennis<br />
who entertained the room famously. Hugh made his<br />
name as one half <strong>of</strong> Punt & Dennis. He and Steve Punt<br />
still appear together on Radio 4’s The Now Show,<br />
while Hugh also captains his team on Mock The Week,<br />
and stars as Pete Brockman, the father in the<br />
wonderfully inventive semi-improvised sitcom<br />
Outnumbered. Hugh made the <strong>winners</strong> feel very<br />
welcome as they collected their trophies to the<br />
sound <strong>of</strong> rapturous applause.<br />
The evening closed with two light-hearted games<br />
<strong>of</strong> heads or tails which raised thousands <strong>of</strong> pounds<br />
for the Care Workers Charity which helps carers who<br />
have fallen on hard times through no fault <strong>of</strong> their<br />
own. This year the charity is also donating money to<br />
a little girl called Georgie, daughter <strong>of</strong> an employee<br />
<strong>of</strong> Shaw Healthcare, in need <strong>of</strong> an operation.<br />
The party continued with entertainment<br />
sponsored by Pinders including music from the wellknown<br />
band ‘Co-Stars’ who entertained the guests<br />
until the early hours! The photo booth made another<br />
appearance this year thanks to sponsors Compass<br />
Associates and was a huge success with queues out<br />
the door!<br />
The National Care Awards is the longest<br />
established and biggest Care Awards by a significant<br />
margin. Its vigorous and personalised judging<br />
process, along with its glamour, make it the Awards<br />
most people want to win. Look out for the start <strong>of</strong><br />
next year’s National Care Awards when nominations<br />
start in June. The <strong>winners</strong>, once again, will be<br />
revealed in November 2016 at another exciting night<br />
<strong>of</strong> celebrating the best people in the sector!<br />
24<br />
January 2016<br />
www.careinfo.org
Carer<br />
Care Registered Nurse<br />
national care awards 2015<br />
Care Team<br />
Nicola Davis, Milford Care Group<br />
Presented by Avnish Goyal, Hallmark Care Homes<br />
Care Manager<br />
Susan Povey, Hallmark Care Homes. Presented by<br />
Jeremy Nixey, Shaw Healthcare Susan was unable<br />
to attend so her award was picked up on her behalf<br />
Special Needs Manager<br />
3L Care Limited<br />
Presented by Caroline Heath, Specsavers<br />
Healthcall<br />
Dementia Care Manager<br />
Santall Horn, Excelcare<br />
Presented by Lisa Soper, Avery Healthcare<br />
Care Operations Manager<br />
Eileen Champion, Hesley Group<br />
Presented by Peter Hill, Caring Homes<br />
Care Activities Co-ordinator<br />
Donna-Louise Cobban, EMDASS<br />
Presented by Pete Calveley, Barchester<br />
Healthcare<br />
Care Housekeeper<br />
Angela Boxall, Majesticare<br />
Presented by Compass Associates, Sam Leighton-<br />
Smith<br />
Gemma Jones, Majesticare<br />
Presented by Ed Watkinson, Quality Compliance<br />
Systems<br />
Carol Martin, Colten Care<br />
Presented by Simon Hart, Miele Pr<strong>of</strong>essional<br />
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January 2016 25
national care awards 2015<br />
Care Chef<br />
Care Home <strong>of</strong> the Year<br />
Dignity & Respect Care Home <strong>of</strong> the Year<br />
Judith Powell, Avery Healthcare<br />
Presented by Carol Sch<strong>of</strong>ield, Purchasing Support<br />
Services<br />
Care Apprentice<br />
Galanos House, The Royal British Legion<br />
Presented by James Misselbrook, The Consortium<br />
Care<br />
Resident Engagement<br />
St Leonards Residential Home, B&M Care<br />
Presented by Paula Keys, HC-One<br />
Care Leadership<br />
Jade Facey, The Old Vicarage<br />
Alison Simpson, Lifetime Training<br />
Care Home Group<br />
Kelly Henderson, Community Integrated Care<br />
Presented by Mel Knight, Your Care Rating<br />
Lifetime Achievement in Care<br />
Cath Murray-Howard, Community Integrated Care<br />
Presented by Richard Lunn, Christie + Co<br />
Care Personality<br />
Anchor<br />
Presented by James Tweddle, Sky Business<br />
Helena Jeffery, Caring Homes Group<br />
Presented by Bobby Kalar, Yü Energy<br />
Avnish Goyal, Hallmark Care Homes<br />
Presented by Tim Hammond, Four Seasons Health<br />
Care<br />
26<br />
January 2016<br />
www.careinfo.org
national care awards 2015<br />
Scenes <strong>of</strong> celebration<br />
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January 2016 27
national care awards 2015 guest list<br />
Acock, Barry ...................................Rosebank Care Home<br />
Acock, Mandie.................................Rosebank Care Home<br />
Adams, Mandy..........................................Riversway Care<br />
Adams, Richard ........................................................Bupa<br />
Adams, Sharon .............................Porthaven Care Homes<br />
Adan, Grace....................................................Forest Care<br />
Aggarwal, Mala...............................Hallmark Care Homes<br />
Aggarwal, Khsbhu...........................Hallmark Care Homes<br />
Aggarwal, Ameet............................Hallmark Care Homes<br />
Ahmed, Nassir ...............................Specsavers Healthcall<br />
Aitchison, Kerry .............................................Colten Care<br />
Aitchison, Mark..............................................Colten Care<br />
Aldridge, Jeanette ..........................Sunrise Senior Living<br />
Aldridge, Erika ...................................Alzheimers Society<br />
Alexopoulos, Spyros ....................Pearl Healthcare Group<br />
Alexopoulos, Elefdheria...............Pearl Healthcare Group<br />
Allen, James...............................................Caring Homes<br />
Allen, Anita .................................................Bespoke Care<br />
Allen, Ben.......................................Hallmark Care Homes<br />
Alston, Paul .............................................The Jawa Group<br />
Amir, Muhammad ...........................................Colten Care<br />
Amor, Joyce ..........................Leonard Cheshire Disability<br />
Arkinstall, Andrew .........................................Colten Care<br />
Ashbrook, Sharon ...................Greensleeves Homes Trust<br />
Atherton, Chloe .............................................Amore Care<br />
Backhouse, Anna.........................................Hesley Group<br />
Bagurske, Ieva...................................Sonnet Care Homes<br />
Baigrie, Elaine ............................................Downing Care<br />
Bailey, Geraldine ..........................Porthaven Care Homes<br />
Bailey, Kelly..........................................................3L Care<br />
Bainbridge, Paul ............................................Mentaur Ltd<br />
Bales, Nicola ..................................................Amore Care<br />
Ballantine, Sharon ................Community Integrated Care<br />
Balmaceda, Flora ...........................................Forest Care<br />
Bancr<strong>of</strong>t, Diane ..............................Hallmark Care Homes<br />
Bang, Phil.................................Four Seasons Health Care<br />
Barcial, Josie ...........................................Sanctuary Care<br />
Barker, Caroline ...................................................Ridouts<br />
Barratt, Libby..................................Sunrise Senior Living<br />
Beaney, Micheala..................................................PJ Care<br />
Beany, Julie..........................................................PJ Care<br />
Beaumont, Louise........................................Hesley Group<br />
Beecham, David..........................................Caring Homes<br />
Begum, Dela ....................SweetTree Home Care Services<br />
Bell, Dianne...................................................Vishomil Ltd<br />
Bell, Aaron ....................................................Vishomil Ltd<br />
Bell, John......................................................Vishomil Ltd<br />
Belmonte Hibell, Silvana .......................................Anchor<br />
Berry, Matthew ............................Porthaven Care Homes<br />
Biggane, Siobhan ..................Community Integrated Care<br />
Biggs, Mike .................................................Caring Homes<br />
Biodun, Tijani ...........................Four Seasons Health Care<br />
Bird, Michael............................National Care Association<br />
Bird, Mark .............................................Avery Healthcare<br />
Birley, Paul .........................................................Barclays<br />
Birley, Sandra .....................................................Barclays<br />
Bishai, Neil.....................Quality Compliance Systems Ltd<br />
Boughanmi, Mabrouk.....................Specsavers Healthcall<br />
Bowern, Caroline .........................................Caring Times<br />
Bowman, Jane.................................Sunrise Senior Living<br />
Boxall, Angela................................................Majesticare<br />
Boyle, Mike ............................................Shaw Healthcare<br />
Braithwaite, Daniel ..................................Pinsent Masons<br />
Breton, Marc..................................Specsavers Healthcall<br />
Brett, Kate.............................................Lifetime Training<br />
Brewer, Jordan...............................Hallmark Care Homes<br />
Brewer, Maureen ............................Whiteoaks Rest Home<br />
Brewin, Elaine..................................................B & M Care<br />
Briens, Helen .....................Eastview Healthcare Services<br />
Britton, Karen ..........................................Riversway Care<br />
Bromley, Josh .......................................................Anchor<br />
Brown, Ellen .........................................................Apetito<br />
Brown, Pamela...............................................Majesticare<br />
Browne, Debbie.....................................................Anchor<br />
Brownlie, Linda ..............................................Colten Care<br />
Brownlie, William ...........................................Colten Care<br />
Brunsdon, Nick ......................................Shaw Healthcare<br />
Bruton, Trinna..................................................B & M Care<br />
Bruton, Paul ....................................................B & M Care<br />
Buckland, Kim ..............................Porthaven Care Homes<br />
Buczkowska, Dorota ..........Eastview Healthcare Services<br />
Burke, Michael ................................Sunrise Senior Living<br />
Burmingham, Vince.............................Hendra Healthcare<br />
Burmingham, Gill ................................Hendra Healthcare<br />
Burton, Keith.........................................................Regard<br />
Burton, Una...........................................................Regard<br />
Burton, Keith.........................................................Regard<br />
Burton, Laura........................................................Regard<br />
Burton, Keith Paul.................................................Regard<br />
Butler, Yvonne ......................................................PJ Care<br />
Butler, Mark..........................................................PJ Care<br />
Butler, Andrea........................................Shaw Healthcare<br />
Button, Jason.................................Hallmark Care Homes<br />
Buxton, Susan................................................Majesticare<br />
Buxton, Clive .................................................Majesticare<br />
Cagnasso, Teresa ...........................Whiteoaks Rest Home<br />
Cahill, John......................................................B & M Care<br />
Cahill, Nicky.....................................................B & M Care<br />
Calveley, Pete...............................Barchester Healthcare<br />
Calveley, Jo ..................................Barchester Healthcare<br />
Canavan, Shaun............................Porthaven Care Homes<br />
Candy, Maggie..........................Four Seasons Health Care<br />
Carpenter, Christine..............................................Anchor<br />
Carpenter, Sarah....................................Shaw Healthcare<br />
Carrigan, Amy .......................................................Anchor<br />
Carrington, Annette.................National Care Association<br />
Carter, Ann ..............................National Care Association<br />
Carter, Adam...........................................Carter Schwartz<br />
Cartmell, Ian .........................................................Regard<br />
Carver, Rosie............................Four Seasons Health Care<br />
Cashmore, Jeremy.........................................Chistie + Co<br />
Castro, Herculano .............................................Menataur<br />
Catchpole, Catherine .................Stowlangt<strong>of</strong>t Healthcare<br />
Caton, Celia ...................................................Amore Care<br />
Cavan, Michael ............................................Hesley Group<br />
Champion, Phil ............................................Hesley Group<br />
Champion, Eileen.........................................Hesley Group<br />
Chan, Danielle.......................Community Integrated Care<br />
Chapman, Jon ......................................................Pinders<br />
Charlton, Ann.................................Specsavers Healthcall<br />
Charlton, Jayne..........................The Royal British Legion<br />
Chellan, Saranya .....................................The Jawa Group<br />
Christie, Gemma..................................Miele Pr<strong>of</strong>essional<br />
Cleave, Anne..................................................Amore Care<br />
Clews, Anna .......................Eastview Healthcare Services<br />
Clinton, Julia .....................................Sonnet Care Homes<br />
Cobban, Donna Louise........................Alzheimers Society<br />
Cochram, Alan ............................................Caring Homes<br />
Collins, Jayne ...........................The Care Workers Charity<br />
Collins, Rachel.....................................Miele Pr<strong>of</strong>essional<br />
Collins, Jordan .............................Porthaven Care Homes<br />
Colocott, Gill.........................................................Apetito<br />
Constable, Ian .......................Leonard Cheshire Disability<br />
Conway, Janet.....................................Somerset Care Ltd<br />
Cook, Paula......................................................B & M Care<br />
Cooper, Rose ..................................................Forest Care<br />
Cooper, Karen.........................Greensleeves Homes Trust<br />
Cooper, Julie............................................Sanctuary Care<br />
Cooper, Thea .......................................Miele Pr<strong>of</strong>essional<br />
Cooper, Stephen.........................The Royal British Legion<br />
Coppard, Mark ......................................................Apetito<br />
Corbiere, Jenny.....................Leonard Cheshire Disability<br />
Cormack, Derek..........................................Caring Homes<br />
Corrigan, Jason ............................Barchester Healthcare<br />
Coulter, Graham ...................................................Pinders<br />
Cowap, Vicky....................................................Norsecare<br />
Craig, Jackie ............................Four Seasons Health Care<br />
Crawford, Neil ................Quality Compliance Systems Ltd<br />
Crisford, John ............................The Royal British Legion<br />
Crosby, Jo .........................................Sonnet Care Homes<br />
Cross, Stuart ..........................Greensleeves Homes Trust<br />
Crossley, Jen...................................The Consortium Care<br />
Culley, Mark..................................Barchester Healthcare<br />
Cullis, Karen .............................Four Seasons Health Care<br />
Cundy, David ..................Quality Compliance Systems Ltd<br />
Cunningham, Anita................................................Anchor<br />
Curd, Alison................................................Caring Homes<br />
Currie, Craig .....................................................Castleoak<br />
Curtin, Mike .....................................................YU Energy<br />
Daniel, Sohail .................................................Colten Care<br />
Daniel, Samia .................................................Colten Care<br />
Davey, Jackie ......................................Somerset Care Ltd<br />
Davies, Sheilla..........................Four Seasons Health Care<br />
Davies, Natasha ...........................Porthaven Care Homes<br />
Davies, Russ...................................................Colten Care<br />
Davis, Nicola .................................................Milford Care<br />
Davis, Deondera....................................................Anchor<br />
Davy, Mark ....................................................Vishomil Ltd<br />
Davy, Gillian ..................................................Vishomil Ltd<br />
Daw, Martin ...................................................Chistie + Co<br />
Dawson, Mike...................................................B & M Care<br />
Dawson, Ham...................................................B & M Care<br />
Dawson, Sarah.....................................Miele Pr<strong>of</strong>essional<br />
De Silva, Maria ...............................................Colten Care<br />
Debourne, Theresa .......................Porthaven Care Homes<br />
Delaney, Lisa ........................................................Apetito<br />
Dennis, Hugh.............................................................Host<br />
Denny, Caroline..............................................Amore Care<br />
Densley, Stephanie ...................................Impact Futures<br />
Desmond, Kate......................................................Anchor<br />
Dixon, Daphne.................................Rosebank Care Home<br />
D'mello, Martin.....................................................Apetito<br />
Domingues, Ana ................................................Menataur<br />
Donescu, Elena................................Sunrise Senior Living<br />
Dontoh, Gladys.........................Four Seasons Health Care<br />
Douglass, Angie .....................................Shaw Healthcare<br />
Downie, Kerrie..............................Porthaven Care Homes<br />
Drain, Helen ..........................................Christies Care ltd<br />
Drake, Marian ........................................Shaw Healthcare<br />
Drewett, Zahra......................................................Regard<br />
Duffey, Claire .......................................................Pinders<br />
Duffy, Yvonne.....................Eastview Healthcare Services<br />
Dun, Durga Maya ............................................Forest Care<br />
Dunlop, Eileen ..........................Four Seasons Health Care<br />
Durant, Mr............................................................e-foods<br />
Durant, Mrs ..........................................................e-foods<br />
Dutton, Carl......................................Compass Associates<br />
Dwight, Greg................................................Caring Times<br />
Earrey, Sue.....................................Hallmark Care Homes<br />
Ebbage, Mick ...............................Pearl Healthcare Group<br />
Ebbage, Sue.................................Pearl Healthcare Group<br />
Edmondson, Helen ..............Purchasing Support Services<br />
Edwards, Paul...........................................................Bupa<br />
Edwards, Louise .............................Whiteoaks Rest Home<br />
Elford, Daryn..........................................The Old Vicarage<br />
Elford, Rebecca......................................The Old Vicarage<br />
Elliott, Graham............................................Downing Care<br />
Elliott-Pears, Rosemary..............................Downing Care<br />
Ellis, Anne..........................................Winash Rest Homes<br />
Elmer, Linda...............................Stowlangt<strong>of</strong>t Healthcare<br />
Elton, Jane .....................................Hallmark Care Homes<br />
Emmott, Julie ....................Eastview Healthcare Services<br />
Erpelo, Mavic..................................................Forest Care<br />
Evans, Bryony......................................Miele Pr<strong>of</strong>essional<br />
Evans, Sam ..........................................................Abacare<br />
Facey, Jade ............................................The Old Vicarage<br />
Fairhurst, Michael .......................Redwoods Dowling Kerr<br />
Fardon, Richard ..........................The Royal British Legion<br />
Farnell, Patricia............................Porthaven Care Homes<br />
Farrer, Elaine..................................................Colten Care<br />
Farrer, Julia....................................................Colten Care<br />
Ferguson, Myles..................................Hendra Healthcare<br />
Finn, Mr................................................................e-foods<br />
Finn, Mrs ..............................................................e-foods<br />
Flack, Harry.................................Pearl Healthcare Group<br />
Flanaghan, Rita.....................................Avery Healthcare<br />
Flawn, Jan ............................................................PJ Care<br />
Fogarty, Frank ................................................Forest Care<br />
Forbes, Jade.....................................Compass Associates<br />
28<br />
January 2016<br />
www.careinfo.org
national care awards 2015 guest list<br />
Forrester, Marie............................Barchester Healthcare<br />
Forsyth, Matthew......................Elizabeth Finn Homes Ltd<br />
Forsyth, Gillian..........................Elizabeth Finn Homes Ltd<br />
Fowler, David ....................................................Fowler UK<br />
Foxall-Smith, Sandie .............................................Regard<br />
Frankum, Maggie ..........................Porthaven Care Homes<br />
Fransen, Mindy ...............Quality Compliance Systems Ltd<br />
Freeth, Sue.................................The Royal British Legion<br />
French, Ruth ..............................Stowlangt<strong>of</strong>t Healthcare<br />
Furniss, Tim .....................................The Consortium Care<br />
Gardiner, Marion...................................................HC-One<br />
Gardiner, James....................................................Regard<br />
Gardner, Peter ......................................................PJ Care<br />
Gaskell, Hannah.............................................Chistie + Co<br />
Gaskell, Cathe .................................The Results Compant<br />
Gibbons, Lorraine ..................................Shaw Healthcare<br />
Gibbs, Claire .............................The Care Workers Charity<br />
Gibbs, Carl ................................The Care Workers Charity<br />
Gillespie, Angela ...................................Ontex Healthcatr<br />
Gilliland, John..........................National Care Association<br />
Gilroy, Kathleen...............................................B & M Care<br />
Godfrey, Kym ......................................Rushcliffe Care Ltd<br />
Godfrey, Karen................................Rosebank Care Home<br />
Goldsby, Beth ...............................Porthaven Care Homes<br />
Goodard, Caroline.............................................Excelcare<br />
Goodwin, Becky....................................................3L Care<br />
Goodwin, Denise.........................The Royal British Legion<br />
Gould, Martin.................................................Chistie + Co<br />
Goyal, Anita....................................Hallmark Care Homes<br />
Goyal, Avnish..................................Hallmark Care Homes<br />
Goyal, Ashish..................................Hallmark Care Homes<br />
Goyal, Ram .....................................Hallmark Care Homes<br />
Goyle, Nathan ..............................................Caring Times<br />
Grace, Joni .......................................................Excelcare<br />
Grange, Kate ....................................................Norsecare<br />
Granger, Brent.......................Leonard Cheshire Disability<br />
Granger, Sarah ......................Leonard Cheshire Disability<br />
Green, James......................Purchasing Support Services<br />
Grenger, Hayley...................................Miele Pr<strong>of</strong>essional<br />
Griffith, Pete ....................................Compass Associates<br />
Griggiths, Dan................................................Chistie + Co<br />
Gue, Paula ...........................................Somerset Care Ltd<br />
Hadley, Barbara .....................................Shaw Healthcare<br />
Hall, Karen.......................................................B & M Care<br />
Hammond, Jodie ...................................Ontex Healthcatr<br />
Hammond, Joan.....................................Shaw Healthcare<br />
Hammond, Tim .........................Four Seasons Health Care<br />
Hancock, David ...........................Redwoods Dowling Kerr<br />
Hand, Mike...................................ACH Woodbridge House<br />
Hand, Mike ............................................................Regard<br />
Hanwell, Christine ................................................Apetito<br />
Harding, Chris..............................................Daily Sparkle<br />
Hardman, Fiona .............................Specsavers Healthcall<br />
Hardwick, Matthew...............................................Apetito<br />
Hare, Sophie..............................................................CMG<br />
Harman, Jessica ..........................................Caring Times<br />
Harper, Diane...........................National Care Association<br />
Harriman, Georgina..................................Riversway Care<br />
Harris, Jane...........................................Shaw Healthcare<br />
Harris, Charlie.......................................Avery Healthcare<br />
Harris, Jermaine ............................Hallmark Care Homes<br />
Harrison, Jayne .....................................Shaw Healthcare<br />
Harrison, Nikki ..........................................................CMG<br />
Hart, Derek ....................................................Majesticare<br />
Hart, Simon .........................................Miele Pr<strong>of</strong>essional<br />
Hart, Erica .....................................................Majesticare<br />
Hartigan, Jeremy....................................Tersus Equip Ltd<br />
Hassan, Yul..............................................The Jawa Group<br />
Hatwood, Victoria...............................Rushcliffe Care Ltd<br />
Hawkins, Lois...............................................Caring Times<br />
Hawkins, Kit.................................................Caring Times<br />
Hawkins, Alison.....................................Christies Care ltd<br />
Hawkins, Rosie ...................................Hendra Healthcare<br />
Hawkins, Richard .........................................Caring Times<br />
Heaney, Deena..............................Barchester Healthcare<br />
Heath, Caroline..............................Specsavers Healthcall<br />
Helman, Guy .............................................Impact Futures<br />
Henderson, Kelly...................Community Integrated Care<br />
Hendon, Philippa ........................The Royal British Legion<br />
Henry, Shelly........................................................e-foods<br />
Henry, Rob ...........................................................e-foods<br />
Hepall, Paul............................................Lifetime Training<br />
Hew Jones, Victoria ..................................Somerset Care<br />
Hewat, Emma...................................Support in Dementia<br />
Hewit, Holly................................The Royal British Legion<br />
Heywood, Rachel .....................................Riversway Care<br />
Hickman, Melody...........................................Milford Care<br />
Hill, Julie .........................................Bidvest Food Service<br />
Hill, Eve ......................................................Caring Homes<br />
Hill, Shaun......................................Bidvest Food Services<br />
Hill, Peter ...................................................Caring Homes<br />
Hill, Martin................................The Care Workers Charity<br />
Hodgson, Tim.................................................Majesticare<br />
Holloway, Amanda................................................3L Care<br />
Horn, Santall.....................................................Excelcare<br />
House, Heather..................................Winash Rest Homes<br />
Houseman, Donna ...............................Miele Pr<strong>of</strong>essional<br />
Houseman, Victoria .............................................Care UK<br />
How, Alistair.............................Four Seasons Health Care<br />
Hubbard, Chris.................................The Consortium Care<br />
Hughes, Lynn ..................................Rosebank Care Home<br />
Hughes, Bill .....................................................B & M Care<br />
Hughes, Brendan .............................................B & M Care<br />
Hughes, Suzanne ...................................Shaw Healthcare<br />
Hunt, Andy.............................................Shaw Healthcare<br />
Hunter, Tony...................Quality Compliance Systems Ltd<br />
Hurley, Shaun......................Purchasing Support Services<br />
Hurley, Stewart ...................Purchasing Support Services<br />
Inch, Caroline ..................................................B & M Care<br />
Jackson, Richard ..................................................Regard<br />
Jackson, Jane....................................Winash Rest Homes<br />
Jackson, Karen...................SCA Hygiene Products UK Ltd<br />
Jackson, Andy..............................................Caring Times<br />
Jackson, Trish..............................................Hartwig Care<br />
Jackson, Charlie ............................................Chistie + Co<br />
Jaco, Lynda ................................The Royal British Legion<br />
Jarvis, Val..........................Eastview Healthcare Services<br />
Jawaheer, Sonia ......................................The Jawa Group<br />
Jawaheer, Rishi.......................................The Jawa Group<br />
Jawaheer, Sherine...................................The Jawa Group<br />
Jawaheer, Roy.........................................The Jawa Group<br />
Jeffery, Robert...........................................Caring Homes<br />
Jeffrey, Paul...............................................Caring Homes<br />
Jeffreys, Mike...................................Compass Associates<br />
Jenkinson, Darren ...........................................B & M Care<br />
Jenner, Steve .............................................Chandler & Co<br />
Jenner, Gill ...........................................Broomfield Lodge<br />
Johnson, Irene.............................................Caring Times<br />
Johnson, Donna .......................Four Seasons Health Care<br />
Jones, Gemma ...............................................Majesticare<br />
Jones, Nicola ...............................................Caring Times<br />
Jones, Anthony..............................................Majesticare<br />
Jones, Gemma ......................................................Regard<br />
Jones, Wendy ..................................Sunrise Senior Living<br />
Jones, Louise....................................................Excelcare<br />
Kaggawa, Derrick...............Eastview Healthcare Services<br />
Kalar, Bobby.....................................................YU Energy<br />
Kalar, Jinny ......................................................YU Energy<br />
Keating, Pat ...................................Whiteoaks Rest Home<br />
Kelly, Grace..................................................Caring Times<br />
Kelly, Amanda ................................................Majesticare<br />
Kemp, Jodie .....................................Compass Associates<br />
Kennett, Janet.................................................B & M Care<br />
Kenny, Nicky ..........................................Lifetime Training<br />
Keys, Paula ...........................................................HC-One<br />
Kidd, Nyree...............................Elizabeth Finn Homes Ltd<br />
Killingback, Mandela........................................B & M Care<br />
King, Tracey....................................................Forest Care<br />
Kingsley, Tracey.....................................Lifetime Training<br />
Kingston Minnis, Wendy..................Whiteoaks Rest Home<br />
Kirkpatrick, Angela..........................................B & M Care<br />
Kitson, Julie ..................................................Chistie + Co<br />
Knight, Melville.................................................Castleoak<br />
Knowles, Steven...........................................Caring Times<br />
Kuczkowski, Lojciech ........................................Excelcare<br />
Kurvieva, Vaska ...............................................B & M Care<br />
Lache, Mariana .........................Elizabeth Finn Homes Ltd<br />
Lampard, Annie ............................Porthaven Care Homes<br />
Lanceley, Debbie .........................................Hesley Group<br />
Latreille, Claire .....................................................Anchor<br />
Lavender, Vanessa ..........................Rosebank Care Home<br />
Lawrence, Simon...................................Avery Healthcare<br />
Le Mesurier, Paige Rose ........................................Regard<br />
Le Mesurier, Lena..................................................Regard<br />
Le Mesurier, Beth..................................................Regard<br />
Leach, Jackie ..................................................B & M Care<br />
Leighton-Smith, Sam ........................Compass Associates<br />
Lewin, Keith ...................................................Brunswicks<br />
Lewin, Judith..................................................Brunswicks<br />
Lewis, Lee......................................................Amore Care<br />
Lewis, Scott ................................Redwoods Dowling Kerr<br />
Linao, Anrica.....................................................Excelcare<br />
Livermore, Helena......................................Caring Homes<br />
Livermore, Clive .........................................Caring Homes<br />
Lovelace, Susan........................Elizabeth Finn Homes Ltd<br />
Lovelace, Keith .........................Elizabeth Finn Homes Ltd<br />
Ludlow, Davina ........................................carehome.co.uk<br />
Lumley, Marin .......................................................HC-One<br />
Lumley, Philip .......................................................HC-One<br />
Lunn, Richard ................................................Chistie + Co<br />
Macaulay, Anthony .....................The Royal British Legion<br />
MacDougall, Marlyn......................Porthaven Care Homes<br />
MacKay, Laird .............................................Caring Homes<br />
Mackay, Lesley...........................................................SCA<br />
Manka, Marianna ....................Greensleeves Homes Trust<br />
Manton, Jane ...........................................Lifeways Group<br />
Marlborough, Nadene ......SweetTree Home Care Services<br />
Marston, Lynn....................................Sonnet Care Homes<br />
Martin, Katie..................................................Colten Care<br />
Martin, Carol..................................................Colten Care<br />
Martisikova, Eliska .........................Whiteoaks Rest Home<br />
Mason, Glen..........................................................HC-One<br />
Mason, Julie ...............................................Caring Homes<br />
Massie, Tom ...........................................Shaw Healthcare<br />
Masters, Karen.........................National Care Association<br />
Mboko, Godwin .....................................................PJ Care<br />
McCole, Mark..................................Hallmark Care Homes<br />
Mcfall, Steve ........................................................e-foods<br />
McGrath, Carol...................Eastview Healthcare Services<br />
McKenzie, Verna ..........................................Caring Times<br />
McLean, Sue ................................................Hesley Group<br />
McNamara, Ron...................Purchasing Support Services<br />
McNamara, Michael.............Purchasing Support Services<br />
McPhee, Sarah ............................................City & County<br />
McSharry, Sally ...........................................Hesley Group<br />
McSharry, Chris...........................................Hesley Group<br />
McTeir, Shirley ......................Community Integrated Care<br />
Mellor, Kevin........................................Somerset Care Ltd<br />
Miller, Mathew.............................Redwoods Dowling Kerr<br />
Miller, Paul ..................................Redwoods Dowling Kerr<br />
Miller, Dean...........................................................Apetito<br />
Miller, Carolynne.......................Elizabeth Finn Homes Ltd<br />
Millward, Jan .........................................The Old Vicarage<br />
Millward, Colin .......................................The Old Vicarage<br />
Milne, Michelle .....................................................3L Care<br />
Misselbrook, James.........................The Consortium Care<br />
Miteva, Sylvia ..................................................B & M Care<br />
Mizen, Janet ........................................................e-foods<br />
Mizen, Paul...........................................................e-foods<br />
Molly, Romey..............................The Royal British Legion<br />
Moore, David ..................................Hallmark Care Homes<br />
Moore, Jo ..........................................Sonnet Care Homes<br />
Moore, Glenn ...............................Pearl Healthcare Group<br />
Moore, Tina..................................Pearl Healthcare Group<br />
Morton, Laura.............................The Royal British Legion<br />
Morton, Brian...................................................YU Energy<br />
Morton, Janet ..................................................YU Energy<br />
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January 2016 29
national care awards 2015 guest list<br />
Morton-Carr, Jill ...................................................HC-One<br />
Muchingaguyo, Clemence...........Nightingale Hammerson<br />
Mukherji, Shekar ...........................................Mentaur Ltd<br />
Murphy, Allison.....................................................3L Care<br />
Murray-Howard, Cath............Community Integrated Care<br />
Musgrave, Paul .....................................................Apetito<br />
Mynes, Liam ...............................................................SCA<br />
Nandagopan, Maddie......................Whiteoaks Rest Home<br />
Nandagopan, Givon ........................Whiteoaks Rest Home<br />
Nash, Andrew ...........................Elizabeth Finn Homes Ltd<br />
Navarro, Elieza........................................The Jawa Group<br />
Neil, Jennifer ......................................Gateshead Council<br />
New, Pat.........................................Whiteoaks Rest Home<br />
Newton, Steve..........................................Riversway Care<br />
Nicholson, Dawn ...........................Barchester Healthcare<br />
Nightingale, Katie...........................Hallmark Care Homes<br />
Nilne, Craig...........................................................3L Care<br />
Nixey, Jeremy........................................Shaw Healthcare<br />
Njenga, Veronica................Eastview Healthcare Services<br />
Noble, Margaret .............................Whiteoaks Rest Home<br />
Noon, Robert......................................Rushcliffe Care Ltd<br />
Notton, Sarah...........................................Riversway Care<br />
Oakes, Emma..............................................Caring Homes<br />
Oakes, Steve ..................................................Majesticare<br />
O'Connor, Eddie...................Purchasing Support Services<br />
O'Hare-Connolly, Gavin ..................................Amore Care<br />
O'Reilly, Mike ...........................Four Seasons Health Care<br />
Osborne, Luke ..................................Compass Associates<br />
Otterman, Tracey...............Olivia Josephine Care Limited<br />
Owens, Natalie ............................Redwoods Dowling Kerr<br />
Pace, Louis .......................................Compass Associates<br />
Page, Christine................................Sunrise Senior Living<br />
Pallett, Rachel...............................................Mentaur Ltd<br />
Pancott, Adrian..............................................Amore Care<br />
Parker, Imogen.................................................YU Energy<br />
Parker, Nick .....................................................YU Energy<br />
Parnell, Shanice ....................................................Regard<br />
Pask, June...................................Pearl Healthcare Group<br />
Pask, Ged.....................................Pearl Healthcare Group<br />
Patel, Davesh ........................................Avery Healthcare<br />
Patel, Mahesh .................................Pathways Care Group<br />
Paxman, Eunice .......................National Care Association<br />
Pearman, Janie..............................................Colten Care<br />
Pearson, Kate ....................Eastview Healthcare Services<br />
Penfold, Simon..........................Elizabeth Finn Homes Ltd<br />
Perez, Jonathan...........................Porthaven Care Homes<br />
Pewa, Mary ..............................Four Seasons Health Care<br />
Pickering, Tony...........................................Caring Homes<br />
Pickernell, Andy ..............................The Consortium Care<br />
Pike, Terri ..........................................Sonnet Care Homes<br />
Pincott, Sara .........................Leonard Cheshire Disability<br />
Pinfield, Joyce.........................National Care Association<br />
Pink, Marva ..................................Porthaven Care Homes<br />
Pintelli, Lonella ............................Porthaven Care Homes<br />
Pitkin, Jeremy ..................................................Fowler UK<br />
Player, James ...................................................Castleoak<br />
Pointer, Sarah.........................Greensleeves Homes Trust<br />
Popham, Claire ..................................Sonnet Care Homes<br />
Potter, Janet ........................................................3L Care<br />
Poulain, Janet .............................................Hesley Group<br />
Poundall, Lorraine.........................................Milford Care<br />
Povey, Sue......................................Hallmark Care Homes<br />
Powell, Nigel .........................................Avery Healthcare<br />
Powell, Judith .......................................Avery Healthcare<br />
Pratap, Roger ................................................Majesticare<br />
Prentice, Verity ..............................Hallmark Care Homes<br />
Preston, Jackie ..........................................Caring Homes<br />
Quantrill, Marie................................................Norsecare<br />
Quill, Sue ........................................Hallmark Care Homes<br />
Radoicovici, Magda.........................Hallmark Care Homes<br />
Raja, Asif .................................National Care Association<br />
Rankin, Katie.........................................................Anchor<br />
Ranson, Mike ..............................................Caring Homes<br />
Rashid, Sam......................................................Fowler UK<br />
Ravula, Raj ..............................................The Jawa Group<br />
Rayner, Sarah ...........................Elizabeth Finn Homes Ltd<br />
Rea, Jayne.......................................................B & M Care<br />
Rees, Alex......................................................Colten Care<br />
Rees, Lindsay.................................................Colten Care<br />
Reid, Eileen ...................................Specsavers Healthcall<br />
Ren, Natasha........................................................3L Care<br />
Rhodes, Simon .................................................YU Energy<br />
Richards, Stephen..................................Shaw Healthcare<br />
Richardson, James...................................................Bupa<br />
Robb, Fiona..................................................Caring Times<br />
Robinson, David ....................Leonard Cheshire Disability<br />
Robinson, Paul ......................................Ontex Healthcatr<br />
Rogers, Barry ..................................................B & M Care<br />
Rogers, Rachel ................................................B & M Care<br />
Rolls, Grace .....................................................B & M Care<br />
Rolph, Laura...................................................Colten Care<br />
Rolt, Cheryl .....................................Sunrise Senior Living<br />
Roman, Anca.....................................................Excelcare<br />
Rosenbach, Alan.............Quality Compliance Systems Ltd<br />
Rouke, Martin............................................................CMG<br />
Rullamas, Rose...............................................Forest Care<br />
Russell, Neil..........................................................PJ Care<br />
Sadowski, Jane..................................Sonnet Care Homes<br />
Salawi, Omotolani ....................Four Seasons Health Care<br />
Salt, Kayleigh........................................................Anchor<br />
Salt, Tracey ...........................................................Anchor<br />
Salt, Nigel .............................................................Anchor<br />
Santos Melo, Isabel ...........................................Menataur<br />
Sch<strong>of</strong>ield, Nigel ..........................................Caring Homes<br />
Sch<strong>of</strong>ield, Daniel .................Purchasing Support Services<br />
Sch<strong>of</strong>ield, Carol...................Purchasing Support Services<br />
Scott, Sheila...................Quality Compliance Systems Ltd<br />
Seal, Tim.......................................Barchester Healthcare<br />
Sevenoaks, Gerry .......................................Downing Care<br />
Shah, Vishal....................................Hallmark Care Homes<br />
Sharp, Amanada ........................................................CMG<br />
Shell, Theresa...............................Barchester Healthcare<br />
Sheperd, Viv...................Quality Compliance Systems Ltd<br />
Sherriff, Mark .............................................Caring Homes<br />
Sherwood, Nikki ..........................Pearl Healthcare Group<br />
Sherwood, Sally .......................................Riversway Care<br />
Sherwood, Gary...........................Pearl Healthcare Group<br />
Shittu, Hadjai ...........................Four Seasons Health Care<br />
Sibanda, Norah ..................Eastview Healthcare Services<br />
Sibanda, Albert..................Eastview Healthcare Services<br />
Simpkins, Chris...........................The Royal British Legion<br />
Simpson, Alison .....................................Lifetime Training<br />
Singh, Sujjata .................................Hallmark Care Homes<br />
Sinnott, Ian ............................................The Old Vicarage<br />
Sinnott, Annie ........................................The Old Vicarage<br />
Skelcey, Tracy.............................The Royal British Legion<br />
Smart, Louise .............................The Royal British Legion<br />
Smith, Chris ........................Purchasing Support Services<br />
Smith, Carol ...............................The Royal British Legion<br />
Smith, Richard .................................................Norsecare<br />
Smith, Anne .................................Brilliant Care Solutions<br />
Smith, Mr .....................................Brilliant Care Solutions<br />
Smith, Frank..........................................................Regard<br />
Smy, Iris................................................................Anchor<br />
Sokolnik, Maria ..............................................Colten Care<br />
Soper, Lisa ............................................Avery Healthcare<br />
Southall, Jessica ..........................Porthaven Care Homes<br />
Spencer, Megan-Riley.......................Compass Associates<br />
Sromousley, Lubo...........................................Forest Care<br />
St Pierre, Louise ..........................................Caring Times<br />
Staines, Gayl ......................................Alzheimers Society<br />
Steen, Andrew.............................Redwoods Dowling Kerr<br />
Stephanescu, Tanta .........................Sunrise Senior Living<br />
Stephenson, Shirley.......................................Majesticare<br />
Stevens, Bob ..............................The Royal British Legion<br />
Stevens, Gail.........................................................PJ Care<br />
Stewart, Lesley........................National Care Association<br />
Stobbs, Marie ...........................Four Seasons Health Care<br />
Stollery, Michael...........................Barchester Healthcare<br />
Stone, Lesley ........................................................Anchor<br />
Storey, Rob..............................................The Jawa Group<br />
Stutt, Jayne...................................................Amore Care<br />
Stutter, Emma ..................................Compass Associates<br />
Swarbrick, Lindsey ................Leonard Cheshire Disability<br />
Swithenbank, Paul .............Olivia Josephine Care Limited<br />
Tarrant, Juliette ...................................................3L Care<br />
Tasker, Mary...........................................Shaw Healthcare<br />
Tasker, David..........................................Shaw Healthcare<br />
Tayag, Louie .............................................Sanctuary Care<br />
Taylor, Holly .........................................................3L Care<br />
Taylor, Jane...................................................Milford Care<br />
Tembo, George ................................................B & M Care<br />
Thomas, Alun .........................................Shaw Healthcare<br />
Thompson, Louise .................................Avery Healthcare<br />
Thompson, Laura ..............................................Fowler UK<br />
Thorn, Mark ................................................Marches Care<br />
Thorn, Mandy ..............................................Marches Care<br />
Thorne, Toni ....................................Sunrise Senior Living<br />
Thorpe, Elaine .................................................B & M Care<br />
Toop, Danny..................................Porthaven Care Homes<br />
Torres, Teresa .......................................Avery Healthcare<br />
Tothne, Aniko...................................................B & M Care<br />
Trow, Kevin .......................................................Castleoak<br />
Tuck, Jane ..................................The Royal British Legion<br />
Tucker, Terry...................................Hallmark Care Homes<br />
Vadana, Raxvan............................Porthaven Care Homes<br />
Valentine, David.......................National Care Association<br />
Valerio-Tayag, Raisa .................................Sanctuary Care<br />
Van Zyl, Johann ....................................................PJ Care<br />
Vasey, Jo..................................Four Seasons Health Care<br />
Vickery, David ........................................The Old Vicarage<br />
Vickery, Kelly .........................................The Old Vicarage<br />
Vickery, Mark .................................................Forest Care<br />
Vickery, Jacqui...............................................Forest Care<br />
Walding, Jeremy.........................................Inox Equip Ltd<br />
Walker, Steve........................................................e-foods<br />
Walsh, Bernadette ................................Mears Care Group<br />
Walsh, Kieron..................................Hallmark Care Homes<br />
Walvin, Gina...................................................Milford Care<br />
Ward, Martyn..................................Hallmark Care Homes<br />
Ward, Kingston.......................................The Old Vicarage<br />
Warren, Teresa.................................................B & M Care<br />
Watkins, Nigel...................................................Castleoak<br />
Watkinson, Ed.................Quality Compliance Systems Ltd<br />
Watson, Karen ....................................Rushcliffe Care Ltd<br />
Watson, JP ...............................Four Seasons Health Care<br />
Webster, Tina .............................Stowlangt<strong>of</strong>t Healthcare<br />
Weeks, Sue ............................Leonard Cheshire Disability<br />
Weidl, Max .....................................................Chistie + Co<br />
Wellsby, Mark ........................................................Regard<br />
Westall, Paul......................................Sonnet Care Homes<br />
Wheat, Paula..................................................Majesticare<br />
Wheat, Phil.....................................................Majesticare<br />
Whitehead, Jakki......................................Riversway Care<br />
Whittingham, Mat ...........Quality Compliance Systems Ltd<br />
Wilkins, Bernie ...............................................Colten Care<br />
Wilkins, Jan..............................................Riversway Care<br />
Williams, Roda ................................Hallmark Care Homes<br />
Williams, Kay..........................................Shaw Healthcare<br />
Williams, Beverly........................The Royal British Legion<br />
Wilmington, Julie................................Rushcliffe Care Ltd<br />
Wilson, Jo-anne..........................The Royal British Legion<br />
Winstanley, Andrew ..............................................Apetito<br />
Woodhead, Hilary.............................Support in Dementia<br />
Woods, Peter...............................Redwoods Dowling Kerr<br />
Wooller, Maria..................................................B & M Care<br />
Wright, Kevin........................................................Ridouts<br />
Wright, Claire ...................................................YU Energy<br />
Wynne, Bernard .............................................Chistie + Co<br />
Yapp, Amy .................................................Somerset Care<br />
York, Richard....................................Compass Associates<br />
Young, Craig..........................................................Anchor<br />
30<br />
January 2016<br />
www.careinfo.org
FIND THE LATEST DETAILS AT CAREINFO.ORG/EVENTS<br />
or email events@hawkerpublications.com<br />
EIGHTH<br />
Murrayfield Stadium<br />
Edinburgh<br />
20 April 2016<br />
Organised by<br />
In association with:<br />
Keynote speakers:<br />
• Preventing Dementia: A stepped approach<br />
towards 2020, Pr<strong>of</strong>essor Craig Ritchie, Pr<strong>of</strong>essor<br />
<strong>of</strong> the Psychiatry <strong>of</strong> Ageing, Centre for Clinical<br />
Brain Sciences, University <strong>of</strong> Edinburgh<br />
• How Scotland can lead the way in dementia care:<br />
transforming the lives <strong>of</strong> people with dementia<br />
and those who care for them in Scotland, Henry<br />
Simmons, Chief Executive, Alzheimer Scotland<br />
• The Scottish Dementia Working Group – people<br />
living with dementia and family carers<br />
Sessions include:<br />
• Finding your way: symposium on design, signage<br />
and the environment for dementia care<br />
• Person-centred care in the acute hospital setting<br />
– new research and guidance<br />
• Transforming the traditional care home:<br />
achieving personalisation and modernisation<br />
• Risk and resilience in dementia: new research and<br />
guidance<br />
• Dementia Palliare: positive practice development<br />
in advanced dementia and at the end <strong>of</strong> life<br />
• Music and the arts in dementia care, including<br />
Playlist for Life<br />
• Knowledge and skills <strong>of</strong> the dementia care<br />
workforce<br />
• Tensions and dilemmas in carer assessment<br />
• Improving dementia care: update on the<br />
developing role <strong>of</strong> the Care Inspectorate in<br />
Scotland, including the SOFI system <strong>of</strong> inspection<br />
and the King’s Fund environment audit tool<br />
• Personalised activities in care homes: arts,<br />
music, poetry, individual interests<br />
• Responding to stress and distress in dementia<br />
• Personal outcome planning for people living with<br />
dementia and their families<br />
FOR EXHIBITION AND SPONSORSHIP OPPORTUNITIES<br />
CONTACT CAROLINE@HAWKERPUBLICATIONS.COM
product news<br />
The elegant curves <strong>of</strong> the Matrix Angle Basin<br />
The Matrix Angle is an elegant,<br />
curved corner basin, designed by<br />
Pressalit Care to <strong>of</strong>fer ease <strong>of</strong><br />
movement in a bathroom where<br />
accessibility for less-abled users is a<br />
pre-requisite.<br />
Its sweeping curved front edge<br />
and configuration that allows for<br />
fitting in a right or left facing<br />
corner, means that the full size<br />
basin can be accommodated in a<br />
smaller bathroom without losing<br />
valuable manoeuvring space for wheelchairs.<br />
Even when a WC is situated on an adjoining wall, the curved front and shallow bowl <strong>of</strong><br />
the Matrix Angle provides maximum space for access.<br />
The Matrix Angle’s shallow bowl provides wheelchair room beneath, while the extralong<br />
integrated grip handles make it possible for users to move around securely and rise<br />
to a standing position from a chair with maximum safety and support.<br />
Clear space at the front and sides <strong>of</strong> the basin surface provides an ideal area for<br />
additional leaning support, with the tap in easy reach. Even more flexibility can be gained<br />
with the installation with a rise/fall height adjustable Pressalit Care bracket.<br />
Produced from the highest quality crushed marble, and with the design flair and<br />
expertise <strong>of</strong> Pressalit Care who have been providing specialist, top end sanitary ware for<br />
over forty years, every aspect <strong>of</strong> the Matrix Angle has been considered and tested from<br />
material, surface, design and function.<br />
The Pressalit Care Angle Matrix basin is available with a range <strong>of</strong> accessories, including<br />
taps, modular shelves and baskets, and can be used alongside Pressalit Care’s extensive<br />
range <strong>of</strong> grab rails and support arms.<br />
■ For more information and stockists for Pressalit Care’s range <strong>of</strong> Matrix<br />
washbasins, visit www.pressalit.com or email uk@pressalit.com<br />
The Wrapmaster Compact – perfect for smaller kitchens<br />
In any kitchen no piece <strong>of</strong> light catering equipment is perhaps more widely used than cling<br />
film and aluminium foil, which is why catering pr<strong>of</strong>essionals should be using a pr<strong>of</strong>essional<br />
kit when it comes to dispensing – you wouldn’t fillet a fish with a bread knife and the same<br />
goes for cling film with cardboard cutter boxes.<br />
Cardboard cutter boxes are not only wasteful – with more cling film ending up in the bin<br />
than protecting food – but they can really impact on efficiency, which can be disastrous<br />
during a busy service.<br />
A pr<strong>of</strong>essional kitchen calls for pr<strong>of</strong>essional catering equipment, the award winning<br />
Wrapmaster <strong>of</strong>fers improved kitchen efficiency, less packaging waste and a 35% reduction<br />
in product waste for big cost savings. Quick and easy to use, it can help increase<br />
productivity in the kitchen and – being shatter resistant and dishwasher pro<strong>of</strong> – is also the<br />
safe and hygienic choice for caterers.<br />
What should caterers consider before buying new equipment?<br />
There are three key considerations when it comes to light catering equipment – efficiency,<br />
minimising wastage and above all cost savings. By using the Wrapmaster, caterers can avoid<br />
tangled and ripped cling film which means not only a more efficient operation but also a 35%<br />
reduction in product waste, helping to save money. Space can <strong>of</strong>ten be limited in kitchens,<br />
the Wrapmaster Compact is perfect for those smaller kitchens with limited space, taking up<br />
the same area as a traditional 30cm cutter box – it’s the portable and easy to use unit, with<br />
all the great qualities that have made Wrapmaster the trusted choice.<br />
Since 1975, Wrap Film Systems has been supplying the catering and hospitality sectors<br />
both here in the UK and internationally. Based in Telford – with a world class<br />
manufacturing and warehouse facility –<br />
Wrap Film Systems is the award winning,<br />
market leader in cling film and aluminium<br />
foil that is trusted by catering pr<strong>of</strong>essionals<br />
and chefs.<br />
■ For more information please visit<br />
www.wrap-smart.co.uk<br />
The fast, forceful, four-burner Falcon F900<br />
Falcon’s latest product <strong>of</strong>fering is the gas-powered<br />
F900 four burner Range. Part <strong>of</strong> the new F900<br />
series, and available with a choice <strong>of</strong> burner sizes, it<br />
combines rugged performance with good looks,<br />
making it ideal for busy catering kitchens, whether<br />
back or front <strong>of</strong> house.<br />
The standard unit’s hob has four 9.5kW twin<br />
flame burners, ensuring fast heat up times. Falcon<br />
also <strong>of</strong>fers 4.2kW burners as an alternative. The<br />
Range can be configured with a mix <strong>of</strong> the two<br />
burners, to suit customer requirements. All burners<br />
feature individually protected pilots to minimise energy wastage.<br />
Falcon’s heavy duty construction means that the Range is both practical and tough.<br />
Examples include the one-piece pressed hob with sealed burner wells, which mean the unit<br />
is easy to keep clean and that spills are contained. The individual cast iron pan supports<br />
easily cope with the knocks <strong>of</strong> a busy kitchen environment.<br />
The Range’s oven is 2/1 gastronorm and has five shelf positions, with two shelves<br />
supplied as standard. A metal to metal door seal delivers the best possible closure,<br />
minimising energy wastage by keeping the heat where it’s needed, inside the oven<br />
chamber. The piezo ignition is reliable and efficient while the oven’s 7.5kW burner ensures<br />
it quickly reaches temperature, to a maximum <strong>of</strong> 280°C.<br />
The Dynamic Link System (DLS), developed by Falcon for the F900 series, means the<br />
Range can be tightly joined to other F900 units quickly and easily, giving all the flexibility<br />
and cost-effectiveness <strong>of</strong> a modular line with the looks and hygiene benefits <strong>of</strong> a one-piece<br />
top.<br />
The Range measures 900mm deep by 900mm high and 800mm wide. It can be<br />
converted quickly and easily on-site for use with natural, propane or butane gas. All Falcon<br />
products are available through dealers nationwide. List price for the F900 four burner<br />
range starts at £3750.<br />
■ www.falconfoodservice.com<br />
Intelligent bedside pressure monitoring from Sidhil<br />
Introducing a ground breaking development in the fight against pressure ulcers,<br />
healthcare specialists Sidhil have launched the Monitor, Alert, Protect (M.A.P) system,<br />
the UK's first continuous bedside pressure monitoring system. M.A.P can be used in<br />
conjunction with almost any mattress system to provide 24/7 data on pressure levels<br />
developing between the patient and the support surface.<br />
Reducing the prevalence <strong>of</strong> pressure ulcers plays a vital role in improving patient<br />
outcomes and reducing the costs associated with treatment - estimated at between<br />
£1.4 and £2.1 billion per year for the NHS. Whilst developing dynamic therapy mattress<br />
systems have already made an important contribution here, nursing staff do not<br />
currently have a tool capable <strong>of</strong> distinguishing accurately between high and low<br />
pressures, or assessing the effectiveness <strong>of</strong> their interventions.<br />
M.A.P changes all that. This intelligent pressure distribution monitoring system<br />
uses a pressure sensing mat to identify high and low pressure areas between the<br />
patient and the support surface. The outer layer <strong>of</strong> this mat consists <strong>of</strong> a medical<br />
grade biocompatible material which houses thousands <strong>of</strong> sensing points capable <strong>of</strong><br />
accurately imaging the body <strong>of</strong> the patient lying on the support surface.<br />
This information is sent to a monitor attached to the mat, where it is displayed as a<br />
real time, colour coded high resolution image, with areas <strong>of</strong> high pressure clearly<br />
delineated in red and orange, and lower pressure areas showing as green and blue.<br />
This real time visual ‘pressure map' gives care staff accurate detail on each<br />
individual patient, enabling them to alter the patient's position accordingly to reduce<br />
pressure and therefore reduce the potential for pressure ulcers. Micro movements can<br />
reduce pressures dramatically, which is particularly effective for patients where full<br />
body repositioning or even turning may be restricted.<br />
The M.A.P system is available both for sale and for rental from Sidhil. The purchase<br />
price is believed to be less than the cost <strong>of</strong> treating one Grade 1 pressure ulcer.<br />
■ For a demonstration <strong>of</strong> Sidhil's M.A.P system, please contact:<br />
T: 01422 233 000, www.sidhil.com<br />
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January 2016 33
uilding with care<br />
Castleoak begins ground works at Care UK’s Horsham project<br />
Care UK and specialist construction partner<br />
Castleoak have celebrated the start <strong>of</strong> work on<br />
a £6m care home in Horsham, West Sussex.<br />
With 82 en-suite bedrooms the facility will<br />
provide residential care, specialist dementia<br />
care, nursing, and short term respite care and<br />
is scheduled to welcome its first residents in<br />
October 2016. Featuring a cinema, hairdressing<br />
salon and café, the home will also have wheelchair<br />
friendly landscaped gardens.<br />
Hadrian Healthcare Group opened its latest<br />
care home in November. The Manor House in<br />
Knaresborough is the company’s tenth purpose-built<br />
care development in Yorkshire and<br />
the North East since 2008.<br />
The £7.3m home at Hambleton Grove is close<br />
to the town centre and will provide both residential<br />
and dementia care.<br />
The Manor House has 75 spacious furnished<br />
rooms each with private facilities, landscaped<br />
gardens, residents’ bar and restaurants, hair<br />
and beauty salon, spa and wellness suite, library<br />
and shop. Hadrian says a team <strong>of</strong> inhouse<br />
cooks will prepare all the catering using<br />
locally sourced fresh produce, and a lifestyle<br />
The layout <strong>of</strong> the building will also facilitate<br />
the creation <strong>of</strong> close knit communities and will<br />
be configured into a series <strong>of</strong> individual suites<br />
with a dedicated lounge and dining room. Each<br />
bedroom will have an en-suite wet room, together<br />
with a flat-screen television, adjustable<br />
pr<strong>of</strong>ile bed, and a 24-hour nurse call system.<br />
Castleoak chief executive <strong>of</strong>ficer Craig Currie<br />
said the project marked the 1000th care bed<br />
Castleoak had delivered for Care UK.<br />
Hadrian’s Knaresborough home opens<br />
co-ordinator will organise relevant social activities<br />
for each resident. All accommodation is<br />
arranged in small living groups creating a<br />
homely environment.<br />
Hadrian’s managing director Jas Gill said his<br />
company’s aim was always to provide high quality<br />
person-centred care in a luxurious, carefully<br />
designed setting.<br />
“The Manor House is right in the heart <strong>of</strong> the<br />
community and we look forward to becoming an<br />
active part <strong>of</strong> the community too,” said Mr Gill.<br />
“Over the course <strong>of</strong> our 17 developments for<br />
Care UK we’ve established a collaborative approach<br />
to delivering projects that we know<br />
works well,” said Mr Currie.<br />
“This scheme will be testament to our excellent<br />
working relationship and will bring so<br />
much to the local area.”<br />
Justin Daley and Craig Currie on site<br />
<strong>of</strong> the £6m care home now being<br />
built in Horsham, West Sussex<br />
Go ahead for nursing home at Grove Place retirement community<br />
Computer image <strong>of</strong> Hadrian Healthcare’s<br />
£7.3m Manor House in Knaresborough<br />
Hartford Court tops-out<br />
Hartford Care celebrated its new £6m care<br />
home in Portsmouth being one step closer<br />
to completion with a traditional ‘Topping<br />
Out’ ceremony in late September..<br />
Construction <strong>of</strong> the 60-bed Hartford<br />
Court, which will <strong>of</strong>fer residential and dementia<br />
care, began in March <strong>of</strong> this year and<br />
is scheduled to open in the Spring <strong>of</strong> 2016.<br />
Hartford Care is part <strong>of</strong> a family-owned<br />
business established more than a century<br />
ago in 1908 and features a collection <strong>of</strong><br />
twelve individual care homes located<br />
throughout the South and South West.<br />
Planning permission has been given to build a<br />
54-bed nursing home in the 27-acre grounds <strong>of</strong><br />
Grove Place retirement community in Romsey,<br />
Stepnell starts work at Trowbridge<br />
Construction work has begun on The Orders <strong>of</strong><br />
St John Care Trust’s (OSJCT) care centre in<br />
Trowbridge, Somerset.<br />
The £6.1m 64-bed care centre, set for completion<br />
during Winter 2016, will include two<br />
floors providing residential and specialist dementia<br />
care and will comprise four 16-bed<br />
households, each one complete with its own<br />
kitchen and communal living space.<br />
Linking the two households on the ground<br />
floor will be a central destination area, called<br />
the Street, featuring a cinema, corner shop,<br />
hair-salon and a garden room/café.<br />
Secure landscaped gardens will be accessible<br />
from each <strong>of</strong> the ground floor households,<br />
along with a communal landscaped garden<br />
Hampshire. The new LifeCare Residences facility<br />
will have a 20-bedroom dedicated dementia wing<br />
and gardens, and is due for completion in 2017.<br />
accessible from the garden room/café.<br />
The home is being built by Stepnell in partnership<br />
with The Orders <strong>of</strong> St John Care Trust,<br />
which will provide the care in the new home.<br />
Computer rendition <strong>of</strong> OSJCT’s £6.1m care home<br />
now under construction in Trowbridge<br />
34<br />
January 2016<br />
www.careinfo.org – Caring Times <strong>of</strong>ficial website
uilding with care<br />
Highlands Business Awards recognise Parklands growth<br />
An independent care home company has been<br />
recognised as one <strong>of</strong> the best performing businesses<br />
in the Scottish Highlands.<br />
Parklands Group, which operates seven care<br />
homes across Moray and Highland, was named<br />
Outstanding Performing Business (25+ employees)<br />
at the Highland Business Awards.<br />
The company has announced plans to build<br />
two new 40-bed care homes, one at Grantown<br />
on Spey, for which it has already received plan-<br />
New building rules create new role <strong>of</strong> Principal Designer<br />
On 6 April 2015 the Construction<br />
(Design and Management) Regulations<br />
2015 came into force replacing the<br />
existing 2007 regulations. The purpose <strong>of</strong> the<br />
new regulations is to ensure that health and<br />
safety issues are adequately addressed and<br />
integrated during the design, build and<br />
operation <strong>of</strong> domestic and commercial<br />
construction projects.<br />
The new regulations are intended to improve<br />
on what were perceived to be unnecessary bureaucratic<br />
measures under the 2007 regulations.<br />
In particular, one <strong>of</strong> the key changes was<br />
to remove the role <strong>of</strong> the Construction Design<br />
& Management (CDM) co-ordinator and replace<br />
it with the new role <strong>of</strong> a Principal Designer. This<br />
was because <strong>of</strong> concerns that the CDM co-ordinator<br />
was not being truly integrated into the<br />
design process or being involved early enough<br />
in order to be able to influence design.<br />
Employer clients on construction projects<br />
must now, where there is more than one contractor,<br />
appoint a Principal Designer to plan,<br />
Dunstable town mayor Liz Jones; Only Care<br />
regional operations manager Chris Ashton, Only<br />
Care director Amit Dhamecha and LNT Group<br />
development director Nick Broadbent mark the<br />
topping-out <strong>of</strong> Rosewood Court near Dunstable.<br />
ning permission, and another in Fortrose, for<br />
which planning permission has just been submitted.<br />
It is hoped both homes will open by the<br />
end <strong>of</strong> next year, at a cost <strong>of</strong> £3.5m each.<br />
The new facilities will be modelled on Parklands’<br />
modern care homes in Tain and Muir <strong>of</strong><br />
Ord, opened last year. As well as residential<br />
care, the new homes will provide respite and<br />
convalescence care.<br />
Rooms will be significantly larger than the<br />
manage and monitor the pre-construction<br />
phase <strong>of</strong> any project and co-ordinate matters<br />
relating to health and safety to ensure that, so<br />
far as reasonably practicable, the project is carried<br />
out without risks to health and safety,<br />
seeking to eliminate or control foreseeable<br />
health and safety risks to those carrying out<br />
construction work. The client must ensure that<br />
the Principal Designer appointed has the relevant<br />
skills, knowledge and experience to undertake<br />
the role. If the client fails to appoint a<br />
Principal Designer then the client itself will be<br />
required to fulfil that role.<br />
The new regulations included a transitional<br />
period allowing those operating under the<br />
2007 Regulations to continue to do so until 6<br />
October 2015. As <strong>of</strong> 6 October the client must<br />
now have appointed a Principal Designer or undertake<br />
the role itself. This requirement has<br />
caused some disquiet in the industry. An existing<br />
CDM co-ordinator cannot simply change<br />
‘hats’ and become a Principal Designer. The<br />
Principal Designer needs to be a designer with<br />
LNT tops-out Rosewood in Dunstable<br />
Rosewood Court, a new care home being built<br />
by LNT Construction in Dunstable, recently<br />
celebrated a landmark stage in the build with<br />
a topping out ceremony.<br />
When complete in early March, Rosewood<br />
Court will be operated by Only Care Ltd to provide<br />
a home for 66 older people.<br />
The home will provide residential, nursing<br />
and dementia care with 100% en-suite accommodation,<br />
landscaped sensory gardens and its<br />
own cinema room and café.<br />
Established in 2007, Only Care is a<br />
family-owned business established in 2007<br />
with four homes in Derbyshire, Cambridgeshire<br />
and Yorkshire.<br />
minimum standard set down by the National<br />
Care Standards.<br />
Parklands managing director Ron Taylor said<br />
the recognition by the Highland Business<br />
Awards was fundamentally about the staff.<br />
“We employ almost 500 people across the<br />
Highlands and Moray, many <strong>of</strong> whom have been<br />
with us for over a decade,” said Mr Taylor. “I am<br />
grateful to all <strong>of</strong> them for their hard work and<br />
commitment to our residents.”<br />
By<br />
TOM<br />
COLLINS<br />
Associate,<br />
Weightmans<br />
Tel: 0151 242 6939<br />
tom.collins@weightmans.com<br />
the necessary skills, knowledge and experience.<br />
The most likely candidate will be those who<br />
have responsibility for design such as the architect<br />
or perhaps the design and build contractor.<br />
However, on design and build projects<br />
where the architect is <strong>of</strong>ten novated over to the<br />
contractor the client no longer has a direct link<br />
to the architect.<br />
It is the client itself which should make the<br />
appointment. That means that the client has to<br />
enter into a new retainer with the architect to<br />
act as the Principal Designer.<br />
There has been a resistance in the industry<br />
to take on the role, whether for reasons <strong>of</strong> lack<br />
<strong>of</strong> resource, experience or indeed the will to<br />
carry out the role. Alternatively, design consultants<br />
may be appointed by the client but subcontract<br />
out the requirements to specialists or<br />
responsibility may be placed on the contractor<br />
to act as Principal Designer if it is commercially<br />
possible to amend the contract.<br />
There is as yet no commonly accepted practice<br />
to appoint the Principal Designer in such<br />
circumstances but, with the 6 October 2015<br />
deadline having passed, clients who have not<br />
appointed a Principal Designer will have to take<br />
steps to do so or fulfil the role themselves if<br />
they are content to continue to do so. CT<br />
36<br />
January 2016<br />
www.careinfo.org – Caring Times <strong>of</strong>ficial website
usiness & property<br />
Embattled Four Seasons closes<br />
seven homes in Northern Ireland<br />
Four Seasons Health Care has announced the<br />
closure <strong>of</strong> seven <strong>of</strong> its 69 homes in Northern<br />
Ireland, where it is the leading care provider.<br />
Two are in Belfast, with the others in Antrim,<br />
Garvagh, Craigavon, Ballynahinch and<br />
Armagh, together employing 393 staff caring<br />
for 254 residents. The closures are expected<br />
to be completed by February and follow in the<br />
wake <strong>of</strong> an earlier Four Seasons closure in<br />
Northern Ireland in October, after which the<br />
company appointed advisers to undertake an<br />
emergency financial review.<br />
A spokesman for the company, which is<br />
owned by private equity firm Terra Firma, said:<br />
“The principal reason behind this decision is<br />
that each <strong>of</strong> these homes is operating at a loss<br />
and they are no longer viable. The fee income<br />
that the homes receive is below the cost <strong>of</strong> the<br />
care they are providing… The decision to close<br />
any home is not taken lightly.”<br />
Orchard Care Homes acquires Leyton Homes group<br />
Orchard Care Homes, a provider <strong>of</strong> residential elderly care homes<br />
across the UK, has completed its acquisition <strong>of</strong> 21 homes from the<br />
Leyton Healthcare portfolio.<br />
Paul Mancey, Chief Executive <strong>of</strong> Orchard Care Homes commented:<br />
“We are pleased to announce the news <strong>of</strong> the purchase <strong>of</strong> Leyton<br />
Homes, which are mainly located in the Midlands and the north <strong>of</strong><br />
England. Orchard has a strong track record in taking on home portfolios<br />
and we’re looking forward to working with the Leyton home teams. The<br />
most important thing is to ensure the continuity <strong>of</strong> care. There are no<br />
changes envisaged to the management and staff at the homes”<br />
The purchase is part <strong>of</strong> an ongoing expansion <strong>of</strong> the Harrogate-based<br />
care group.<br />
Avery under fire over<br />
pay for female staff<br />
The care workers union GMB has begun legal<br />
action against Avery Healthcare Group over<br />
claims that its female staff are not paid<br />
equally to men.<br />
GMB has instructed law firm Leigh Day to<br />
seek equal pay for 62 female members <strong>of</strong> staff<br />
in caring roles across Avery’s 15 homes, to put<br />
them on a par with the mostly male<br />
maintenance and caretaking staff.<br />
Chris Benson, a partner at Leigh Day,<br />
commented: “While it is recognised in some<br />
sectors that women are undervalued and<br />
underpaid I did not expect to see this happen<br />
in care homes.”<br />
A letter from Leigh Day to Avery warned:<br />
“Our clients intend to pursue claims in<br />
respect <strong>of</strong> breaches <strong>of</strong> their contracts <strong>of</strong><br />
employment.”<br />
GMB, the union for care home staff,<br />
responded: “GMB is seeking an urgent meeting<br />
with the [Northern Ireland] health minister<br />
Simon Hamilton along with senior management<br />
in the wake <strong>of</strong> the company announcement.”<br />
After the announcement, Mr Hamilton said a<br />
consultation process over the potential<br />
closure <strong>of</strong> 10 state-run care homes in Northern<br />
Ireland would be put on hold.<br />
Four Seasons faces £50m <strong>of</strong> interest to<br />
service a £500m debt. In an interview with the<br />
Guardian, Four Seasons chairman Ian Smith<br />
criticised George Osborne’s 2% council tax<br />
precept and the Better Care Fund, and said<br />
care homes need an increase <strong>of</strong> 6-10% in<br />
council funding “just to stand still”.<br />
At the time <strong>of</strong> going to press, Hutchinson Care<br />
Homes had expressed interested in buying<br />
Antrim Care Home and Spa Nursing Home<br />
Group was interested in Oakridge, Ballynahinch.<br />
County Court Care acquires<br />
three Lincolnshire homes<br />
Alykhan Kachra, Managing Director at Country Court<br />
Care, with Nick Chambers, CEO <strong>of</strong> LACE Housing<br />
The future <strong>of</strong> three Lincolnshire care homes<br />
employing 160 staff has been secured after<br />
they were transferred from current owners<br />
LACE Housing to specialist care provider<br />
Country Court Care.<br />
Eccleshare Court near Hartsholme Country<br />
Park in Lincoln, Ruckland Court in north Lincoln<br />
and Neale Court in North Hykeham are now<br />
owned and managed by Country Court Care.<br />
Kingsley Healthcare expands in Cheshire<br />
Care home operator Kingsley Healthcare has acquired two premium<br />
properties in Cheshire. The multi-million-pound purchase <strong>of</strong> Redwalls<br />
nursing home in Sandiway, Northwich and Sharston House nursing<br />
home in Knutsford adds 92 beds to the company’s portfolio.<br />
Kingsley’s CEO Daya Thayan said: “Kingsley is looking to acquire<br />
further quality homes in prime locations as well as moving forward with<br />
a new build programme to complement our property portfolio.”<br />
The sale was assisted by Coutts bank and Wetherby-based property<br />
agent Lamont Johnson. Mr Thayan said his company’s new-build<br />
programme was also progressing with a specialist dementia care home<br />
in Partington, Greater Manchester under construction.<br />
Ideal Carehomes: exceeding Living Wage is a ‘no-brainer’<br />
Ideal Carehomes, part <strong>of</strong> the LNT Group, has begun paying all its staff above the Living Wage,<br />
despite inflation being near 0% for the past year. The lowest paid staff member in the organisation<br />
will now be paid £7.50p/h – a 15% increase on Ideal’s former lowest wage. The National<br />
Minimum Wage reached £6.70p/h in October 2015.<br />
Newly appointed chief executive Matt Lowe said Ideal had a strong family feel and has long<br />
<strong>of</strong>fered excellent additional benefits to staff such as iPhones, shopping discounts and childcare<br />
vouchers. “The introduction <strong>of</strong> the Living Wage has given providers like us the opportunity to<br />
demonstrate our dedication to a quality care <strong>of</strong>fer and recognition <strong>of</strong> how hard our staff work<br />
to create such great places to live,” said Mr Lowe. “Offering an above-Living Wage, never mind<br />
Minimum Wage, rise is a no-brainer for us and puts us ahead <strong>of</strong> the curve in the sector.”<br />
Sarah Colling, Ideal head <strong>of</strong> HR, said that while the Chancellor’s announcement to introduce<br />
the Living Wage from next year had been met with caution by many in the sector, Ideal believed<br />
the raise would help them improve their <strong>of</strong>fer to residents.<br />
“The decision to make the introduction at this early stage, reflects Ideal’s understanding<br />
that quality care requires motivated and committed staff,” said Ms Colling.<br />
“Ideal wants to recruit and retain the best staff. We believe that this raise in hourly pay will<br />
show our staff how committed we are to their roles. It’s not all about wage, however, and we<br />
believe that providing our staff with full training, regardless <strong>of</strong> their role, is vital to creating<br />
the right caring environment. Their achievements as carers are central to our achievement as<br />
a provider.”<br />
38<br />
January 2016<br />
www.careinfo.org – Caring Times <strong>of</strong>ficial website
Investigations by the Observer have revealed<br />
an escalating financial crisis in the care home<br />
sector. Chai Patel, the chairman <strong>of</strong> HC-One,<br />
one <strong>of</strong> Britain’s largest care home operators,<br />
recently stated that half <strong>of</strong> Britain’s care homes<br />
could soon go bust.<br />
There are concerns that the new National<br />
Living Wage and moves to pay transport costs to<br />
carers will increase the costs <strong>of</strong> care. Local<br />
authorities have also suffered funding cuts <strong>of</strong><br />
more than 40% since 2010 and are struggling to<br />
<strong>of</strong>fer attractive contracts; therefore many<br />
providers are turning to the private sector.<br />
In light <strong>of</strong> this, solicitors have received<br />
numerous queries from care home owners asking<br />
how to deal effectively with mounting debts.<br />
If you are a care home owner faced with this<br />
problem, you will need to:<br />
■ Work out how much is owed<br />
■ Work out if you have enough money to pay <strong>of</strong>f<br />
your debts<br />
■ Contact your creditors and make proposals to<br />
pay them back<br />
■ Work out your options if you don’t have<br />
sufficient funds to repay the debts.<br />
Once you have worked out how much money is<br />
owed, it is important to understand that different<br />
types <strong>of</strong> debt can result in different types <strong>of</strong><br />
enforcement action being taken:<br />
■ Mortgage or rent arrears. Failure to pay these<br />
could result in you losing your place <strong>of</strong> business.<br />
■ Electricity and gas arrears. Failure to pay could<br />
result in your care home being disconnected.<br />
■ County Court Judgements (CCJs). Failure to<br />
pay a CCJ could result in the creditor<br />
instructing bailiffs to seize your property,<br />
obtaining a third party debt order (this allows a<br />
creditor to take the money you owe them<br />
directly from whoever has the money, for<br />
example a bank or building society) or securing<br />
a charging order over any land or assets that<br />
you own. If a charging order is obtained, in<br />
order to realise the judgement debt the creditor<br />
would have to go on to obtain an order for sale.<br />
■ Income tax or VAT arrears. You can be sent to<br />
prison for non-payment <strong>of</strong> income tax or VAT.<br />
It is also important to be wary <strong>of</strong> creditors<br />
threatening to invoke insolvency proceedings. If<br />
you operate as a company and a debt is worth<br />
more than £750, then insolvency proceedings or<br />
the threat <strong>of</strong> them, via the service <strong>of</strong> a statutory<br />
demand, may be served on you. If you operate<br />
business & property<br />
How care home owners can manage debt<br />
DAVID EDWARDS, head <strong>of</strong> the healthcare sector team at<br />
Harrison Drury solicitors, looks at how to contain a potential crisis<br />
your business as a sole trader or partnership, the<br />
insolvency threshold is £5000. However the<br />
courts tend to discourage the use <strong>of</strong> insolvency<br />
procedures as a debt collection exercise and, if<br />
the debt is genuinely disputed, then the courts<br />
may not only dismiss petitions, but also penalise<br />
those bringing them.<br />
It is also important to note that even if you<br />
don’t have sufficient funds to pay <strong>of</strong>f your debts,<br />
it may still be possible to negotiate a deal with<br />
your creditors. For example it may be more cost<br />
effective for a creditor to accept a reduction in<br />
the amounts owed to them than take action to<br />
enforce the debt. Also if there is a lack <strong>of</strong> money<br />
in your business generally, the likelihood <strong>of</strong><br />
creditors receiving all money owed in the event <strong>of</strong><br />
them taking enforcement action is likely to be<br />
slim. Therefore a negotiated deal may be the<br />
most cost effective solution. CT<br />
■ If your care home is struggling with mounting debts, you can<br />
get advice from David, who specialises in the care home<br />
sector. He can be contacted directly on<br />
david.edwards@harrison-drury.com or 01772 208 507.<br />
DEMENTIA<br />
National<br />
CARE AWARDS<br />
FOR SPONSORSHIP OPPORTUNITIES FOR EITHER OF THESE GREAT EVENTS PLEASE<br />
CONTACT CAROLINE@HAWKERPUBLICATIONS.COM TO REGISTER INTEREST<br />
Join us on Facebook Follow us on Twitter Find us on LinkedIn January 2016<br />
39
usiness & property<br />
Lifeways leader has a lifetime passion for care<br />
Suhail Mirza’s healthcare leadership pr<strong>of</strong>ile: PAUL MARRINER, LIFEWAYS GROUP<br />
Paul Marriner is CEO <strong>of</strong> Lifeways Group,<br />
which is one <strong>of</strong> the UK’s leading providers<br />
<strong>of</strong> support services for people with<br />
learning disabilities and other diverse and<br />
complex needs in community settings. The<br />
business, established in 1995, currently supports<br />
more than 6000 tenants and individuals,<br />
employs more than 10,000 staff and has a<br />
turnover in excess <strong>of</strong> £230 million.<br />
“It’s been a busy year for the business and I<br />
guess the acquisition <strong>of</strong> the learning disabilities<br />
business <strong>of</strong> Care UK (which turned over more<br />
than £50 million) was a significant milestone,”<br />
Paul explains.<br />
Lifeways clearly seems to have taken that on<br />
board with its service <strong>of</strong>ferings and its history <strong>of</strong><br />
high pr<strong>of</strong>itability – partly thanks to the lessons<br />
put forward by one <strong>of</strong> the most influential<br />
business books <strong>of</strong> the past decade, Blue Ocean<br />
Strategy (W Chan Kim & Renee Mauborgne,<br />
Harvard Business Review Press 2005). Its<br />
authors argue most companies compete in a ‘red<br />
ocean’, ie in an overcrowded market where<br />
margins are continually driven down. Kim and<br />
Mauborgne suggest that to succeed the key is to<br />
differentiate one’s <strong>of</strong>fering by establishing a<br />
presence in an uncontested market (the ‘blue<br />
ocean’) where margins are greater.<br />
“Supported living is the core and largest part<br />
<strong>of</strong> our business and within that we have been<br />
different as the first provider to successfully<br />
develop and deliver a new model <strong>of</strong> purposebuilt<br />
supported living services for people with<br />
diverse and complex needs,” says Paul. “We have<br />
also branched into more specialist segments <strong>of</strong><br />
the market, including acquired brain injury as<br />
well as a wide range <strong>of</strong> mental health services.”<br />
Sporting background<br />
Today Paul is widely recognised across the social<br />
care sector for his contribution, not least<br />
advocating innovation. And yet his initial career<br />
aspirations were not related to social care at all.<br />
“I grew up in Yorkshire in a working class<br />
family passionate about sports. I played rugby<br />
league semi-pr<strong>of</strong>essionally, football, badminton,<br />
and my real passion was table tennis. During my<br />
A levels I wanted to be a policeman. I applied but<br />
was told I had to wait 18 months for<br />
commencement <strong>of</strong> training and then the miner’s<br />
strike was looking likely.<br />
“I was very close to my late grandfather, John<br />
who, particularly later in his life, was severely<br />
physically disabled. In the late 1970s I used to<br />
attend a day centre with him in Pontefract, which<br />
during the day was a centre for people with<br />
learning disabilities. My aunt said I would make a<br />
good nurse given my empathy and ability to<br />
interact with people, so I thought ‘why not?’.”<br />
He duly qualified as a nurse and then in<br />
mental health (“back then we were called mental<br />
handicap nurses!”). Having spent over nine years<br />
in the NHS, including the last four as a<br />
community nurse in Leeds, he joined the<br />
independent sector in 1993 with what was then<br />
Northern Life Care. This move had a lasting<br />
impact on his pr<strong>of</strong>essional career.<br />
“I was blessed to have a superb mentor there<br />
in Dorothy Jarvis Lee, who was an innovative<br />
thinker in the world <strong>of</strong> social care. Back then,<br />
more than 20 years ago, we were providing<br />
supported living almost exclusively. Indeed, one<br />
<strong>of</strong> my first roles was to work towards closing<br />
down a 17-bed residential care facility. The<br />
business was ahead <strong>of</strong> its time. My time there<br />
added to my inspiration to make a difference and<br />
think differently.”<br />
Paul flourished and was promoted to Regional<br />
Manager and then became Head <strong>of</strong><br />
Development. He found time, in 1994, to<br />
complete a degree in health and social care in<br />
the process too.<br />
Roles at Lifeways<br />
He eventually joined Lifeways in 2000 (having<br />
ignored the entreaties to meet the founder for<br />
more than six months) and moved to Devon<br />
(with his wife Tracie and then baby daughter<br />
Caitlin). At the time Lifeways had just 100 service<br />
users and 150 staff. By 2007 Paul had been<br />
promoted first to Development Director and then<br />
combined Development & Operations Director.<br />
During this time the business had experienced<br />
explosive growth and now served 900 services<br />
users and employed 1500 staff.<br />
“I worked hard and had faith that supported<br />
living models <strong>of</strong>fered real opportunities to<br />
service users to live and be connected with a<br />
community and realise their self-worth. The<br />
supported living model also <strong>of</strong>fered value for<br />
money for commissioners and I was confident<br />
that, commercially, due to demographic trends,<br />
there was a great opportunity to grow the<br />
business”<br />
At this juncture the founders <strong>of</strong> the business<br />
wished to retire and Paul took up the<br />
opportunity to realise his vision and lead an<br />
management buyout with the backing <strong>of</strong> August<br />
Equity. This proved a spectacularly successful<br />
meeting <strong>of</strong> minds.<br />
“August Equity shared my deep passion for<br />
40<br />
January 2016<br />
www.careinfo.org – Caring Times <strong>of</strong>ficial website
usiness & property<br />
quality. It was the item that led all board<br />
meetings and we knew that this, together with<br />
innovation, would distinguish our business.”<br />
Over the next five years Lifeways, through<br />
both organic growth and acquisitions, grew<br />
exponentially. By the time OMERS PE (the<br />
private equity arm <strong>of</strong> one <strong>of</strong> Canada’s largest<br />
pension funds), backed a secondary<br />
management buyout led by Paul, Lifeways<br />
served 3000 service users and had more than<br />
5000 staff.<br />
Paul highlights that the deal was good for<br />
both August Equity and OMERS PE, with August<br />
doing exceptionally well after five years. He<br />
further mentions OMERS PE’s passion for quality<br />
and financial strength as key enables <strong>of</strong> growth<br />
they have enjoyed since 2012.<br />
Paul’s mastery <strong>of</strong> the numbers matches his<br />
encyclopaedic understanding <strong>of</strong> care.<br />
“I have an affinity with numbers, did an A level<br />
in maths and also fancied being an accountant. I<br />
did complete an MBA in 2004 but left being a<br />
qualified accountant to my wife Tracie!”<br />
Strategy for growth<br />
The last three years have witnessed a<br />
continuation <strong>of</strong> Lifeways’ impressive growth and<br />
this includes several acquisitions, culminating in<br />
the Care UK transaction <strong>of</strong> earlier this year.<br />
John Kotter, a Harvard Business School<br />
scholar, has emphasised that truly outstanding<br />
leaders need to have a clear vision in which their<br />
colleagues have belief and be able to inspire<br />
them to continually make the changes needed to<br />
realise it. Paul personifies those ideas.<br />
“My leadership team shares my passion for<br />
empowering all our service users to receive the<br />
best person-centred care and support that<br />
enables them to make choices about their lives<br />
and to live as independently as possible. In fact,<br />
the senior leadership team has been with me<br />
since 2008 and having that continuity has been<br />
key to our growth.”<br />
And how does Lifeways seek to establish itself<br />
as a leader in its markets?<br />
“Quality <strong>of</strong> service is paramount. This has<br />
always been so but, particularly in light <strong>of</strong> recent<br />
scandals, the scrutiny <strong>of</strong> independent sector<br />
providers has never been greater. In that regard<br />
we have Quality Focus Groups that meet<br />
regularly and we also ensure the individuals we<br />
support are also involved in our quality team’s<br />
independent audits <strong>of</strong> services. This ensures all<br />
have optimal involvement in the delivery <strong>of</strong> care.”<br />
He adds that equally important is the culture<br />
and values <strong>of</strong> staff in any care organisation<br />
“We have adopted a Recruitment Toolkit<br />
which ensures there is a nexus or bond between<br />
staff and service users in that its aim is to ensure<br />
nobody is recruited without some input from<br />
people who receive support.”<br />
Paul is a champion <strong>of</strong> community-based care<br />
provision and his days within the NHS have<br />
provided him with an empathy to the challenges<br />
facing commissioners.<br />
“We have long advocated a move away from<br />
silo-based thinking,” he says. “We welcome<br />
adoption <strong>of</strong> a holistic, whole-systems model <strong>of</strong><br />
care and support where, through transparency<br />
and collaboration, providers and commissioners<br />
can join up health and social care delivery. This<br />
promotes service user choice and also <strong>of</strong>fers<br />
best value; critically important at a time <strong>of</strong><br />
restraint on the public purse.”<br />
Forging partnerships<br />
Paul remains driven to improve the extent <strong>of</strong><br />
choice and control vulnerable adults have about<br />
their models <strong>of</strong> care: “Too many adults are not<br />
getting the care and support they deserve and live<br />
in inappropriate settings. To redress this Lifeways<br />
has partnered with investors and housing<br />
associations to deliver a purpose-built flat scheme<br />
model that works for both some <strong>of</strong> the most<br />
complex individuals or individuals who require<br />
small amounts <strong>of</strong> support each week; Lifeways<br />
delivers the 24/7 care and support and the<br />
scheme makes full use <strong>of</strong> assistive technology.”<br />
Paul may be the CEO <strong>of</strong> a £230m turnover<br />
business with aspirations to grow much further,<br />
but he remains very much hands on and spends<br />
time every week in services “rolling up my<br />
sleeves and being close to where care and<br />
support is delivered”. The spark that was lit in<br />
Pontefract looking after his grandfather all those<br />
years ago clearly burns brightly today. CT<br />
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41
usiness & property<br />
Chandler & Co supports Country Court Care<br />
as it secures future <strong>of</strong> Lincoln care homes<br />
PROMOTION: The future <strong>of</strong> three<br />
Lincolnshire care homes has been secured<br />
after they were transferred from LACE<br />
Housing to ‘Residential Care Provider <strong>of</strong><br />
the Year’ Country Court Care.<br />
Eccleshare Court, near<br />
Hartsholme<br />
Country Park<br />
in Lincoln,<br />
Ruckland<br />
Court in North<br />
Lincoln and Neale<br />
Court in North Hykeham are now owned<br />
and managed by Country Court Care.<br />
Country Court Care is already a major<br />
employer in Lincolnshire, employing over<br />
700 staff and they are committed to a<br />
continued program <strong>of</strong> investment in the<br />
industry with plan for growth across the<br />
country.<br />
As an award winning care provider with<br />
strong family values, Country Court Care<br />
will be able to achieve greater efficiencies<br />
without affecting the quality and standard<br />
<strong>of</strong> care provided. All three <strong>of</strong> these Care<br />
Homes will receive significant investment<br />
to ensure that existing and future<br />
residents experience the very best care<br />
and accommodation.<br />
Al-karim Kachra, Corporate Finance<br />
Director, commented: “We are delighted<br />
with the purchase <strong>of</strong> these three care<br />
homes from LACE Housing. This is<br />
Country Court Care’s<br />
second<br />
transaction with<br />
Chandler and Co<br />
and they have<br />
provided exceptional<br />
service and we are looking forward to<br />
working with them again in the future.<br />
“We were already aware <strong>of</strong> LACE and<br />
these assets for some time and we knew<br />
that they were good operators. Having<br />
done previous deals with two other<br />
housing associations, this was a natural fit<br />
for us and with having similar values to<br />
LACE, we are pleased with the outcome.”<br />
Mark Hickman, Partner at Chandler & Co<br />
commented, “It is always a pleasure to<br />
work with Country Court Care and we have<br />
built a strong relationship over the last<br />
five years. We look forward to working<br />
together on the next project.”<br />
Carterwood win Property Consultants <strong>of</strong> the Year<br />
PROMOTION:<br />
Carterwood have<br />
won the prestigious<br />
title <strong>of</strong> Property<br />
Consultant <strong>of</strong> the<br />
Year at the<br />
LaingBuisson<br />
Awards. Ben Hartley<br />
and Matthew<br />
Drysdale received<br />
the award from<br />
presenter and<br />
former politician<br />
Michael Portillo.<br />
The volume <strong>of</strong> nominations this year was phenomenal according to<br />
LaingBuisson. Judges were, when choosing the <strong>winners</strong>, to look at a<br />
number <strong>of</strong> key areas: the core values and aims <strong>of</strong> the organisations;<br />
project outcomes; the longevity <strong>of</strong> their projects; the opportunities<br />
given to both staff and clients; and the importance <strong>of</strong> the provider<br />
within the context <strong>of</strong> the independent sector framework.<br />
Commenting on this achievement, Amanda Nurse, director, said:<br />
“We’re thrilled to win Property Consultants <strong>of</strong> the Year. This is a new<br />
category this year and to be up against some long established<br />
companies and to win is absolutely fabulous. However this is very much<br />
a team effort, and on top <strong>of</strong> an excellent year where we have achieved<br />
our largest agency deal to date and had a tremendous increase in our<br />
consultancy reports, 2015 is shaping up to be our best ever!”<br />
■ For information about Carterwood’s services and approach,<br />
please telephone 08458 690777 or email info@carterwood.co.uk<br />
42<br />
January 2016<br />
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usiness & property<br />
Accessing a diverse market<br />
As local authority funding dries-up,<br />
myCareSupermarket’s co-founder<br />
STEPHEN SLOSS says providers need to<br />
look at other ways <strong>of</strong> reducing their<br />
dependence on state-funded clients<br />
Running a well-managed<br />
care home is expensive<br />
and with the<br />
announcement <strong>of</strong> the National<br />
Living Wage it’s not about to get<br />
any cheaper. However, relying<br />
solely on the Government to<br />
make up for any financial shortfall<br />
isn’t a viable way forward. For the<br />
good <strong>of</strong> the sector and our users<br />
we need to diversify and make<br />
social care more sustainable.<br />
That’s why I think we need to see<br />
greater use <strong>of</strong> self-service service<br />
technology to attract more<br />
business from self-funders.<br />
Right now around £14bn <strong>of</strong> the<br />
money spent on social care each<br />
year comes from local government,<br />
with £10bn provided from private<br />
sources. In any<br />
other line <strong>of</strong><br />
business, having<br />
more than half <strong>of</strong><br />
your revenue<br />
associated with a<br />
single customer<br />
is a cause for<br />
concern. This is<br />
particularly true<br />
if that customer<br />
is very publicly experiencing<br />
financial difficulties. Why should<br />
care be any different?<br />
To put care homes on a better<br />
financial footing we need to grow<br />
substantially the share <strong>of</strong> income<br />
that derives from private sources.<br />
That means being visible not only to<br />
local authorities who commission<br />
services, but also to individuals and<br />
their families. Increasingly this<br />
means being highly visible online<br />
where those in need <strong>of</strong> care and<br />
their families are likely to research<br />
the available options.<br />
It also means <strong>of</strong>fering<br />
innovative services that attract a<br />
wider potential market. For<br />
example, there are interesting<br />
scenarios to be considered<br />
around housing market equity<br />
release to fund alternative living<br />
‘To put care homes on a<br />
better financial footing<br />
we need to grow<br />
substantially the share<br />
<strong>of</strong> income that derives<br />
from private sources’<br />
arrangements in housing that is<br />
more suited to care.<br />
This need for innovation is<br />
another reason why we must<br />
reduce our reliance on local<br />
authority commissioning, which<br />
inadvertently disincentivises care<br />
home owners from trying new<br />
things. Procurement asks for<br />
added value and <strong>of</strong>ten claims to<br />
put quality above price, but so<br />
<strong>of</strong>ten it seems that price wins over<br />
quality. It feels like box-ticking and<br />
exacerbates difficulties in<br />
recruiting nurses and care<br />
workers. If it’s not attractive to<br />
work in the kind <strong>of</strong> care settings<br />
we are perpetuating, then how<br />
much less attractive must it be to<br />
live there too? I do not aspire to<br />
end my days in<br />
residential care in<br />
its current guise.<br />
In line with the<br />
aims <strong>of</strong> the Care<br />
Act a better way<br />
forward is to<br />
enable every<br />
citizen and their<br />
family to become<br />
a private<br />
commissioner <strong>of</strong> care, with much<br />
more say over which care<br />
services best fit their needs. How<br />
might this work in practice? With<br />
so much confusion in the market<br />
we need better signposting so<br />
that care users and their families<br />
can get a better understanding <strong>of</strong><br />
what is available.<br />
A prerequisite for this is a<br />
central marketplace where any<br />
individual can log-on to see what is<br />
available in their area. However,<br />
encouraging the take-up <strong>of</strong> direct<br />
payments could also help to tip the<br />
balance, enabling the care sector<br />
to reduce its dependence on local<br />
authority business in favour <strong>of</strong><br />
securing revenue from a more<br />
diverse base <strong>of</strong> users. CT<br />
■ www.mycaresupermarket.com,<br />
01772 535 683<br />
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43
usiness & property<br />
How my homecare business survived an HMRC minimum<br />
wage inspection and what you need to know<br />
Dr Hannah MacKechnie, founder and director <strong>of</strong> Radfield Home Care Ltd, has<br />
recently been through the process <strong>of</strong> a National Minimum Wage compliance<br />
inspection by HMRC. Here she shares her valuable insights gained during this process<br />
to benefit other UK homecare providers<br />
My company, Radfield Home Care, was<br />
recently ‘randomly selected’ for a<br />
National Minimum Wage compliance<br />
inspection by HMRC. As this is a hot topic in the<br />
social care sector, with HMRC focusing its<br />
attention on domiciliary care for many <strong>of</strong> its<br />
compliance inspections, I thought it might be<br />
beneficial to others to share my experience and<br />
some <strong>of</strong> the useful pieces <strong>of</strong> information that we<br />
gleaned from having successfully gone through<br />
the process.<br />
How does HMRC select which<br />
domiciliary care providers to audit?<br />
Firstly, the selection <strong>of</strong> our company to be<br />
inspected was not as random as the initial letter<br />
suggested, but as a response to HMRC targeting<br />
providers operating in locations where the local<br />
authority pays a lower than average rate for the<br />
care that they commission.<br />
While this is clearly a useful strategy for HMRC<br />
to adopt to try to focus in on those more likely to<br />
be in breach <strong>of</strong> the National Minimum Wage law,<br />
it does feel somewhat heavy handed to<br />
specifically target those who are trying to make<br />
business ends meet in areas where they have<br />
little influence over the rate that they are paid.<br />
In England, local authorities pay on average<br />
£13.77 per hour to domiciliary care providers,<br />
whereas according to the UK Home Care<br />
Association (UKHCA) the minimum sustainable<br />
price <strong>of</strong> UK Care is currently around £16.16 per<br />
hour and will increase to £16.70 in April 2016<br />
when the Living Wage comes into effect.<br />
Homecare providers are therefore having to<br />
uphold the UK Government’s minimum price for<br />
wages, but the Government is not having to<br />
uphold the minimum price that care actually<br />
costs to deliver.<br />
This imbalance is a serious threat to a<br />
sustainable home care system that is good for<br />
employees and good for those receiving care.<br />
Without greater action, the sector is at<br />
significant risk <strong>of</strong> failure – that recent figures<br />
gathered from a survey <strong>of</strong> 492 homecare<br />
providers in the UK suggesting that 11% <strong>of</strong><br />
domiciliary care providers in the UK felt that<br />
they would ‘definitely’ or ‘probably’ have<br />
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usiness & property<br />
stopped trading within the next 12 months is<br />
testament to this.<br />
How does the process work?<br />
The inspection itself was straightforward but very<br />
thorough. It broadly followed this format:<br />
■ Stage 1: Standard issue HMRC letter<br />
■ Stage 2: Face-to-face HMRC inspection visit<br />
■ Stage 3: Removal <strong>of</strong> records for HMRC auditing<br />
■ Stage 4: Outcome <strong>of</strong> HMRC inspection<br />
communicated.<br />
The initial letter advised that records dating<br />
back three years needed to be available for the<br />
inspection team to review. The inspection visit<br />
was undertaken at a mutually agreed date and<br />
time and at our premises. The inspector was<br />
accompanied by a trainee and, as our inspector<br />
informed us, HMRC is actively recruiting and<br />
growing its National Minimum Wage inspection<br />
team at the moment, I imagine having a trainee<br />
present during the meeting will be fairly standard<br />
practice.<br />
With regard to the auditing process, the<br />
inspectors have the right to take away any<br />
documentation that they feel is relevant to their<br />
investigation and this usually includes, at the<br />
minimum: carer timesheets, rotas, rates <strong>of</strong> pay<br />
and payroll information. HMRC takes this<br />
information away to undertake its own audit to<br />
establish if there are any instances <strong>of</strong> noncompliance.<br />
When the external audit is completed, HMRC<br />
will communicate its findings back to the<br />
company; in Radfield Home Care’s case this was in<br />
the form <strong>of</strong> a letter stating that we were found to<br />
be compliant with National Minimum Wage<br />
legislation.<br />
Points <strong>of</strong> interest<br />
During the inspection meeting in September 2015<br />
we were asked a lot <strong>of</strong> questions about our<br />
employment processes, which ranged from how<br />
we undertake staff interviews right through to the<br />
more expected specific questions on how we<br />
structure travel pay. Having become familiar with<br />
the online guidance produced by HMRC for travel<br />
time pay, pay for waiting time and breaks,the<br />
inspectors’ approach to these areas on some<br />
points seemed to be more specific than the basic<br />
How to comply<br />
■ Ensure that your basic pay rate is at least at the level<br />
<strong>of</strong> the National Minimum Wage<br />
■ Ensure that you are paying carers for any gaps between<br />
care calls that are less than 30 minutes in duration<br />
■ Ensure that you are paying carers for their time spent<br />
travelling at least at the level <strong>of</strong> the National Minimum<br />
Wage (special care needs to be taken here for<br />
providers who use a rolled-up rate to pay carers, ie<br />
paying them a higher rate for time spent with clients<br />
but no additional travel time pay)<br />
■ Remember that travel time is work time and workers<br />
are entitled to holiday pay for this<br />
■ Do not rely on enhanced rates <strong>of</strong> pay or night work to<br />
boost average pay to meet the National Minimum Wage<br />
■ Familiarise yourself with the National Minimum Wage<br />
Manual (www.hmrc.gov.uk/manuals/nmwmanual/) to<br />
ensure compliance across all areas.<br />
guidance available online.<br />
For example, it states on the HMRC website<br />
“the average hourly pay has to be at least the<br />
National Minimum Wage, worked out over the<br />
period each pay packet covers”. This would imply<br />
that you can take the total earnings over a pay<br />
period and divide this by the number <strong>of</strong> hours<br />
worked to check that the employee is being paid<br />
the Minimum Wage. However, in reality the actual<br />
approach taken by HMRC is more detailed in that<br />
any enhancements to pay are discounted for the<br />
purposes <strong>of</strong> calculating minimum wage<br />
compliance.<br />
So if you pay an enhanced rate for work<br />
undertaken in the evening or at weekends, this<br />
enhancement is not included when calculating the<br />
average pay over the pay period – HMRC will use<br />
the standard rate <strong>of</strong> pay for work undertaken to<br />
be the rate upon which it makes all calculations.<br />
This means that if a homecare provider<br />
happened to pay below Minimum Wage for any<br />
aspects <strong>of</strong> work, this rate would be that upon<br />
which all pay is calculated and they would<br />
immediately be in breach <strong>of</strong> the National<br />
Minimum Wage legislation.<br />
There is more in-depth information available on<br />
enhanced payments – it forms part <strong>of</strong> a lengthy<br />
National Minimum Wage Manual guidance<br />
document, which is available online.<br />
Our inspector also stated that work undertaken<br />
at night is considered as a separate issue and is<br />
therefore not included in calculations for Minimum<br />
Wage compliance. Any night work done by carers<br />
will therefore not be included in any audits.<br />
Are workers’ breaks included?<br />
Another area where I feel that the guidance<br />
provided by HMRC is not clear enough is in regard<br />
to breaks for workers. HMRC has examples on its<br />
website about how to manage breaks in work and<br />
when a break must be paid for, but it does not<br />
explicitly state how long a break must be in order<br />
for it to be considered an unpaid break. The<br />
inspector stated to us that an unpaid break must<br />
be at least 30 minutes in duration – any break<br />
shorter than this is considered to be waiting time<br />
and therefore must be paid for.<br />
Knowing that Radfield Home Care is legally<br />
compliant <strong>of</strong> course provides peace <strong>of</strong> mind but I<br />
feel that it is important to share the information<br />
and help others avoid the potentially far-reaching<br />
consequences that non-compliance can have on<br />
their business. CT<br />
■ Hannah MacKechnie, 01939 291692,<br />
www.radfieldhomecare.co.uk<br />
Homecare business news<br />
Potens acquires Olive Tree: Social care provider<br />
Potens has expanded its operations in north-west<br />
England with the acquisition <strong>of</strong> Blackburn-based Olive<br />
Tree Domiciliary Services, in a deal advised by Business<br />
Partnership Corporate, business brokers based in<br />
Northwich, Cheshire. Olive Tree is a specialist in<br />
providing domiciliary care for adults with learning<br />
difficulties and has enjoyed substantial growth since<br />
being established in 2011. Birkenhead-based Potens runs<br />
a network <strong>of</strong> 52 services, from Torquay to Newcastle.<br />
Family firm expands home care service: Lancashirebased<br />
Townfield Care is set to significantly expand its<br />
homecare service, creating up to 100 new jobs. It will<br />
also establish its own in-house training academy as<br />
part <strong>of</strong> the planned growth. Over the next 12 months<br />
Townfield aims to increase the homecare hours it<br />
provides to around 2500 per week.<br />
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opportunities in Caring Times<br />
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caroline@hawkerpublications.com<br />
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