Caring Times, February 2025

02/2025

February 2025 Edition

Meet the

winners

Night to remember

at The National

Care Awards

Weather the changes

Navigate the National Insurance rises

Dealing with inquests

Take care with the coronor

Work with your landlord

A guide to sustainability

requirements in leases

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16 CARE FOR TOMORROW

The need for a 10-year plan

supported by technology

18 INQUESTS


20 LEADER'S SPOTLIGHT

CareLine Live's founder and chief executive

24 RECRUITMENT & RETENTION

Strategies for a stable workforce

business | welcome

Will Labour deliver?

Chief executive officer

Alex Dampier

Chief operating officer

Sarah Hyman

Chief marketing officer

Julia Payne

Associate editor

Charles Wheeldon

Subeditor

Charles Wheeldon

Head of content

David Farbrother

Advertising & event sales director

Caroline Bowern

0797 4643292

caroline.bowern@nexusgroup.co.uk

Publisher

Harry Hyman

Investor Publishing Ltd, 3rd Floor,

10 Rose and Crown Yard, King Street,

London, SW1Y 6RE

Tel: 020 7104 2000

Website: caring-times.co.uk

Caring Times is published 10 times a year by

Investor Publishing Ltd. ISSN 0953-4873

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The views expressed in Caring Times are not necessarily

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linkedin.com/company/caring-times

As we have now passed the six-month

mark since the nation elected a Labour

government for the first time since 2005, I

thought I would dedicate my first editorial

of the year to a simple restatement of the

promises that were made to our sector by

the Labour Party in its manifesto before

the election – and I quote:

“Labour is committed to ensuring

everyone lives an independent, prosperous

life. Social care is vital to achieving this,

but hundreds of thousands of people suffer

without the care they need for a dignified

life. The sector needs deep reform: there

are inconsistent standards, chronic staff

shortages, and people are not always

treated with the care, dignity and respect

they deserve.

“Labour will undertake a programme of

reform to create a National Care Service,

underpinned by national standards,

delivering consistency of care across the

country. Services will be locally delivered,

with a principle of ‘home first’ that

supports people to live independently for

as long as possible. Our new standards

will ensure high-quality care and ongoing

sustainability, and ensure providers behave

responsibly. Labour will develop local

partnership working between the NHS

and social care on hospital discharge.

“We will enhance partnership working

across employers, workers, trade unions

and government and establish a Fair Pay

Agreement in adult social care. This sector

collective agreement will set fair pay,

terms and conditions, along with training

standards. Labour will consult widely

on the design of this agreement, before

beginning the process and learn from

countries where they operate successfully.

“Labour is committed to ensuring

families have the support they need.

We will guarantee the rights of those

in residential care to be able to see their

families. As part of the efforts to move

healthcare into local communities and

professionalise the workforce, we will task

regulators with assessing the role social

care workers can play in basic health

treatment and monitoring.

“Alongside these changes, we will build

consensus for the longer-term reform

needed to create a sustainable National

Care Service. We will explore how we best

manage and support an ageing population;

how integration with the NHS can be

secured; how to best support working age

disabled adults; and how to move to a

more preventative system.

And in response to this I will defer to my

recent correspondent Paul O’Rourke, the

managing director at Next Stage, which

provides supported living for adults in the

Northwest.

Paul said: “It would be easy for those of

us in the social care sector to be cynical

and dismiss the idea of yet another reform

plan. However, we all have a responsibility

to fix this crisis instead of just finding fault

in the actions of the government and its

predecessors.

“For decades, every government has

promised reform, only to be buried in

endless reviews. These drag on for years,

and by the time conclusions are drawn,

leadership changes and we are back to the

drawing board. It is clear at this point that

we don’t need another review –we need

action.

“We are a rapidly growing, ageing

population with increasingly complex

needs. Meeting current demand may

feel overwhelming, but key issues such

as workforce shortages, inadequate

environments, and insufficient

accommodations are problems we can

address now.

“To adapt to the reality of people

living longer with more diverse needs, we

must build the infrastructure that allows

individuals to age at home, reducing

reliance on care facilities. We need to

recognise care work as a professional

discipline, similar to nursing, with national

recruitment initiatives and financial

support for professional training to

strengthen our workforce.”

This is indeed what needs to happen.

But will a government that appears in

some ways to be losing its nerve have the

resolution, or indeed the resources, to

provide concrete changes to an essential

industry in desperate need of more support.

Charles Wheeldon

Associate editor

Caring Times

4 | FEBRUARY 2025 CARING-TIMES.CO.UK

news | business

business | news

News in brief

POLICY & POLITICS

Campaign for FCA fines to fund

hospice shortfalls

More than 40 MPs and peers, along

with 30 hospices, rallied behind a

campaign launched by not-forprofit

energy consultancy Box

Power CIC, proposing that the first

£100 million of annual Financial

Conduct Authority fines be allocated

directly to the struggling hospice sector.

The campaign claims the UK has a

£70 million funding shortfall. It started

from a change.org petition that has now

amassed 36,000 signatures and is asking

for the general public to lobby their

MP to support the motion. The total of

fines last year was £174 million.

Government allocates funding

for unpaid carers

The Department of Health and Social

Care recently released plans to spend

£22.6 million, through the Accelerating

Reform Fund in projects across the

country to support unpaid carers. The

plans include new ways to identify

and recognise unpaid carers to ensure

nobody is left behind, digitalising

carers’ assessments so that they are

easier to access, and setting up carers’

support services in hospitals.

LGA calls for 10-year plan for

adult social care

The Local Government Association

(LGA) has called on the government to

co-create a 10-year plan for adult social

care, which it says will be essential for

the upcoming NHS long-term plan to

succeed. The LGA made the suggestion

in its submission to the consultation on

the 10-year plan for the health service.

The LGA says that a stand-alone plan

which prioritises and recognises the full

value of adult social care is crucial to

giving the government’s ambitions for

the NHS the best chance of success.

UK care home occupancy

highest since 2019

Occupancy levels across UK private

care homes returned to, and in some

cases exceeded, the pre-pandemic longterm

average to reach 88%, according

to property consultancy Knight Frank’s

VIP Day Care’s Royston franchisees

2024 ‘Healthcare Trading Performance

Report’. The figure is 2% higher than

last year and is the highest average

occupancy rate since 2019, as structural

trends continue to fuel requirements.

Occupancy levels fell almost 10%

in 2020 to 79% with the sector now

having witnessed a full recovery, having

seen steady annualised increases in line

with growing demand from an ageing

population across all regions.

FINANCE

OakNorth provides support

OakNorth Bank has provided funds

to MPS Care Group, a provider of

residential nursing and care homes

for adults. The capital will be used to

refinance existing facilities and support

future growth. Founded in the 80s,

MPS Care owns and operates four care

homes in the Northeast, Northwest and

the East Midlands, offering a total of

more than 180 beds.

SUPPLIER NEWS

CQC takes action against

Accrington care home

The Care Quality Commission

has rated Moorhead Rest Home in

Accrington, Lancashire as Inadequate,

placed it in special measures, and issued

three warning notices to protect people,

following an inspection in August.

The home is run by M.M.R. Care and

provides personal care for people living

with dementia, physical disabilities,

or sensory impairments. The home

was previously managed by a different

provider, whose care the CQC rated as

Good.

VIP Day Centres opens first

franchise locations

Day care services provider VIP

Day Centres has branched into the

franchising market by opening two

new locations in Reading in Berkshire,

and Royston in Hertfordshire. VIP

Day Centres specialise in supporting

people with all types of dementia,

sensory impairments and disabilities.

Having launched in 2015 with its first

centre in Redditch, Worcestershire,

the business initially expanded with

further centres opening in nearby

Bromsgrove and Worcester. More

openings by franchisees are planned in

the Southeast, Midlands and Scotland.

Healthcare Homes Group care

homes scammed

Two Healthcare Homes Group care

homes have fallen victim to a scam by

a company posing as The Royal Train

Ride. The scam targeted Shipdham

Manor Care Home in Norfolk and

Haughgate House in Woodbridge,

Suffolk, which both planned festive

activities for their residents and

local communities at Christmas. The

fraudulent company emailed the


news | business

care homes, offering a Polar Express

experience. Shipdham Manor Care

Home booked a full-day experience

for more than £400 as part of its

Christmas Bazaar. The funds used

for the booking were donated by a

family member of a former resident.

Haughgate House was also scammed,

losing £100 after attempting to book a

similar experience.

Swanton Care acquires

disability support provider

Buy and build residential care and

supported living specialist Swanton

Care and Community has acquired

Alina Disability Support which

provides care and support for children

and adults with learning disabilities

and other complex care needs in their

homes, be with family, in supported

living accommodation, or living

independently. Alina operates 11

branches across the South of England.

TRAINING

Averio provides care sector

education demonstration spaces

Care tech company Averio has created

six demonstration spaces in further

education colleges in Kent and Medway.

The project has been undertaken in

partnership with Automated Spaces as

Averio has created demonstration spaces

part of the government’s ‘Local Skills

Improvement Fund’ initiative. The

project spans three college groups: East

Kent Colleges Group in Broadstairs,

Canterbury and Folkestone, MidKent

College in Gillingham, and North Kent

College in Dartford and Tonbridge.

Parklands staff complete

mental health first aid training

Ten Parklands Care Homes employees

have completed a two-day mental health

first aid training course. The programme

is designed to equip participants with

the skills to recognise, understand and

respond to mental health challenges,

including identifying individuals at

risk of suicide. Delivered by Moray

Wellbeing Hub, the training also sought

to break down stigma surrounding

mental health in the workplace and

gave participants awareness of where to

signpost colleagues, family and friends

for help.

Parklands team with certificates

CARING-TIMES.CO.UK FEBRUARY 2025 | 7

business | real estate & development

Property news

Business property advisor Christie & Co

facilitated the sale.

Care home provider Oakland Care has

purchased a 70-bedroom care home

development site in Fleet, Hampshire.

Planning consent has been granted for

the home scheme, whose amenities will

includes a café bistro, hair salon, lounge

and dining rooms, balcony and terraces,

and landscape gardens. Oakland Care

has finalised the purchase of the site

from Frontier Estates. With work set

to commence shortly towards a target

completion date of 2027, the home will

be all electric-powered.

Care provider Loveday is opening

Loveday Belgravia in the spring, a

luxury senior care development in

London, offering residential, nursing and

rehabilitation services. The 41,000 square

foot building, developed in partnership

with Amazon Property, features 44

luxurious suites, each costing more than

£1 million to build. Set across seven

floors, the residence includes a gym and

hydro treadmill for rehabilitation and

physical wellbeing, a cocktail lounge, art

studio, hair and beauty salon and a lounge

on each residential floor.

Rented retirement homes provider

Birchgrove has opened its 52-unit

Pepperpot House development in

Godalming, Surrey. The community,

which occupies a 1.02-acre site, offers

one and two-bed self-contained rented

apartments to people aged over 65.

Facilities include a 24-hour concierge

service, lounge, café/restaurant, licensed

bar, wellness suite, salon and landscaped

roof terrace.

Experienced care home owner

Kevin Betts has purchased Lyndale

Residential Home in Tavistock,

Devon, which provides assessment,

treatment and rehabilitation for adults

with mental health difficulties within

a community setting. Betts has been

involved in numerous care businesses

across the country and felt that Lyndale

was a suitable addition to his other

Devonshire care home, The Meadows:

Instow. Established in 1987, Lyndale

Residential Home has been owned by

Mervyn and Julianne Dalton since 1996,

who are now retiring.

First-time buyer Saieja Sasikaran has

purchased Fourways Residential

Home in Sandhurst, Berkshire, which

is registered for 20 residents in the

categories of old age and dementia and

has an overall Care Quality Commission

rating of Good. The home has 19

bedrooms, 17 of which have en suite

facilities spread across the ground and

first floors.The home was purchased

by AV Atkinson (Fourways) in 2006

and since then has been refurbished

and upgraded. Funding for the deal

was sourced through Christie Finance.

Healthcare operator Hamberley Care

Homes has signed a 30-year lease deal

with Belgian healthcare real estate

investment trust Aedifica’s UK division

for a new luxury care home site. The

home in Wargrave in Berkshire has been

designed by Hamberley Development

and will be developed by Aedifica UK.

It is due to open in mid-2026. The

development will feature 65 luxury en

suite bedrooms, a café bistro, a private

dining room, a hair salon and nail bar,

activity room/bar, a cinema, resident

lounges, dining rooms and quiet lounges.


real estate & development | business

Boutique Care Homes has broken

ground on its latest project, Martello

Manor, a care home in Hythe, Kent.

A ceremony was held attended by

representatives from Boutique Care

Homes, RM Design Group, and site

developer BJF Group, as well as guests

including the mayor of Hythe councillor

Penny Graham, and Dudley Shipton,

chairman of the Hythe Dementia

Awareness Forum. Martello Manor

will feature 66 en suite bedrooms, with

facilities including a bistro, lounges, a

hobby room, a hair salon and landscaped

gardens.

Care home business Strong Life Care

has purchased two purpose-built care

homes: The Beeches in Armthorpe,

South Yorkshire and Tenlands in

Ferryhill, County Durham, which will

provide elderly residents with residential

and dementia care. The acquisitions

follow a multimillion-pound funding

deal with NatWest.

Care home owner Aamir Iqbal has

purchased North Hill Nursing Home

in St Austell, Cornwall, which occupies

a large 33-bedroom property with an

attached eighteenth-century cottage

and is registered for 35 residents. Since

1994 the home has been owned by

David Smith who is selling in order to

retire from the sector. Business property

advisor Christie & Co facilitated the

sale.

Krishnakaran Krishnabala has purchased

Park Lodge care home in Carshalton,

South London, an eight-bedroom home

that occupies a detached two-storey

property. He plans to rename the home

‘Amethyst Care Home’. Krishnabala’s

family operates two other care homes

in the area. Park Lodge has been owned

by Kreshna and Pakion Munsami and

Ashvin Goodoree since 2012. Business

property advisor Christie & Co

facilitated the sale.

Senior Living Investment Partners,

a partnership between Pension

Insurance Corporation, an insurer

of defined benefit pension schemes,

and real estate lender and investor

Octopus Real Estate, has announced

another investment via its joint venture

with Elysian Residences. A 100-unit

integrated retirement community will

be located in Henley-on-Thames in

Oxfordshire and will include a mix of

one, two and three-bedroom homes.

The development will include a range

of amenities including a café and bistro,

gym, swimming pool, wellness and

relaxation areas, a curated library, and

residents’ lounges.

Real estate fund Elevation Healthcare

Properties (EHP) has acquired land

and agreed forward-funding to support

the development of three new purposebuilt

care homes in Bridlington, East

Yorkshire, New Waltham in New

Waltham, and York. The homes are prelet

to Yorkare Homes on completion,

a family-owned regional operator

and developer with 12 care homes

in operation – and a new operator

relationship for EHP. The homes will

provide 190 beds in total. Knight

Frank assisted on this forward fund

transaction.


business | personnel

People moves

Noby Jacobs

Cambridgeshire care home appoints new

manager

Home Meadow care home in Toft, Cambridgeshire, part of the

Healthcare Homes Group, has appointed Noby Jacobs as care

home manager. Jacobs has more than a decade of experience in

nursing and healthcare and is a registered nurse with an NVQ

Level 5 in leadership and management for health and social care.

Lynne Rennie, Sarah Gray and Tracey McMillan

Aberdeen, Inverness, Forres and Peterhead.

Rennie, who has been a qualified nurse for over 15 years,

has progressed through a variety of roles from nurse to deputy

manager to home manager. She said: “I aim to lead with passion

and be present on the floor, supporting my team to deliver highquality,

person-centred care.”

Gray has 12 years of nursing experience in care homes,

and prioritises stability, team cohesion, and fostering open

communication with staff and relatives. She said: “I’m excited to

bring new ideas, such as launching a residents’ Wishing Tree and

transforming our conservatory into a pub-style bar.”

McMillan has three decades of experience as a social worker,

including 15 years in older adult services and six as a service

manager for Aberdeen City Council.

Kim Douglas

Milewood appoints Manchester home manager

Adult disability living provider Milewood has appointed Kim

Douglas as the manager at Beckdale House in Sale, Manchester,

which supports up to nine individuals. Douglas has more than

13 years’ experience in the care sector, most recently from a brain

rehabilitation unit. She began her career in residential care at

age 18, balancing her early work with studying criminology at

university. Douglas has since achieved a Level 5 NVQ in social

care and management, steadily rising through the ranks to take

on managerial responsibilities.

Trio of new appointments for Scottish care home

group

Scottish care home group Renaissance Care has announced

three new appointments. Lynne Rennie and Sarah Gray join as

care home managers at Cowdray Club Care Home in Aberdeen,

and Rosepark Care Home in Uddingston. Tracey McMillan has

joined as quality manager for North Scotland, a role that spans

Ruth French and Julian Ide

Elizabeth Finn Homes appoints non-executive

directors

Elizabeth Finn Homes, which operates eight care homes across

England, has appointed Ruth French and Julian Ide as nonexecutive

directors. Elizabeth Finn Homes is subsidiary of the

charity Turn2us. Although the company is run on a commercial

basis, rent and operating surplus pass to the charity to support

its work.

French is the owner and director of Stow Healthcare, an

East Anglian care home group. With a background in change

management and formerly a civil servant in Whitehall, French


personnel | business

is also a non-executive director of the Outstanding Society,

where she helps promote best practices among social care

providers. French said: “It’s great to be able to support this social

purpose company, learn from the team and share my social care

knowledge.”

Ide is a financial services professional with three decades’

experience, and was most recently vice-chair, EMEA at

investment firm Franklin Templeton, where he managed

strategic partner accounts across the region. He was also

chief executive of portfolio trust Martin Currie and head of

distribution, EMEA at Franklin Templeton.

Wallacea Living appoints head of HR

Integrated retirement community operator Wallacea Living has

appointed Nazish Shaikh into the newly-created role of head

of HR, tasked with establishing an in-house HR department.

Shaikh has more than 20 years’ experience of real estate,

facilities management and events, and a wealth of strategic and

operational HR expertise. She worked at Retirement Villages

Group as HR business partner before progressing to head of

people.

Nazish Shaikh

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Elevating Excellent Care

Celebrating the dedication and passion of

everyone involved in health and social care

is something everyone at Radar Healthcare is

incredibly passionate about and we’d like to

congratulate all the winners and those shortlisted

at the National Care Awards, which was held at the

end of 2024.

Your recognition showcases the outstanding

dedication and hard work within the care sector.

This is a significant achievement that not only

inspires but also reinforces our shared commitment

to improving outcomes and providing the best

quality of life for those being cared for every single

day. The National Care Awards was a wonderful

evening, and we were truly honoured to be part of

the celebrations.

We’re looking forward to continuing to work with

all of our partners this year and beyond to further

elevate excellent care. We’ll also be a part of this

year’s Caring Times Owners Club so hope to see

many of you there throughout 2025.

“We are delighted to announce

our attendance at the Caring

Times Owners Club. This event

offers an excellent chance to

connect with fellow industry

professionals and exchange

insights about the tangible impact

Radar Healthcare is making.

We are looking forward to

strengthening relationships,

catching up with old friends, and

meeting everyone there.”

Simon Qasir,

Chief Revenue Officer

at Radar Healthcare

business | legal & regulatory

Service providers’ duty of care

Aimee Stokes, senior associate at law firm Mills & Reeve, provides a reminder

of the Care Quality Commission’s prosecution powers in health and safety

In the health and social care sector,

ensuring the safety of patients,

service users and staff is paramount.

Last year the Care Quality

Commission and Health and Safety

Executive (HSE) published an updated

Memorandum of Understanding

(MoU). The MoU outlines the

respective responsibilities of the HSE

and the CQC in investigating health

and safety incidents. A key factor in

determining who holds responsibility

for investigation and enforcement is the

registration status of a service provider.

Respective responsibilities

The CQC is the lead inspection and

enforcement body under the Health

and Social Care Act 2008. The CQC

will take the lead on ensuring the safety

and quality of treatment and care,

for service users receiving care from

registered providers. The only general

exception to this being where the police

have primacy of an investigation.

Where a provider is not registered

with the CQC, the responsibility for

inspection and enforcement will fall to

the HSE or local authority.

Specific examples of incident

investigations

Annex A of the MoU sets out examples

of incidents typically falling to the

CQC and HSE/local authorities

respectively. Incidents where the CQC

takes the lead include, but are not

limited to:

• A patient/service user falling from

a window (premises issue directly

relevant to care of vulnerable

patients/service users).

• Severe scalding of a patient/service

user in a bath/shower.

• Severe scalding/burnings from falling

and getting stuck against hot pipes/

radiators.

• A patient/service user being seriously

injured or dying after becoming

trapped in bed rails.

• A patient/service user falling from

a bed/chair due to inadequately

maintained equipment.

• A patient/service user developing

Legionnaires’ disease when a

regulated activity is being carried out.

Relevant regulations

The Health and Social Care Act 2008

(Regulated Activities) Regulations

2014 impose a broad duty on service

providers to provide care and treatment

in a safe way. Two commonly breached

provisions are Regulations 12 and 13.

Regulation 12 states that service

providers must provide safe care and

treatment, and that the premises used

are safe for their intended purpose.

Regulation 13 places a duty on service

providers to safeguard users from abuse

and improper treatment, through

taking preventative measures and

effective investigative action.

To date (since 2009) the CQC has

prosecuted a total of 88 breaches of

Regulation 12; breach of Regulation

Aimee Stokes

12 being by far the most commonly

charged offence by the CQC.

Conclusion

The updated MoU serves as a timely

reminder to health and social care

providers that the CQC is both able

and willing to prosecute a variety

of health and safety offences. In the

past five years there has been a steady

increase in prosecutions brought by the

CQC, highlighting that investigation

and enforcement powers are far from

limited to the HSE’s jurisdiction.

By familiarising themselves with

the examples above and the applicable

regulations, service providers can better

navigate the regulatory landscape

and safeguard themselves against

enforcement action.

“Where a provider

is not registered

with the CQC, the

responsibility for

inspection and

enforcement will fall

to the HSE or local

authority.”


Weather the changes

Judy Boniface-Chang, chief customer officer at home care technology provider

Birdie, discusses navigating the National Insurance rise as a care provider

taxation | business

The recent rise in Employer

National Insurance

contributions is sending

ripples across the home care sector,

intensifying financial and operational

pressures on home care providers. With

higher employer contributions, tighter

margins, and the persistent challenges

of retaining skilled staff, home care

providers are facing an uphill battle.

Yet, the home care sector has

always demonstrated resilience. By

adopting proactive strategies, providers

can weather these changes while

maintaining high standards of care.

From assessing financial impacts to

optimising workforce management and

exploring revenue diversification, there

are a range of approaches that can help

home care providers adapt to the NI

increase, and offer a path forward in

navigating this challenging landscape.

Quantifying the financial

impact: Understanding the

baseline

The first step to adapting to the NI

increase is understanding its financial

implications. Care providers must

start by calculating the additional

NI contributions for both employers

and employees. Providers should also

review key financial metrics, including

cash flow, profit margins, and budget

forecasts.

By conducting a comprehensive

financial health assessment,

organisations can identify areas

where adjustments are necessary.

For instance, if payroll expenses are

disproportionately high, providers can

explore opportunities for efficiency

without compromising care quality.

An accurate understanding of the

financial baseline not only supports

better planning but also empowers

home care providers to make datadriven

decisions. This step ensures

that subsequent strategies are built

on a strong foundation, minimising

disruption while preserving the quality

of care.

Optimising workforce

management and enhancing

staff retention

Labour costs, compounded by the rising

NI contributions, remain one of the

most significant challenges for home

care providers. Addressing this requires

a dual approach: optimising workforce

management and improving staff retention.

Flexible staffing models can help

providers balance resources effectively

while mitigating full-time NI

contributions. Aligning staffing with

demand reduces unnecessary costs

during quieter periods, while planning

the roster appropriately helps maximise

capacity utilisation. Additionally,

technology solutions like Birdie’s tool

can streamline operations, reducing

administrative burdens and enabling

staff to focus on providing exceptional

care. For example, digital scheduling

systems can help optimise shift

allocation, ensuring that the right staff

are deployed at the right times.

Improving staff retention is equally

critical. High turnover rates not only

increase recruitment and training costs

but also disrupt care delivery. Providers

should consider investing in benefits

that foster job satisfaction, such as

mental health support, competitive pay

packages, and flexible working hours.

Professional development

opportunities, such as training

programmes or career progression

pathways, can help keep skilled

professionals engaged. A transparent and

communicative work culture also plays a

pivotal role, ensuring that staff feel valued

and aligned with organisational goals.

By prioritising both efficient

workforce management and robust

retention strategies, home care

providers can reduce labour costs while

maintaining the high standards that

families and clients expect.

Adjusting revenue strategies:

Balancing costs and client

expectations

As operating costs rise, adjusting

pricing structures may become

necessary to sustain financial health.

However, communicating these changes

effectively is key to maintaining trust

with clients and families.

Transparency is essential; home

care providers should clearly

articulate the reasons behind pricing

adjustments and the value clients

receive in return.

Diversifying revenue streams

is another effective approach to

offset costs. Providers can explore

partnerships with local councils to

secure additional funding or consider

expanding their services to include

specialised care offerings, such as

hospital-to-home transitions. Premium

care options, designed to attract

private clients, can also provide a

supplementary revenue source.

While these strategies may require

initial investment, they help build

financial resilience in the long term. By

balancing cost adjustments with valuedriven

communication and innovation,

home care providers can protect their

operations while continuing to deliver

exceptional care.

Turning challenges into

opportunities

The NI increase poses significant

challenges, but with the right strategies,

home care providers can maintain

financial stability and continue

delivering exceptional care. By focusing

on understanding financial impacts,

optimising workforce management,

investing in staff retention, and

diversifying revenue streams, the

sector can turn these challenges

into opportunities for growth and

innovation.

The home care sector’s history of

resilience is a testament to its ability to

adapt and thrive in the face of adversity.

With forward-thinking strategies and

a commitment to high-quality care,

providers can turn this moment of

pressure into a catalyst for sustainable

success.


business | care for tomorrow

Technology can help

Ian McMullon, director of care at software provider Access HSC, discusses the need for

a 10-year social care plan and the role of technology

The unprecedented pressures

facing the social care sector have

been well documented, most

recently in reports such as the Care

Quality Commission’s ‘State of Care’,

which outlines critical issues such as

workforce shortages, limited funding

and increased demand.

And while the £600 million of

additional investment committed

in the government’s autumn Budget

has been welcomed by many, it falls

short of helping the sector tackle the

systemic challenges. Furthermore,

this investment is only a fraction of

the additional costs the sector needs

to cover following the increases

in the National Minimum Wage

and employer’s National Insurance

contributions. A recent assessment

from the Nuffield Trust estimates that it

requires an extra £2.8 billion.

To help shine a light on the systemic

challenges, in the hope that it creates

further impetus for reform and support

– particularly given the government’s

commitment to a 10-year plan for social

care – providers including the Bay Care

Group recently contributed to a market

report which has been published by

Access Health Support and Care and

which is available on the Access Group

website.

Based on data analysis from nearly

2,000 home care providers between

2022 and 2024, the report highlights

the sheer scale of the problems the

sector faces. For example, it reveals

how visits are getting shorter, with

evidence suggesting the cost of living

crisis has forced individuals to make

difficult budgeting decisions. It means

it’s become harder for recipients of care

to opt for 45 to 60-minute visits, which

is something that has always been the

preference for organisations like Bay

Care, which provides care services

across Devon and Torbay.

In the report, Bay Care highlights the

risk of shorter visits and how they can

result in more harm than good as care

becomes rushed and less effective. And

with this being the situation pre-budget,

we’re likely to see further pressures

on the funders and recipients of care

regarding their budgeting decisions.

Plus, with the trend towards shorter

visits expected to continue, it will add

additional pressure on providers as it can

be more costly to deliver two short visits

rather than one longer visit.

It’s never been more important to

improve the effectiveness and efficiency

of the services that can be offered,

while comprehensively reviewing the

commissioning care pathway for people

who require care and support.

Doing more for less

Bay Care contributed to the report

to offer real-world examples of how

Ian McMullon

these challenges are felt on a daily basis

and, importantly, to share solutions

that leverage digital and community

collaboration to enhance care quality,

sustainability and efficiency. For

example, it implemented digital health

monitoring tools to track people’s vitals

and health data in real-time so it has a

24/7/365 view that can help optimise

care delivery, including spotting

warning signs quicker and offering

earlier interventions. It also helped Bay

Care prevent costly visits to the hospital

and led to a 15% reduction in acute

readmissions for those receiving care.

“Visits are getting

shorter, with

evidence suggesting

the cost of living

crisis has forced

individuals to make

difficult budgeting

decisions.”


Monitoring tools also present the

opportunity to consolidate the number

of visits required and even delay when

the initial face-to-face care needs to start.

By integrating a mobile phone

application used by carers with a

dashboard used by the back office team,

Bay Care also has a real-time picture of

what is happening in the community.

It’s helped remove the pressure on the

administration and finance teams,

and consolidated tasks that were

previously paper-based and/or relied

on carers calling and notifying the team

directly.

Overall, the company saved £111,000

annually, improved compliance by 35%

and reduced its client calls by 60%. Plus

the coordination between the point of

care mobile app, monitoring dashboard

and alerting features has helped

drive up compliance levels to CQC

Outstanding levels.

Further support

To realise the full potential of

technology and innovation in care

provision without compromising other

services, providers like Bay Care tell

us that grants and subsidies specific

to digital health, which cover the

initial and ongoing costs, will help

significantly.

Consistent standards for

interoperability would also help

facilitate the sharing of data among

providers, hospitals and community

services, in turn creating a seamless

care experience and enabling timely

interventions.

Bay Care adds that workforce

training for digital tools is equally

crucial, as staff confidence and

competence in using technology are

essential for successful implementation.

Likewise, care providers need

more support to tackle complex

challenges such as staff retention,

which has been affected by low pay,

limited development opportunities,

administarion overload and operational

inefficiency. By encouraging a cultural

shift to make care a respected and

attractive career path, they can reduce

turnover and improve care quality.

Plus, given the high levels of burnout

in the sector, as documented in Social

Work England’s recent survey, in

an ideal world, the sector should be

empowered to provide more mental

health resources to the workforce. By

learning lessons from other industries

and sectors, and with the government’s

support, providers could offer wellbeing

officers, counselling services, and

regular support programmes, to retain a

resilient workforce.

Long-term plan

The government has committed to

consulting on and publishing a longterm

plan for social care, so now is the

opportune time to champion these

changes. Only by investing in social

care and reimaging how services can be

delivered, can we collectively build a

more integrated, proactive system that

benefits all.

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used to be, just better.

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company number 07706156.


business | inquests


Keara Bowgen-Nicholas, senior associate in the health and social care team at law firm

RWK Goodman, highlights the potential pitfalls involving inquests and how to avoid them

Inquest proceedings can be stressful,

upsetting and lead to unexpected

outcomes and far-reaching

implications for businesses and

individuals in the care sector. Rarely

is it the case that documents are sent

to the coroner and no more is heard

about the case. Often, participation is

required from individuals with little or

no experience of the procedures or legal

technicalities of coronial law.

This article sets out some key

considerations that need to be borne in

mind when facing an inquest. Failure

to do so can lead to care providers

coming unstuck and serious, sometimes

unforeseen, consequences.

1. Interested Person (IP) status or

not?

An IP can participate in the inquest

and make submissions to the coroner

before they reach their conclusion

(there are very strict rules about

what can and cannot be included in

submissions. IPs differ from witnesses

in that a witness is only there to provide

information (that is, answer questions).

There are advantages to being an

IP, largely being able to see copies of

the evidence and question witnesses,

however the obvious downside is you

(as an individual or organisation) can

also be questioned by the other IPs

which may attract unwanted scrutiny.

Each case should be carefully assessed

on its merits before a decision is taken

as to whether IP status should be

sought or not.

2. What to disclose and when

While on the surface simply

sending documents to the coroner

is straightforward, difficulties can

arise when incomplete or incorrect

documents are disclosed. Further issues

arise when irrelevant information is

disclosed. In attempting to be helpful,

care providers can inadvertently

leave themselves open to inquiry and

criticism if further issues come to light

following disclosure.

3. Witness statements

Very often formal witness statements

are requested in advance of giving

live evidence, which have specific

requirements. Having a robust statement

that addresses the issues that are likely to

be in the coroner’s mind is essential. If a

strong statement is served at the outset, the

coroner may be satisfied that live evidence

is not required. That evidence may not be

limited to the incident itself, but whether

there is a need to include additional

information should be weighted carefully.

In the event you are called to give

live evidence you will be required to do

so under oath and will face questions

from the coroner and the IPs or their

legal representatives. That is a daunting

prospect for many and a good statement

with proper preparation is key.

4. Pre-inquest review (PIR) hearings

A PIR is a formal court hearing to

address technical legal matters such

as the ‘scope’ of the inquest, who the

Interested Persons are and whether

‘Article 2’ is engaged (among others).

Discussion on each of those terms is

beyond the scope of this article but the

representations and decisions made at a

PIR directly affect the inquest itself, the

role of those involved, and potentially

the wider outcomes for care providers.

Having a solid grasp of those concepts

and how they could affect you is key.

5. Conclusions and a finding of neglect

While coroners cannot apportion any

blame or civil or criminal liability within

their conclusion, they can make criticism

in their remarks which can then lead to

further investigations and actions.

In addition, coroners can a make a

formal finding of neglect. There is a

specific legal definition of neglect that

applies to inquests and such a finding,

while relatively rare, is not impossible and

is highly undesirable for obvious reasons.

Such a finding is very fact-specific and as

such it is essential that the witness evidence

(written or otherwise) is prepared in the

correct way to assist the coroner.

Keara Bowgen-Nicholas

6. Prevention of Future Deaths (PFD)

reports

PFD reports are issued when a coroner

is concerned that there is a risk of future

deaths if something is not changed.

These reports are published online and

responses are due within 56 days setting

out what actions have been taken or are

proposed.

It is crucial to prepare properly if

there is a risk of a PFD report being

issued – usually with statements setting

out what investigations were made after

the death, what has been learned, what

has been implemented, and how that is

monitored. Coroners are not restricted

to the central issues of the inquest and

can be quite creative.

7. Conclusion

While on the surface an inquest can

seem a relatively harmless process the

reality is it is a complex aera of law

which requires specialist knowledge.

Usually, the earlier you seek legal

input, the smoother the process will

be. The costs of that input pale into

insignificance when compared to the

potential regulatory input, media

attention, civil claims, health and

safety procedures and safeguarding

investigations that can follow after a

critical inquest hearing.


property | business

Work with landlords on leases

Rob Walton, a partner in the health and social care team at RWK Goodman, offers

a guide to increased sustainability requirements in leases

As environmental, social, and

governance (ESG) continues to

become a major theme for care

providers, they are facing increasing

sustainability requirements for their

premises, not just from existing

legislation requirements such as Energy

Performance Certificates (EPC) but

also from green leases.

We are now past the first wave of

green leases and the requirements are

now becoming more stringent led by

real estate investment trusts (REITs).

This article looks at the new clauses

appearing in leases and provides advice

for providers on how to work with

landlords and how to ensure that the

terms are not unduly onerous.

First wave of green leases

The first wave of green leases

concentrated on ensuring that the

EPCs were not negatively affected

by any works being carried out, and

also various data-sharing provisions

to ensure that the condition of the

building and its energy efficiency could

be monitored.

We are now seeing more stringent

requirements, most likely for a few

reasons:

• There has been step back on

accelerating EPC requirements by

the previous government (and no

indication of any change under the

“We are seeing an

evolution of green

lease requirements

and this is only

likely to increase

as large landlords

own internal ESG

polices have

substantial effects

on providers.”

current) given the potential cost of

retrofitting properties and worry this

would affect the property market.

• Larger companies, especially REITS,

have much higher ESG reporting

requirements to satisfy their own

net zero targets and the property

portfolio is a major factor.

New green lease sustainability

requirements

Typically, green leases will cover a

variety of issues including:

• Energy consumption.

• Water consumption.

• Waste generation and management.

• Greenhouse gas emissions.

• Any adverse environmental impact.

Landlords are putting in more onerous

terms, some examples are:

• Putting providers under a duty to

carry out repairs and alterations in a

sustainable manner from sustainable

resources and to carry out responsible

environmental management.

• This requirement may also come

with mandatory proactive steps to

increase environmental performance,

so if there are methods to increase

sustainability on the points above

then the tenant must carry them out

or the landlord is able to and charge

the tenant for the cost. This is linked

with increased data-sharing so the

landlord can monitor all energy/

service usage. This may be aligned to

having set targets with penalties for

falling below these.

• Landlords are looking to allow energy

audits to assess which works need to

be carried out ultimately at the cost

of the tenant

What can a provider do?

Of course, these terms are able to be

negotiated, however there is often little

leeway with larger REITs and private

equity firms. At a minimum, providers

should be looking to:

• Ensure terms are defined clearly

so sustainability is not too widely

drafted.

Rob Walton

• Ensure that any sustainable works

are reasonable and cost effective and

result in a reduction of operational

costs.

• Setting a financial cap on the cost of

works.

• Limit the number of energy audits

that can be carried out each year and

ensure the cost is not passed to the

tenant.

• Narrow down exactly what data is

required to be shared and seek to pass

the cost back to the landlord.

• Ensure there is a robust dispute

resolution clause to deal with any

issues.

• Ensure there is an independent way

to verify the nature of the works so it

isn’t simply in the ‘landlords opinion’.

It is always wise to enlist professional

assistance given the complications and

large cost consequences.

Conclusion

We are seeing an evolution of green

lease requirements and this is only

likely to increase as large landlords’

own internal ESG polices have

substantial effects on providers.

Rob Walton specialises in real estate and

has a focus on environmental, social and

governance.


business | leader's spotlight

Determined to succeed

Caring Times talks to the founder and chief executive of Sussex-based home care software

company CareLineLive, who didn’t let growing up in a wheelchair blunt his desire for success

Born with a rare muscle

weakening illness, Josh Hough

says he was written off by doctors

at an early age. However, this fuelled

his fire and today, he is the proud owner

of a care software company which

produces annual revenue of more than

£3.5 million and has 42 staff.

“I hated being disabled and was

determined to get out of my wheelchair.

I would hear the doctors telling my

parents that I might not be able to have

a job,” says Hough, founder and chief

executive of Slinfold, West Sussex-based

CareLineLive.

“I think it made me very determined

and single-minded. From an early age, I

learned I could prove people wrong.”

Josh Hough was born with a genetic

condition called minicore myopathy.

It meant walking was difficult and he

needed a lot of treatment. Also, going

to school in a wheelchair was often an

unpleasant experience.

“It was just bloody bad luck. It’s a

condition which you only get when

both parents have a specific gene. I had

a lot of specialist treatment when I was

young. I went to school in a wheelchair

which wasn’t nice as kids can be very

cruel.”

Nonetheless, Hough did well at

school and considered university. But

he was also entrepreneurial, setting up a

publishing company with his sister Zoe

when he was just 14.

“I was more interested in business

than in studying and had a desire to

change things. I think I saw the world

differently to a lot of people,” he says. “I

was often looking for new and different

ways of doing things. You have to when

you literally can’t do things in the same

ways everyone else does.”

Indeed, when Hough was young,

he was often exasperated by the

inefficiencies of the healthcare system.

“I was visited by countless nurses,

doctors and healthcare professionals.

Every time I met someone new, I

had to go through the same routine

– answering the same questions,

explaining my condition. It was very

repetitive and boring.

“Meanwhile, they were filling out

paperwork or leafing through thick

folders of information. It wasn’t very

efficient and even as a young child,

I was thinking: ‘this could be done

better’.”

In January 2010, when he was aged

18, Hough set up the MAS Group,

providing managed IT services to

companies. The company was doing

well, but the idea of improving home

care wouldn’t leave Hough.

“My grandfather was receiving care

and the family struggled with the

lack of communication from carers.

Everything I felt and saw as a child

came flooding back. I just felt there

Josh Hough

needed to be a better system and,

ultimately, that I had to be the one to

create it.”

Hough had a client in the home care

sector that was still using a paper-based

system for much of its client work. It

became CareLineLive’s first client and

the idea of creating a ‘circle of care’

emerged.

“We created an app that joins up

everything in a home care business,

from patient notes and visits to

invoicing and staff rotas. Family

members can access it, so they know

“I was often looking

for new and different

ways of doing things.

You have to when you

literally can’t do things

in the same ways

everyone else does.”


“We created an

app that joins up

everything in a home

care business, from

patient notes and

visits to invoicing and

staff rotas. Family

members can access

it, so they know

what’s going on.”

what’s going on. But also, critical

healthcare professionals like ambulance

drivers can access it too, because if they

are attending an emergency, they really

need to know whether or not someone

has had their medication that day.

“The idea of the ‘circle of care’ is that

everyone a patient needs is brought

into the loop. People no longer need

to spend long periods of time hunting

down paperwork. All the information

is in one place; it’s very efficient and it

provides a clear audit trail.”

CareLineLive was launched in 2018

with a mission to transform a sector

lagging behind much of the digital

world. There’s substantial demand for

its services, but business growth hasn’t

been without challenges.

Initially, Hough took out personal

loans and used credit cards to get the

business going. He’s gone through

several funding rounds and, at the time

of writing, has raised £6.7 million.

“Funding is an ongoing challenge, I

spend a lot of time fundraising,” he says.

Also, as a tech business, Hough is

engaged in the battle for talent for

much-needed coders and software

engineers.

But Hough has created a culture

and sense of mission among his team.

Since launching, CareLineLive has

expanded rapidly, now supporting more

than 600 home care agencies across

seven countries, including Ireland and

Australia. Hough says CareLineLive

is one of the few companies to meet

the NHSX requirements to be on the

approved supplier list for Digital Social

Care Records. It also integrates with

GPConnect, enabling access to GP

records.

Personal challenges

Ultimately, Hough’s own experiences

have shaped how he approaches

business. “I’ve been through a lot

of surgeries and challenges, so I

understand the importance of

flexibility,” he explains. “If a member

of staff or their child needs to go to

the doctors then I tell them to ‘just go’.

People might think I’m too lenient, but

we have a team that sticks with us and,

sometimes, even returns, because they

appreciate the flexibility and support

we offer.”

Reflecting on his journey, Hough

says: “I’ve had to prove myself

repeatedly – to investors, customers

and employees. It’s a vicious cycle of

needing experience but not being able

to get it. But that’s been my driving

force – proving people wrong and

showing that something is achievable.

Building CareLineLive is something

I’m incredibly proud of.”


business | politics & policy

The way forward

Joe Quiruga speaks to a workforce expert to discover how operators can cope

with the increased costs to the care sector following the Labour Budget

Nearly two-thirds of care and

support providers will make

redundancies following

the increases in employer’s National

Insurance and the National Living Wage.

Many care home operators will increase

fees by around 10% to tackle the rising

costs, but in a survey by the Care Provider

Alliance 64% said they would need to

make some staff redundant as well.

Dr Kate Tulenko, founder and chief

executive of healthcare workforce

consulting firm Corvus Health, says:

“Assuming you have already maximised

your staffing model, there are generally

only two things you can do – reduce

your reliance on labour or reduce the

hourly cost of your labour.”

One suggestion to do these things

would be using digital solutions to help

monitor residents. Artificial intelligence

software which can predict the acuity of

patients has been used in intensive care

units to prioritise the urgency of care.

Similar solutions in care homes could

reduce the burden on staff. Digital tools

could also improve the quality of care,

including movement or fall monitors and

remote patient monitoring solutions.

On remote patient monitoring,

Tulenko explains: “Often if a resident

falls out of bed in a care home or

assisted living facility it can take 20 to

30 minutes for nursing staff to respond

to an emergency button – even in really

high-quality expensive care facilities.

If someone was able to monitor the

resident remotely, and triage them, then

“Artificial

intelligence software

which can predict

the acuity of patients

has been used in

intensive care units

to prioritise the

urgency of care.”

they can assess them more quickly. This

is vital, especially in the particularly

serious cases.”

However, there is also a requirement

for large upfront investment. Tulenko

says government will eventually have

to foot the bill, especially for small care

homes and for families caring for loved

ones at home: “I don’t think there’s any

getting around that.”

Other digital solutions include better

use of remote home care. Tulenko

explains: “Solutions exist where a

healthcare professional can pop up on a

screen and ask the senior how they are

doing, and then if they have chest pain or

have fallen out of bed then they can alert

care workers, and if they are fine then

they leave them be. This would mean one

person can take care of dozens of people

in a day rather than just a handful as they

don’t physically have to move.”

This solution has some downsides.

Tulenko says: “Mental health would

be a concern as it’s obviously better to

have someone come there in person. But

necessity is the mother of invention and

with an ageing population and shrinking

workforce, enabling a professional to do

four or five phone calls in an hour could

be really helpful. The perfect shouldn’t

be the enemy of the good.”

Other ways to reduce labour costs

include greater division of labour – such

as paying a premium for care workers

who do the unpleasant and technically

challenging work and minimum wage

for those who do not.

Tulenko says: “It does make sense to

pay people more for doing the more

difficult, less desirable work and train

them to do it. You would obviously need

to make it clear when you onboard the

less skilled workers that they are not to

do the other work as they aren’t trained

to do it, but in the States we now have

phlebotomists who draw blood and I

can tell you there are very few nurses

or physicians drawing blood when they

don’t have to.”

Tulenko also suggests introducing

temporary guest worker schemes which

Dr Kate Tulenko

function as apprenticeships: “You could

supplement their wage with board and

accommodation and give them a fabulous

education which they could bring back

home or leverage to work elsewhere.

“It’s not exactly analogous, but the

Royal College of Surgeons in Ireland

does something where they train up

surgeons from lower income countries for

a period and pay them a trainee stipend,

but after that period they must return

home. The surgeon could then choose to

work in their home country, or could, for

example, work in Saudi Arabia.”

For government Tulenko recommends

more visibility on the subsidies for home

improvements like stair lifts, which

would cost the government a fraction of

what it costs to supply a resident with

supported living.

Another innovative idea to reduce the

need for 24/7 paid senior care could be

“senior day centres”. Tulenko explains:

“In this scenario I would be the primary

caregiver for my elderly parent, but I

would drop them off at a day centre

where they could be fed, play bridge,

get PT, and generally be around other

human beings rather than sit alone in an

empty home. And then at the end of the

day I would take them home and care for

them, give them dinner and so forth. If

we can do it for doggy day care, we can

do it for seniors.”


governance | business

Beware of fake carers

Christian Carr, healthcare regulation partner at law firm Spencer West,

discusses the pitfalls of weak governance in workforce supply chains

It was recently reported in national

media that a ‘fake carer’ had been

delivering personal care to an

elderly gentleman in his own home,

to the surprise of his family who had

procured her services through an

introductory care agency.

The woman who provided services for

almost three weeks at the service user’s

home was not the carer whose profile

had been put forward to the family by

the agency, but an untrained substitute

the carer had allowed to do the job in

her place.

The family were understandably

distraught. Neither the police nor the

Care Quality Commission responded

as the family expected. The police

reportedly claiming that there were

“limited lines of enquiry” and that an

“independent witness” would need

to confirm the allegation in the face

of a denial by the carer concerned,

and the CQC confirmed that neither

introductory agencies nor self-employed

carers are inside its regulatory remit.

This is sadly not the first time people

have been caught working in the health

and care sector under a false identity or

using fabricated qualifications (see, for

example, the case of Zholia Alemi who

was jailed after working as a psychiatrist

in the NHS and private sector for more

than two decades after fabricating a

degree certificate).

Cases like this highlight the

complexity of the legal and regulatory

landscape in the sector, where the

systems in place to protect vulnerable

patients and service users are

“Where a worker delivers

services remotely with

limited oversight from

the provider/agency,

thought should be given to

enhanced due diligence.”

fragmented and often don’t match up to

the public’s expectation.

Where carers are specifically selected

for their skills and qualifications, and

they later turn out not to be who they

said they were, many legal issues arise

– not least over the question of the

violation of a service user’s consent to

the carer’s acts, which could amount

to criminal or civil wrongs, and the

question of vicarious liability on the

part of those on whose behalf services

are provided.

Under regulation 19 of the Health

and Social Care Act 2008 (Regulated

Activities) Regulations 2014, providers

falling under the ambit of the CQC’s

jurisdiction are obliged to make sure

that they only employ fit and proper

staff (with “employ” here being

given a wide definition, to include

“employment under a contract of

service, an apprenticeship, a contract

for services or otherwise than under

a contract” and doctors granted

practising privileges in hospitals).

Providers must monitor the

ongoing fitness and propriety of

those employed, and make available

a range of information set out under

Schedule 3, including (depending on

the circumstances):

• Proof of identity (including a recent

photograph).

• A copy of an (enhanced) criminal

records check and suitability

information relating to children or

vulnerable adults.

• Documentary evidence of relevant

qualifications so far as it is practicable

to obtain them.

• A full employment history with

satisfactory written explanation of

any gaps, and

• Satisfactory evidence of conduct in

previous work delivering services

relating to health or social care or

work with children or vulnerable

adults.

The CQC will expect this evidence to

be available immediately on request in

an inspection.

Christian Carr

Where a worker delivers services

remotely with limited oversight from

the provider/agency, thought should

be given to enhanced due diligence and

assurance to verify with service users

the identity of the person delivering

services in advance of delivery.

Looking at themes in the sector

more broadly, providers are particularly

vulnerable to impostor employees at

the moment, with high staff turnovers

and demand for workers outstripping

supply. This can lead to increasing

reliance on worker supply chains over

which there is questionable governance

and oversight.

The CQC itself has recognised that

workers are often procured from abroad

and are vulnerable to exploitation and

control by third parties in conditions

amounting to modern slavery. Trends

in criminal prosecutions for modern

slavery-related offences, which can

result in significant fines and custodial

sentences, are concerning for the sector.

There is much overlap in good

governance and robust policy

development on this and “fit and

proper person” pre-employment

checks and monitoring. Those in the

sector would be well-advised to review

compliance holistically sooner rather

than later in view of the risks they

present.


business | recruitment & retention

Strategies for a stable workforce

Paul O’Rourke, managing director of supported living provider Next Stage, emphasises the

need to tackle high staff turnover in the adult social care industry by investing in individuals

The adult social care workforce

is at a critical juncture, reaching

its largest size in history with

1.84 million posts this year, but with

more than 130,000 active vacancies,

the sector faces a daunting challenge.

A 2021 report projected that by 2030

we would need to see a 55% increase in

social care workers over the following

decade to meet demand. This rapid

expansion underscores the urgent

need for strategic investment in staff

development and retention.

Developing the next generation

of social care workers

Despite some recent improvements,

the vacancy rate for adult social care

is still almost three times that of the

wider economy. In fact, a Skills for Care

report shows a turnover rate of 24.2%,

equating to approximately 350,000

leavers. One particular challenge within

our sector is the retention of younger

workers. Turnover rates among those

aged under 20 are alarmingly high at

53.7%. While this isn’t an issue unique

to our sector, research suggests that

younger employees may be using social

care roles as temporary positions while

pursuing education or considering

other career paths. By pairing younger

workers with experienced mentors, we

can provide valuable guidance, foster a

sense of belonging and build stronger

connections within the workforce. This

supportive approach can significantly

enhance engagement and motivation,

helping to retain young workers in their

roles and reducing turnover rates. This

approach ensures that service users

work with a consistent caregiver who

understands their needs, preferences

and routines. As a further result, care

is not only more personalised but also

more effective.

Retention strategies for

experienced staff

It’s important also to look at those

further on in their career journey. Staff

retention rates are strongly influenced

by the employee̓s level of experience,

with data indicating that as workers

gain experience within the sector

and in specific roles, their likelihood

of leaving decreases. Investing in

learning and development for your

more established staff by setting out

clear career progression pathways

can significantly improve long-term

retention. In my experience, providing

well-defined career mapping motivates

staff to remain in the sector longterm,

reducing turnover and ensuring

continuity of care.

The effect of professional

development on social care

While budget constraints and

accessibility often lead many

organisations to focus on internal

learning and development programmes,

managers should also consider

Paul O’Rourke

supporting their workforce with

gaining relevant qualifications.

Offering employees the opportunity

to undertake apprenticeships or

workplace-based qualifications provides

significant value, as these programmes

assess staff based on their practical

performance in real-world scenarios,

rather than solely through classroombased

learning.

Being an effective support worker

primarily requires the right values and

attitude. By recruiting individuals who

embody these qualities, organisations

can ensure the technical aspects

of the role can be learned through

proper training. Unfortunately, some

individuals are deterred from entering

the sector due to the perceived

barriers associated with qualification

requirements. By addressing these

concerns and providing accessible

pathways to professional development,

we can attract and retain dedicated

professionals who are well-suited to the

role.

These opportunities not only

enhance the skills and competencies

of your team but also foster higher job

satisfaction and stronger employee

commitment, effectively reducing

turnover rates. By offering ongoing

training and professional development,


recruitment & retention | business

staff feel valued and empowered,

resulting in improved care quality for

both carers and the individuals they

support.

Creating sustainable

care through permanent

employment

Investing in permanent employment

contracts, rather than relying on

agency staff, is essential to valuing care

workers and enhancing the quality of

care. Permanent roles provide stability,

enabling caregivers to build long-term

careers in the sector. This shift not only

demonstrates respect for the critical

work these employees perform but

also fosters a sustainable, efficient care

system benefitting both staff and service

users.

One key advantage of permanent

employment is the elimination of zerohours

contracts. According to a Skills

for Care report, workers on zero-hours

contracts experience a higher turnover

rate (38.2%) compared to those with

contracts exceeding 35 hours (30.1%).

Stable contracts offer job security,

reducing turnover and fostering a

reliable, committed workforce. This

security translates into reduced

turnover and a more consistent level of

care for service users.

Additionally, permanent roles

guarantee a steady and fair income,

ideally aligned with the Real Living

Wage. Competitive compensation

reflects the demanding nature of care

work and demonstrates that employees

are valued. By recognising the

importance of fair pay, organisations

can retain skilled staff who are more

likely to remain engaged and motivated

in their roles. A well-compensated

workforce is critical for maintaining

high standards of care.

Permanent employment allows

organisations to monitor employees’

mental health and offer effective

support systems. Access to wellness

programmes, counselling and

mentorship can address issues of

burnout and stress – common reasons

why caregivers leave the sector. By

fostering a supportive workplace

culture, employers can build a motivated

and satisfied workforce while improving

overall morale and productivity.

Though the initial recruitment

costs may be higher, permanent

staff are more cost-effective than

agency fees over time. Moreover,

permanent caregivers build meaningful

relationships with service users, leading

to more personalised and effective care.

In our supported living services across

the Northwest, we have observed firsthand

that a stable workforce enhances

teamwork and communication,

improving the quality of care provided.

By prioritising permanent

employment, the care sector can address

key challenges, such as high turnover

and inconsistent care, while also

recognising the value of its workforce.

This approach not only benefits

employees but also elevates the standard

of care, ensuring better outcomes for

service users and strengthening the

overall care system.

Strategic investments for a

stronger social care sector

Investing in social care is not merely

about addressing immediate challenges

but also about creating a sustainable,

high-quality care system for the future.

By prioritising strategic investments

in staff development, clear career

progression pathways, competitive

compensation and employee wellbeing

initiatives, we can build a care sector

that not only meets current needs but

also contributes positively to the future

of social care in the UK. By fostering

long-term retention and supporting

workforce development, care providers

can create a more resilient workforce.

Supporting retention and workforce

development will ultimately enhance

care quality, securing a sustainable and

thriving sector for years to come.


business | digitalising social care

Just what the doctor ordered

Having medical records at our fingertips helps us deliver the best possible care

says Anita Astle, registered care manager and owner of Wren Hall Nursing

Home in Selston, Nottinghamshire

We started using ‘computerised

records’, as they were then

known way back in 1991

and we set up our first digital social care

record (DSCR) solution in 2016, so

making the most of technology has long

been important to us.

As a registered nurse myself, I want to

ensure we get medical treatment right

as quickly as possible, as part of our

commitment to providing exceptional

round-the-clock care. Having access to

people’s GP records is a crucial part of

this.

When someone moves in with us,

we contact their GP and ask them to

activate their GP Connect record and

we then submit consent from the person

or their power of attorney, which states

that they are happy for our team to see

their medical record. Once those two

simple steps are in place, our team can

see exactly what medication has been

prescribed, what observations and advice

have been logged, and obtain a sense of

their overall health and history.

And it’s all accessed via the one DSCR

system, by clicking on the GP Connect

tab. What’s more, it’s secure. Nurses

need their registration pin to access the

information. It’s particularly helpful

if, for example, one of our residents

has had a stay in hospital and there

has been a change to their medication.

When they come back to us, we don’t

have to rely on written notes, email or

telephone updates in terms of what

the new medication and advice is, as

it’s all there on their record. It means

the team has the information and can

“With GP Connect

we can see, and

most importantly,

act on the advice

straight away.”

act on it quickly, saving time for both

our team and the GP practice team,

on making phone calls and checking

where things have got to with things like

prescriptions.

Many of our residents have complex

and multiple medical conditions. While

they are under our care, and the care of

one of our local GP practices, they may

also be under a range of specialist teams

in nearby hospitals. We all know the

system is under pressure, so a summary

letter from a consultant to a GP can take

some time. But with GP Connect we

can see, and most importantly, act on the

advice straight away.

Without GP Connect, we would only

have the hospital discharge letter to go

on, which understandably doesn’t always

take into account their previous history,

so being able to see their journey and

various conditions and treatments is

really important. It means we can provide

comprehensive and consistent care.

Naturally, when someone has spent

time in hospital, or come under the care

of a new medical team, there are often

changes to medication. This can be hard

to keep track of, and on occasion we’ve

had to phone the hospital to check notes

or seek clarification. If those notes have

already been archived following the

person’s discharge, this can take valuable

time before we receive the clarification

we need. But with GP Connect we can

access the information and make the

changes straight away. It means our

resident gets the care and treatment they

need quicker, and it saves valuable time

and resources for our care staff and the

hospital teams.

Lastly, as many a registered care

manager will contest, some of our

residents are just a bit naughty. One

gentleman was recently advised by his

GP that he needs to keep his leg elevated

as much as possible, even if it becomes

uncomfortable. When our care team

reminded him of this, he was telling

them he’d never had that advice and that

they must have got it wrong. Eventually

Anita Astle

one of the team showed him the GP’s

advice, by clicking the GP Connect tab

on his record, which she was able to

show him on her tablet. Before this, on

occasion we’ve had to contact a GP just

to prove a point to a resident about what

the medical advice is – which isn’t the

best use of anyone’s time. Being able to

access the official advice in an instant

adds weight to our discussions and

advice when it comes to helping people

to help themselves. I’m glad to say the

gentleman’s condition improved once he

conceded and followed the advice.

And sometimes it’s not just our

residents we are helping. People in our

care, their families and our staff often

have questions for GPs when they come

and visit their patients. On occasion they

will be unable to answer, explaining that

they don’t have access to the person’s

medical record and will have to get back

to us. It’s often been a pleasant surprise

to them, and our residents and families,

when our team can say “we have” and get

those issues ironed out there and then.

I know my team here at Wren Hall

simply wouldn’t be without GP Connect

now. And if we asked the three GP

practices we work with locally, I’m pretty

sure they’d agree that fewer phone calls

‘just to check something’ can only be a

good thing.


care

40 NATIONAL CARE AWARDS

Meet all the winners

34 WELLBEING

Six ways to thrive in a care home

36 A POSITIVE STEP

Wellbeing enablers should be in all homes

37 CATERING

Dining with diginity

care | activities news

Creative Caring

As always, carers have been demonstrating their creativity

through fun and innovative events for their residents

Piece of cake

TLC Care joined forces with not-forprofit

organisation Cake4Kindness,

bringing together all nine of its homes to

bake, decorate and deliver cakes to those

in need. Camberley Manor in Surrey,

for example, contributed 188 cakes

to Woking Food Bank, while Carlton

Court in Barnet, North London sent 72

cakes to Barnet Hospital.

multicultural celebration on campus in

May. The visit concluded with a quiz on

worldwide Christmas traditions.

visit to Bressingham Steam Museum

and Gardens as part of the group’s

10th anniversary ‘Making Moments’

initiative. After taking a look at steam

trains and classic cars, the group had

fun browsing through the Christmas

decorations for sale at the museum’s

garden centre.

Retail therapy

Luton-based boutique Up-Style is

setting up shop every other month

in the gardens of care home Little

Bramingham Farm, giving residents

the opportunity to browse a selection

of fashionable clothes and accessories.

Little Bramingham Farm’s activities

coordinator Karen Charity said: “Being

able to visit such a unique shop, literally

in their back garden, have a mooch at

all the different things for sale, chat

about different outfits and ask advice on

colours and styles, was a terrific way to

spend an afternoon.”

International relations

Students from Bournemouth University

International College visited Colten

Care’s Avon Cliff in Bournemouth to

discuss how festive traditions in the UK

compare to countries such as Spain,

Egypt and Ukraine. The visit was a

return meeting after the college hosted

a party for Avon Cliff residents for a

Gingerbread house

Ashlea Lodge Care Home in Sunderland

claimed victory in Orchard Care Homes’

gingerbread house baking contest.

The team impressed the judges with

its “intricate design and jaw-dropping

attention to detail”, beating 22 other

homes across the North of England and

the Midlands.

HICA’s got talent

Social care provider HICA Group

brought together residents and staff

from care homes and services across

Yorkshire and North Lincolnshire to

take part in a spectacular talent show.

Isaac Robinson Court in Hull embraced

a summer theme, complete with props,

to perform a medley of Summer Holiday

and Summer Lovin’.

On track

Residents at Athena Care Homes’ Alex

Wood House in Cambridge paid a

Shopping spree

The team at Kingsmead Care Home in

Swindon, part of the Healthcare Homes

Group, asked the local community for

clothing donations to allow a resident

with a passion for shopping to enjoy a

retail experience without leaving the

home. An overwhelming number of

donations resulted in the creation of the

Kingsmead Shop, providing all residents

with an opportunity to feel good and

enjoy trying on new outfits. Smaller

racks were wheeled into residents'

rooms.

Elf service

Residents at The Lawn, the Alton,

Hampshire-based residential care


activities news | care

home run by charity Friends of the

Elderly, spent a day with some cheeky

elves to celebrate National Elf Day.

Activities included Naughty Elf ’s

Christmas Exercise Class, and residents

became elves themselves with photos

of their faces stuck to elf bodies. The

day concluded with mince pies and a

showing of the film Elf.

Animal magic

Norwich-based Saxlingham Hall has

‘adopted’ five animals from Hillside

Animal Sanctuary in West Runton, after

a recent visit during which residents

interacted with a pig, a goat, a donkey,

an alpaca and a horse. Residents at the

home, part of the Healthcare Homes

Group, are eager to watch their new

animal friends thrive and will be visiting

the sanctuary as often as they can to see

how they all are.

Nothing like a dame

Residents of a Dorset dementia care

home were treated to an exclusive

singalong with visiting panto performer

Dame Daisy. Colten Care’s Fernhill in

Longham near Bournemouth was the

venue for the interactive show with

relatives and staff enjoying the fun too.

It marked the opening of the home’s

Christmas season which also featured

festive visits by Brownies and Girl

Guides.

Fair’s fair

MHA Sandygate in Rotherham

welcomed the community to a

Christmas fayre and managed to

raise £650. Staff members dressed up

in Christmas outfits and the home

arranged for live entertainment to sing

Christmas songs. The money raised will

go towards the home’s amenities fund,

from which activities and trips will be

arranged for residents.

Little rainbows

Cromwell Care’s The Mayfield Care

Home in Whitby, North Yorkshire hosts

monthly visits from children at Little

Rainbows Nursery where residents

are encouraged to chat and play with

their young visitors. Tobyn Dickinson,

Cromwell Care̓s chief executive, said:

“I think the most important benefit of

encouraging these intergenerational

activities is the involvement with the

local area, and the sense of belonging

this brings with it.”

Musical memories

Ernest Picton of Brookwater House

Care Home in Palmers Green, North

London, lives with dementia and had

not played the violin for about four

years. When he was recently gifted a

beautiful instrument by home manager

Daniela Danciulescu he began playing

and impressed everyone with his smooth

notes. David Moore, head of dementia

at Hamberley Care Homes, which runs

Brookwater, said: “We strongly believe

in the importance of using music as a

way of connecting with residents living

with dementia.”

Having a ball

Ballroom dancing fans at art decothemed

Bourne View in Poole, Dorset

were treated to a close-up view of

brother-and-sister dancers Oliver and

Eva Beardmore in action. The pair

delighted their audience by performing

four dances: a waltz, Viennese waltz, cha

cha and jive. The event was part of the

countdown to the launch of a Strictlystyle

competition run by Poole’s Forest

Holme Hospice.

Walk the walk

Residents from MHA Handsworth in

Bowden, Greater Manchester, joined

members of the community and pupils

and staff from Altrincham Preparatory

on a sponsored festive walk around the

town. The gang of walkers walked just a

mile and raised at least £120, which will

go into the home’s amenities fund.

Operation mincemeat

At New Copford Place, the Colchesterbased

residential care home run by

charity Friends of the Elderly, residents

started the Yuletide season by getting

festive with a Mince Pie Bake-A-Thon

competition. Two residents’ teams

competed against the kitchen team to

create a batch of mince pies, with the

kitchen team judged to be winners in a

blind taste test.


care | innovation

The new avengers

William Walter, managing director of Bridgehead Communications, interviews

Sarj Radia, chief executive of CarePoint365 and founder of the CareTech

Avengers, an initiative aimed at addressing social care’s challenges through

collaboration and embracing technological innovation

For Sarj Radia, the CareTech

Avengers isn’t just another

project, it’s a personal

undertaking rooted in over a decade of

experience of technology within the

care sector. “Once you get involved in

social care, you’re not going anywhere

else,” he says. “It gives everyone a

purpose.”

The challenges in social care are

numerous and well known, with

chronic underfunding and vacancies

only exacerbated by the autumn

Budget’s changes to pay and National

Insurance. Yet despite this, Radia

remains optimistic. He describes the

sector as one of the most resilient he has

encountered. “It’s filled with empathetic

people who band together to tackle

problems. Everyone is doing their best

within the constraints we have.”

The CareTech Avengers was born

out of this collective spirit. The idea

was simple yet powerful – bring

together the best minds in care and

technology to help providers navigate

their challenges and unlock the sector’s

potential.

“We’re not a corporate initiative,”

Radia emphasises. “This isn’t about

making money, it’s about support by

running workshops, thought leadership

events, and creating a platform for

collaboration.”

“The idea was simple

yet powerful – bring

together the best minds

in care and technology

to help providers

navigate their challenges

and unlock the sector’s

potential.”

William Walter

The challenges facing

providers

One of the recurring themes in Radia’s

discussions with care providers is

the aspiration to use data effectively.

“Everyone wants to leverage data to

improve efficiencies and care delivery,”

he says. However, achieving this

goal often proves challenging due to

systemic blockers in the way software is

designed and implemented.

Radia highlights a common issue:

“When care providers adopt SaaS

[software as a service] platforms, they

often find that the software only meets

about 60-70% of their needs. Even in

the best-case scenario, it might cover up

to 90%, but rarely more than that. This

gap leaves providers struggling to adapt

their workflows or integrate disparate

systems.”

These challenges are compounded

by a lack of time and resources. “Care

providers are time-poor and often don’t

have the bandwidth to thoroughly vet

or customise technology solutions,”

Radia notes. This can lead to poor

adoption rates and fragmented data,

which ultimately undermines the

potential benefits of technology.

Sarj Radia

Unlocking data

Despite these challenges, Radia remains

hopeful about the transformative

potential of data in social care. He

envisions a future where rich, actionable

data improves every aspect of care

delivery, from workforce management

to compliance.

“At a basic level, data can help with

staffing,” he explains. “Knowing your

staff ’s skill sets and locations allows you

to match them to the right care settings.

Accurate scheduling reduces anxiety

for employees, while better matching

improves care quality for service users.”

Radia also highlights the potential

for data to reduce staff turnover.

“When staff feel supported and stable,

they’re more likely to stay. This stability

feeds back into better compliance and

higher-quality care, creating a virtuous

cycle.”

However, Radia cautions against

over-reliance on dashboards and

reports. “Clinical staff don’t want to

sift through bar charts or complex

dashboards. The goal should be

to deliver insights directly to the

people who need them, using AI and

automation to flag critical information.”


“Knowing your staff’s

skill sets and locations

allows you to match

them to the right care

settings.”

The role of artificial intelligence

As the conversation shifts to artificial

intelligence, Radia acknowledges its

immense potential but also stresses

the need for caution. “AI isn’t a silver

bullet. It needs guardrails and should be

deployed thoughtfully,” he says.

One promising area is visual

AI, which is already being used in

applications like fall detection and

behaviour monitoring. “These tools can

provide critical insights for carers and

nurses without being intrusive,” Radia

explains. “For example, AI can identify

antecedents to behavioral incidents

or help prevent falls by analysing

environmental factors.”

However, Radia believes the sector

must first focus on getting the basics

right before fully embracing AI. “We

need to ensure our IT systems are

robust and that we’re comfortable with

the technology before rolling it out in

live environments. The applications are

endless, but we need to approach them

with respect and caution.”

Sustaining momentum

The pandemic acted as a catalyst for

tech adoption in social care, but Radia

warns that sustaining this momentum

will require ongoing investment and

collaboration. “Early adopters will

always lead the way, but for widespread

adoption, the sector needs more

funding and support,” he says.

Radia also sees a need for cultural

change within care organisations. “We

need project managers who can treat care

businesses like digital transformation

projects. This shift will help providers

adopt technology more effectively.”

At its core, CareTech Avengers is

about fostering collaboration across

the sector. “We’re not a club of cool

kids,” Radia jokes. “Everyone is invited

– care providers, tech developers,

policymakers, and anyone with an

interest in improving social care.”

A call for government support

As we wrap up, Radia reflects on the

role of government in accelerating tech

adoption in social care. “Grant funding

has been a great catalyst – don’t turn

that tap off,” he urges. “But we also need

to attract younger talent to the sector.

Without fresh minds, we risk losing

innovation and the perspective of the

next generation.”

Radia believes that with the right

resources and collaboration, social

care can lead the conversation on tech

adoption. “There’s so much untapped

potential in this sector. If we get the

right people in the room, we can

crowdsource solutions, pilot new ideas,

and create real change.”

The CareTech Avengers is still in its

early days, but the vision is clear – to

create a platform where the best minds

in care and technology can come

together to solve the sector’s biggest

challenges. “This isn’t about finding a

single solution,” Radia concludes. “It’s

about trying, collaborating, and making

progress one step at a time.”

With its mission to unite and

empower the sector, this initiative

has the potential to foster solutions

that enhance efficiency, data use and

workforce stability. With continued

investment and fresh perspectives, it

promises to champion meaningful

change for a sector that for too long,

particularly in Westminster, has gone

ignored and unheard.


care | recruitment

Embrace later life workers

Utilise the skills and experience of the older generation says Rob Martin,

managing director, care services at Anchor, a not-for-profit provider of

care and housing for people in later life

As the UK faces a rapidly ageing

population, with one in four of

us expected to be over the age

of 65 by 2050, we are presented with an

opportunity that we shouldn’t overlook

– the incredible potential of people

in later life who want to remain in, or

re-enter, the workforce. Older workers

bring invaluable life experience, skills

and knowledge to any workplace, and

I know from my experience at Anchor,

that the care sector is no exception.

A recent report ‘The Platinum

Pound: Boosting employment among

older workers’ by cross-party think tank

Demos, supported by Anchor, revealed

that the drop in employment of people

in later life is having a detrimental

impact on the UK’s economy. The

statistics speak for themselves; the UK

economy could unlock £6.6 billion

a year by returning to pre-pandemic

later life workforce levels. What’s

more, 800,000 people in later life are

eager to re-enter the workforce, yet the

number of later life workers has fallen

by 182,000 since 2019. This undeniable

disconnect highlights the barriers that

continue to exclude or discourage later

life workers from our workforce.

The message is simple – ensuring

people at all ages are supported in the

workforce unlocks greater potential.

Providing opportunities for people

who wish to continue in, or restart,

their career only serves to enhance the

nation’s workplaces, bringing valuable

knowledge and skills gained through

years of experience and enriching the

work environment for all colleagues.

However, if later life workers are

to thrive and succeed in the social

care sector, then it is on us and our

organisations to remove any barriers,

challenges and stigma, and ensure our

workplaces are truly age-inclusive.

In fact, the care sector is uniquely

suited to people working in later life.

Many bring valuable life experience

that translates directly to the skills

required for delivering high-quality

care. Whether it’s having children or

caring for their parents, it’s likely that

someone in later life will come up

against situations that they may have

already managed in another capacity,

either from past work or personal

experience. While all carers bring

their own strengths, carers can build

special rapport with residents who find

comfort in having shared experiences

with those who care for them. It’s these

relationships that teach us empathy and

patience – skills crucial for supporting

some of the most vulnerable members

of our community.

At Anchor, I have witnessed firsthand

the contributions older workers

bring to our organisation. This is why

we are proud to be among the first to

sign the Age-friendly Employer Pledge,

a nationwide programme led by the

Centre for Ageing Better. As part

of this commitment, we continue to

launch more learning and professional

development opportunities, improve

our recruitment processes, and embed

equality, diversity and inclusion across

the organisation. It’s about being

responsible for making age diversity,

and inclusion more broadly, an

everyday reality.

With age comes more experience

and knowledge, and these are major

benefits to any organisation wanting to

maximise their quality of care. Indeed,

adopting an age-inclusive approach

enables knowledge sharing across

multigenerational teams – something

that cannot exclusively be taught.

For older workers, entering or staying

in the care sector provides more than

just a job. It’s an opportunity to find

meaning in purpose-driven roles that

make a real difference to others’ lives.

The sector’s flexibility, whether through

part-time hours or adaptable schedules,

also makes it attractive to those

balancing other life commitments.

We strive to ensure our workforce

reflects the communities in which

we work to achieve a welcoming

Rob Martin

and empathetic environment. We

are proud to have a range of active

resident and colleague groups and

networks for those who are interested

in diversity and inclusion, as well as

for those underrepresented groups and

individuals in our organisation. These

networks not only offer a space for

people to come together and speak, but

also work closely with the wider team

to address concerns, review policy and

practice, and act as allies to others.

While the pledge and practices

represent an extension of our

commitment to creating an age-friendly

workplace, we understand that there is

always more to be done.

We must offer flexibility, mentorship,

and inclusion programmes, as well as

leverage age diversity, share experiences

and fully embrace the power of

having multigenerational teams.

Fundamentally, it̓s not age that matters,

but the willingness to learn and deliver

an excellent level of care.

Against a background of skill and

labour shortages, I firmly believe it’s

time to make workplaces more age

friendly, not only to futureproof our

economy but to unlock the true and

invaluable potential of our ageing

population.


Managers guide to…

business skills

registered managers | care

Paul Ferguson, care operations director at Lifetime, a provider of professional

development programmes for the adult care sector, shares 10 of the top business skills

to support care home managers to lead teams more effectively, ensure regulatory

compliance, and provide high-quality care for residents

1. Strategic planning is crucial for

the long-term success of any care

organisation. It involves setting a clear

vision for the future and defining

specific objectives to achieve that vision.

This process helps care managers to

anticipate and adapt to changes in

the healthcare environment, ensuring

that their services remain relevant and

effective. By aligning strategic goals with

operational activities, care managers can

drive growth, improve care quality, and

meet the evolving needs of patients and

stakeholders.

2. Effective budgeting and cost control

are essential for maintaining financial

health while delivering high-quality care.

This involves creating accurate financial

plans that reflect the organisation’s

strategic goals and regularly monitoring

budget performance to identify areas

where adjustments are needed. By

forecasting revenue and expenses,

care managers can anticipate financial

challenges and opportunities, ensuring

that resources are used efficiently and

sustainably.

3. Balancing profitability with

sustainability is key to the long-term

viability of a care organisation. This

means not only generating revenue

but also ensuring that resources are

used efficiently to support ongoing

operations. Care managers must focus

on optimising resource use, cutting

unnecessary costs, and securing new

funding opportunities to maintain

financial health. This approach ensures

that the organisation can continue to

provide high-quality care in the long

term.

4. Securing additional funding through

fundraising and grants is vital for

enhancing services, improving facilities,

and introducing new programmes. Care

managers should identify and pursue

various funding sources, including

government grants, charitable donations

and corporate sponsorships. Effective

fundraising involves presenting the

organisation’s needs clearly and

demonstrating its long-term impact and

value. This additional funding can help

support the organisation’s mission and

improve the quality of care provided.

5. Attracting, retaining and developing

talented staff is crucial for delivering

high-quality care. Care managers should

implement comprehensive recruitment

strategies to attract qualified candidates

and provide thorough onboarding

processes to integrate new employees

smoothly. Ongoing training and

development programmes are essential

for increasing staff skills and knowledge,

while career development opportunities

help retain motivated and skilled

employees. Effective human resource

management ensures a productive and

satisfied workforce.

6. Staying informed about regulatory

changes and implementing robust

internal controls are fundamental

to maintaining compliance. This

includes adhering to financial reporting

standards, tax laws and healthcarespecific

regulations. Effective compliance

involves preventing issues like fraud,

waste and abuse through proper financial

oversight and transparent practices.

Care managers must meet standards set

by regulatory bodies such as the Care

Quality Commission to ensure highquality

and safe care. Regular reviews

and continuous improvements help

protect the organisation from legal

liabilities and enhance its reputation.

7. Protecting sensitive personal data

is more critical than ever, especially

in the care sector. Care managers

must maintain compliance with the

General Data Protection Regulation

to safeguard patient information. This

involves implementing strong data

protection policies and practices to

prevent unauthorised access or misuse

of data. By prioritising data security, care

organisations can protect both their

patients and their reputation.

8. Building a strong reputation through

effective marketing and public relations

is fundamental for attracting patients

and retaining staff. Care managers

should engage with various stakeholders,

including government bodies, investors,

healthcare providers, and families, to

build positive relationships and advocate

for their organisation’s needs. A strong

digital presence is also crucial as it

enhances visibility and accessibility,

helping to build trust and credibility in

the community.

9. Identifying and assessing potential

financial and operational risks is a key

component of effective management.

Care managers should develop strategies

to mitigate these risks, such as building

financial reserves, diversifying revenue

streams, and regularly reviewing

financial and regulatory changes.

By proactively managing risks, care

organisations can ensure their financial

health and stability, even in the face of

unexpected challenges.

10. Preparing for disruptions through

comprehensive business continuity

planning is needed for maintaining

operations during crises. Care managers

should prioritise the safety and wellbeing

of patients and staff, ensure supply chain

resilience, and protect data security.

This involves developing emergency

preparedness plans, maintaining essential

supplies, and enabling remote work

capabilities where possible. A strong

business continuity plan helps minimise

disruptions and ensures the ongoing

provision of high-quality care.


care | wellbeing

Six ways to thrive

Dr Bethany Morgan Brett and Amy Simpkins highlight themes

that enrich the lives of older people living in care homes

At My Home Life England, we

have conducted one of the

largest qualitative research

studies on older people’s experiences

of living in residential care. We spoke

to 125 people (older people, care team

members and families) in 16 care homes

across Great Britain. The homes varied

in terms of their size, type, location

and inspection rating. We captured the

voices of a diverse range of older people,

who had been living in a care home for

an average of two years, with an average

age of 85.

Our resulting research ‘Thriving in

Residential Care’ shines a light on how,

when conditions are right, care homes

can support older people to really thrive.

It revealed six key themes:

Thrive relationally

When asked what the benefit of living

in a care home was, 74-year-old Brian

replied: “Well, being here by having

company. The one thing I like is

company.” Brian’s response was echoed

by many older people, who told us that

they had previously felt isolated when

living on their own, and that now being

around others was a lifeline. Many had

formed friendships with other people

and relationships with their care team.

Moving to residential care also helped

restore family relationships that were

previously under strain. Now that their

relative had moved to a care home,

the families we spoke to generally felt

reassured, welcomed and able to stay

actively involved in their relative’s life. As

“They not only care for

my mum, and they care

for my mum very well, but

we’re included in that. It’s

given me my mum back

for how long or short time

I’ve got with her.”

Christine told us: “They not only care

for my mum, and they care for my mum

very well, but we’re included in that. It’s

given me my mum back for how long or

short time I’ve got with her.”

Thrive actively

Meaningful activity in a care home is

vital. As 93-year-old Wally said: “Instead

of being miserable at home and nothing

to do... plenty of things to do here...

occupy my mind.”

Similarly, when living at home, some

older people found they could no longer

do the things they previously enjoyed.

But once living in a care home with

the right support, people could adapt

their interests to their capabilities. This

included Irene, aged 82, who had a long

career with a fabric company, which

was critical to her identity. Now living

in a care home, she was knitting scarves

for the staff. She also found renewed

purpose through laying tables and

attending to others at mealtimes.

We observed that well-conceived,

person-centred activities and community

connections were important for older

peoples’ self-expression, confidence

and autonomy, and also provided

opportunities to ‘give back’. This helps

older people feel valued and respected.

Thrive inclusively

Inclusivity involves making someone

feel welcome, safe, valued and

respected, regardless of characteristic

or background. We saw wonderful

examples of support across the homes we

visited, enabling older people to connect

with their identity through embracing

faith or culture, or through validating

the experience of those living with

dementia.

Our study also included care homes

offering specialist provision for specific

cultures and faiths, with culturally

appropriate activities and foods,

language support for those of whom

English was not their first language, and

multi-faith chapels.

We also recognised the importance

Dr Bethany Morgan Brett

Amy Simpkins

of care homes fostering an inclusive

environment in which older people

could express their sexual identity. We

heard very powerful stories, including

that from care manager Jay, who

recounted how his care home’s open

and inclusive environment supported

a gentleman to express his sexuality:

“We have made an environment where

somebody feels so safe that at age 82…

he’s been able to come out [as gay]. At

age 82! A secret that you’ve kept for all

those years. I thought my job is done…

if this environment is safe enough that

somebody feels that they can do that,

this environment is correct.”


Thrive securely

Older people, families and care teams

all expressed that feeling safe and secure

was one of the greatest benefits to

living in residential care. Care homes

offered older people reassurance, and

also alleviated the strain and worry for

families. 92-year-old Delith told us

she had previously felt anxious living

at home alone. But now: “When I go

to bed at night, I don’t have to worry

about whether anybody breaks in. If

there’s any fire or anything, I feel safe at

night.”

Before moving into residential care,

other older people had experienced

poor housing, insecurity and even

violence. 75-year-old Pauline said that,

previously, her life was “horrible”. She

was living with her daughter and her

son-in-law who “was a drinker”. She told

us: “I didn’t like him. He used to throw

bottles, so I was glad that I come out of

there and that I’m in [my care home]

now. Everything’s got better for me.”

Thrive with dignity

Care home manager Lynette recognised

a “degree of self-neglect” in some of the

older people who had previously lived

alone. Many had been struggling with

personal care and continence, but now

had support with things like bathing and

using the lavatory. Having an en suite

bathroom was very important to some,

including 84-year-old Rainee who said

that getting to the bathroom by herself

supported her independence.

Older people told us about the

importance of having support with

tasks which were becoming increasingly

difficult to do themselves, including

household chores. They really valued

that these things were now taken care of.

Others emphasised the importance of

physical appearance to their self-esteem,

and the benefit of having easy access to

services such as a hairdresser.

Thrive healthily

Our study revealed an important benefit

of residential care was that older people

could be supported to maintain or even

improve their health. Care homes were

shown to provide proactive and preemptive

medical care and also had easier

access to other health professionals than

if living in the community.

Care team member Caitlin spoke of

a lady who arrived with a “grade five

pressure sore”, who “wasn’t eating or

drinking – they expected her to be gone

within weeks”. With the right support,

she is now eating well and the pressure

sore is healed; “She’s amazing, she’s

thriving, she’s not going anywhere.”

Older people also valued having

regular and good-quality meals and

drinks. This included 98-year-old

Suzanne, who shared that: “When I

was at home… I lived for a fortnight on

brown bread, Marmite and oranges… I

was lacking good food.”

Finally, we were reminded that

wellbeing should extend right through

all chapters of life, and heard moving

examples of care homes ensuring older

people could live their best lives, even at

the end of life.

Transformative

Our research has revealed how highquality,

proactive, relationship-centred

care, inclusion in a social environment

with meaningful activities, nutritious

meals and a strong sense of safety and

security has, in some cases, been truly

transformative for many older people

living in care homes and supported them

to really thrive. It demonstrates that, while

care homes may not be right for everyone,

they can be everything for some.

The research was funded by Hallmark

Foundation and independently engaged

a range of care homes and care home

providers.


care | wellbeing

A positive step

Wellbeing enablers aren’t support staff, they should be part of the core

team in all care homes, says Sunita Poddar, chief executive of care home

company Oakminster Healthcare

Last month, Care England

announced the appointment of its

first-ever wellbeing ambassador.

Bailey Greetham-Clark takes on the role

following a track record of success helping

care home residents with their fitness,

founding Be Great Fitness when he was

just 17 years old during the pandemic.

Greetham-Clark has created a

programme that tailors workouts to

individual’s needs with the goal of

boosting the mental state of residents.

By selecting a young champion like him,

Care England not only acknowledges

the vital role of wellbeing in care

settings, but also aims to inspire a new

generation of professionals to explore

careers in social care.

The move can only be seen as

a positive step for the care sector,

highlighting the growing recognition

of wellbeing in care settings, but also

bringing a fresh perspective to the

forefront of the sector.

Traditionally, when talking about roles

within a care home, more often than

not, people tend to consider a career as a

nurse or a carer. However, the increasing

importance of wellbeing enablers –

those dedicated to fostering physical,

mental and emotional health – cannot

be overstated. These roles are crucial in

providing care that is not only essential

but greatly improves the lives of those

who live within a care home setting.

I have witnessed first-hand the

transformative power of integrating

physical health into the daily lives of care

home residents. Exercise is not merely a

physical activity; it serves as a powerful

tool for mental clarity, emotional

resilience and social connection. By

creating a culture where fitness is valued

and promoted, we enable residents to

reclaim agency over their lives, inspiring

them to engage more fully with the

world around them.

The focus on wellbeing creates a

holistic experience for each resident.

This includes the mental and emotional

support we provide through community

engagement, fostering connections

with local schools, nurseries, businesses

and charities. These relationships and

activities enrich the lives of residents

while also creating a vibrant, supportive

environment where individuals can

thrive. By prioritising social interactions

and stimulating activities, we can

significantly enhance the quality of life

for those in our care.

This focus on wellbeing is at the heart

of our mission at Oakminster Healthcare.

We believe that the future of care lies in

recognising and elevating the roles that

support holistic wellbeing. Greetham-

Clark’s new role represents a significant

step toward a more comprehensive

approach to care. It underscores the

necessity of collaboration across the

Sunita Poddar

sector to foster an environment where

both physical and mental health are

prioritised.

It is our responsibility within the

care sector to provide a home where

individuals can feel empowered to

lead a fulfilling life, where physical

and mental wellbeing is at the core

of the care provided. At Oakminster

Healthcare, we’re committed to driving

the conversation around wellbeing,

advocating for innovative practices

that uplift and inspire both residents

and caregivers alike. Together, we can

create a future where the care sector is

synonymous with holistic wellbeing,

transforming lives one connection at a

time.

Bailey Greetham-Clark with service users

at Tanglewood Care Homes

Bailey Greetham-Clark says…

“Wellbeing isn’t just a nice addition to care – it’s essential. Exercise and

meaningful social connections empower residents, boosting their physical, mental

and emotional health in ways that transform their daily lives. I’ve seen first-hand

how incorporating tailored fitness programmes into care settings can reignite a

sense of purpose and joy in residents, helping them build resilience and strengthen

their connections with others.

“It’s incredibly encouraging to see the care sector embracing a more holistic

approach, where physical and mental wellbeing are treated as core pillars of

care. Through my role as Care England’s wellbeing ambassador, I’m committed

to championing these practices and inspiring others to view wellbeing as a

foundation for quality care, not an optional extra. Together, we can create

environments where residents not only live but truly thrive.”


Dining with dignity

Simply Food Solutions hosted an event that focused on the importance

of patient and resident gratification in dysphagic dining

catering | care

As hospitals and care homes

continue to face staff shortages

and skill challenges in kitchens,

Simply Food Solutions, a specialist

in healthcare dining, highlighted the

importance of resident and patient

gratification in an event showcasing its

textured modified range.

The current rate of prevalence of

dysphagia affects between 50 to 75%

of nursing home residents and 10% of

acutely hospitalised older people, who

ultimately require a texture-modified

diet according to the IDDSI guidelines.

However, achieving the perfect balance

between safety and palatability in every

meal can be time-consuming, wasteful

and costly.

Held at Bidfood’s Slough head office on

4 December, The Simply Food Solutions

event, ‘Rediscovering the Love of Food’,

focused on its Simply Puree range of

more than 120 IDDSI-compliant

products at levels 3, 4, 5 and 6. It also

highlighted their convenience for chefs

and caterers, who only need to heat and

serve the ready-made meals in an oven or

microwave, making them ideal for busy

kitchens and out-of-hours service.

Showcasing its lunch, dinner, dessert

and snacking dishes, the day included

tasting sessions, as well as talks from

food wholesaler Bidfood, which stocks

Simply Food Solution products.

Simply Food Solutions also has

vegetarian, Kosher and allergen-free

dishes within its Simply Puree range,

ensuring they meet the dietary needs

of as many people as possible with

dysphagia, while giving total reassurance

that their food is safe to eat.

Yaqoob Ishaq, managing director at

Simply Food Solutions said: “It’s our

mission at Simply Food Solutions to

keep the patients and residents who are

eating our food happy, by providing the

highest taste satisfaction possible. This

also extends to healthcare chefs and

caterers, as we aim to provide them with

a quick and easy meal solution that’s safe

to eat without the hassle of strenuous

kitchen prep.

“All of our food is crafted with care,

but our Simply Puree range in particular

demonstrates the impact food can have

on the recovery, wellbeing and outlook

of someone suffering from dysphagia.

“Over the past 20 years we’ve seen a

shift in people’s palates, seeking cuisines

from around the world, as well as those

from different cultural backgrounds

longing for a taste of home. That’s why

it’s so important for us not only to c

reate dishes that adhere to various

dietary needs and requirements, but

dishes that also put a smile on their face,

making them fall in love with food all

over again.

“I’m delighted that this event has

highlighted the need for satisfaction

in every meal and it’s been a pleasure

working with Bidfood since 2019.

Yaqoob Ishaq, managing director at Simply Food Solutions presenting at the ‘Rediscovering the Love of Food’ event.


care | learning & development

Become a social care leader

Jayne McCabe, national leadership and management lead at Skills for Care,

discusses the importance of developing leaders and the latest courses

available for supporting senior social care staff

Leadership within social care

is pivotal to ensuring that the

highest standards of quality

are both met and maintained across

the sector. In a constantly changing

environment, leaders must be equipped

to inspire teams, drive innovation, and

manage complex issues.

Our latest data emphasises the

growing demand for skilled leadership.

31% of our most experienced leaders are

set to retire in the next 15 years while

conversely, England’s ageing population

is projected to increase from 10.5

million to 14.5 million by 2040. To

meet this rising demand, the sector may

require up to 540,000 new care roles,

a 29% increase over the next 15 years.

This means the need for capable, welldeveloped

and experienced social care

leaders is likely to grow to new heights as

we look to service the increased demand

for care services.

Throughout January and February,

Skills for Care is running its ‘Learning

and development matters’ campaign,

focused on supporting you to build

and retain a confident and capable

workforce. As part of this initiative,

we’re highlighting the importance of

training and developing social care’s

future leaders to meet the sector’s

growing challenges.

Skills for Care is launching two

new programmes aimed specifically at

“As part of this

initiative, we’re

highlighting the

importance of training

and developing social

care’s future leaders

to meet the sector’s

growing challenges”

aspiring directors of social care:

• Becoming a director of adult social

services programme.

• Becoming a director in social care

programme.

These bespoke programmes have

been developed in partnership with

the National Development Team

for Inclusion and provide a vital

platform for aspiring directors to

build the leadership capabilities

required to elevate standards across

their organisations and the sector as

a whole.

The ‘Becoming a director of adult

social services programme’ is designed

for those working in statutory social care

settings, while the ‘Becoming a director

in social care programme’ is tailored for

individuals working in all social care

organisations. Both programmes are

intended to equip participants with the

key skills, peer networks, and confidence

they need to navigate the complexities of

their new role.

These programmes offer leaders

the tools and insights to transform

their leadership journey. Delivered

by industry experts with real-world

experience, the content is personalised

to meet the specific needs of future

DASSs and social care directors right

across the sector.

Each course aims to:

Transform your leadership – Gain

access to proven strategies, tools and

insights from accomplished directors

of social care and nationally respected

leaders.

Grow your confidence and

competence – Build the expertise

you need to inspire teams and drive

organisational change.

Develop essential networks –

Collaborate with a close, dedicated

cohort of like-minded leaders.

By investing in leadership

development, you can ensure that the

social care sector remains well-equipped

to meet the challenges of the future

while maintaining the highest standards

of care. These programmes are a crucial

step towards building the resilient,

capable leadership our sector is likely to

need across the coming months.

Visit the Skills for Care website to

find out more about these courses,

discover more about our ‘Learning

and development matters’ campaign

or access a range of free learning and

development resources.


manager in focus | care

10 questions with…

Donna Lyons, registered manager of Saltshouse Haven Care Home in Hull

Donna Lyons

Now in her late sixties, Donna

has had a long and varied career

in health and social care. Today,

she heads up the 150-bed Saltshouse

Haven Care Home in Hull, part of the

We Care Group.

She snuck out of retirement to help

turn the home around and still loves

every day she spends with her residents

and team almost 10 years later. She’s

known for rolling up her sleeves and

being quite silly on the care home

floor, but she’s an excellent leader with

experience nursing, midwifery and

senior leadership.

Why did you join the social care

sector?

Throughout my life I’ve always been

involved in looking after people. As

a young girl I worked with St John’s

Ambulance Service; an ethos of taking

care of people had always been instilled

in me. For a long time I thought I was

going to be a nurse or a teacher, my mum

said: “You’ll never make a nurse, you’d

be much better off as a teacher because

you’re bossy!” I became a nurse.

What do you enjoy most about your

job?

Spending time with residents is always

a joy. When we see people’s health

improve because they’re being provided

with loving care, that’s really special. It’s

also quite something when we see people

who come in with social needs who

blossom and build friendships – they

might have been living by themselves

for a long time. It means so much to all

of us when we see people come back to

themselves. It shows just how important

activities, company, and a caring

environment are to someone’s wellbeing.

Who is your social care hero and why?

When I first started out and applied

for a managerial role, there was an ops

director who was very down to earth and

no nonsense – a bit like me I suppose.

She took me under her wing, helped a

lot, and made sure I knew that I could

do it. She was a wonderful mentor and

taught me so much about the profession

in a safe space. She’s continued to inspire

me years later and I’ve never forgotten

that support.

What’s the one thing you would

change about social care?

Things have changed a lot over the past

decade. As a manager I spend so much

time sitting at a computer, but as a nurse

I never thought my career would be like

this. I wish there was less admin and

more quality time spent with residents so

I could have a good cup of tea and chat

with the people I care for so much.

What, in your opinion, makes a great

care worker?

You need to be empathetic with every

single person you encounter, and be

bubbly and positive too. We go through

a lot of emotional hardship in this

profession. Lots of people die, so if you

can’t pull the positives out of the love

and care you’ve provided you’re going to

struggle. We take great pride in knowing

we did as much as we could and that

really helps.

What do you do when life all gets a bit

much?

I have got the most lovely labradoodle

you’ve ever met. I like to go out walking

with him, or I chill with him, or he

comes on bike rides with me and my

husband. Frank is five-years old, massive

and shaggy, but he still thinks he’s two!

He either runs alongside with us or if

we’re going a bit further he goes on the

back in a carrier. Other than that, it’s

spending time walking, gardening or

going away to the seaside in our caravan.

All lovely things.

Which three famous people would you

have to dinner and why?

It’s got to be Florence Nightingale,

for being a forerunner in nursing and

inspiring so many of us. Michelle

Obama, for not living in the shadow of

the president and championing women’s

rights. And Agatha Christie, as I’d love

to know what happened over the 11 days

she was missing, plus I love her books.

What three items would you bring

with you to a desert island?

I’d have to leave the husband behind to

make sure Frank had a spot on the island

with me. So Frank’s number one. You

can take the girl out of Yorkshire… Tea

bags are a must! And it’d have to be my

Kindle for reading, and I just hope that I

get rescued before it runs out of battery.

What’s your secret talent?

I can tap dance, which might not be so

secret with our residents. I can still do

a good shuffle ball change and a bit of

jazz hands. I always love to have a dance

with our residents. I had lessons when I

was younger but I always have a go when

we’ve karaoke going on.

What advice would you give your

younger self ?

Worry less and have more confidence

in yourself. When you first get started

in nursing you can be quite naive and

obviously a bit untutored in your skills,

which makes you think you’re not good

enough. But we’ve all got to learn.

I think this is especially important

for women and girls as we often lack

confidence. I was lucky to work with

strong women who showed me the way

and taught me to learn from every single

mistake – that’s how we hone our skills.

Every mistake I made put me in good

stead for being a leader, I just wish I’d

have known that at the time.


care | team members

Employee of the month

We talk to Katie Smith, chef at Aria Care’s Magna Care Centre, Bournemouth,

Dorset, who recently won ‘Chef of the year’ at the National Care Awards

Katie Smith

Tell us about your background in care

At the age of 14, I was fortunate to be

given a post as a kitchen assistant, after

school, in a local care home.

It was here that my interest developed

in catering and hospitality within the care

sector. I was in awe of how the head chef

created delicious meals for the residents,

and the joy that this brought to the

residents. This ignited my passion for

cooking and further the desire to work

within the care sector.

I undertook an apprenticeship in

hospitality and catering in the care

sector. This gave me greater insight

and understanding of how important

nutrition and hydration is in the elderly

care sector. I knew then that I wanted

to make it my mission to improve the

nutritional experience of those residing

in care homes. I have now been catering

within the care sector for over 20 years. It

is a career that I feel so passionate about

and find so rewarding. I have met some

truly inspiring and incredible people

along the way and for this I feel truly

blessed.

What's special about working in care

For me it’s about making the individual

feel special, and building meaningful

relationships, and I have the great pleasure

of doing this through food. I take the

time to get to know everyone, not just

their likes and dislikes. I enjoy listening to

their stories, relating to special moments

in their past. These moments often stir up

emotions and I feel privileged to be able to

support the residents when they need it.

I run a ‘Cooking with Kate’ club where

the residents re-create cherished recipes

from their pasts, compiling them into a

cookbook that not only honours their

culinary heritage but also provides a

meaningful platform to share their stories.

The residents that I cater for are not just

people, they become my friends and my

family. We share special events with each

other and make precious memories.

How do you vary your menus to provide

choice for residents?

I attend monthly resident meetings where

the residents discuss with me what they

enjoyed and may not have enjoyed from

the menu. I chat with the residents oneto-one,

gaining their ideas and recipes

that I then incorporate into the weekly

menu. It’s so lovely to see their smiling

faces when they recognise their dish on

the menu. As well as our rolling threeweek

menu, the residents also have the

option to choose from the ‘alternative

menu’ which is offered alongside, every

mealtime. The residents enjoy the choice

this brings them. A night owl menu is

also offered to the residents full of sweet

and savoury snacks. Food and drinks are

available 24/7.

What does your typical menu look like?

My typical menu is varied, nutritious

and exciting, using an array of fresh, local

seasonal produce. My menu is adaptable

to the needs of the residents on the day,

allowing last minute changes of mind and

even small tastes of everything available

that day. There are hot, cold, meat, fish

and vegetarian options, I also create

options depending on residents’ cultural

preferences. The dessert trolley is a

wonderful sight of tantalisingly sweet and

flavoursome delights, a sure hit with every

resident. We offer a selection of hot and

cold desserts.

How do you meet the nutritional and

health needs of residents?

The dishes on the menu are based on the

national nutritional guidelines. I balance

each meal to ensure that the resident has

the amount of nutrition they require to

lead a healthy lifestyle. I adapt the dishes

for those who need increased nutrition

to encourage wound healing or weight

gain.

I fortify dishes for those with small

appetites, to ensure that they are still

receiving the right amount of nutrition.

I have weekly clinical meetings with

the deputy manager to review those

residents who are at risk of losing weight

or being nutritionally compromised so

that I’m aware of whose meals to adapt.

Along with fortified meals, we offer

fortified milkshakes and super smoothies

throughout the day.

How do you cater for residents living with

dementia?

I have specialised cutlery and crockery,

that has been proven to enhance the

dining experience of those living with

dementia and promote a calm and

peaceful mealtime experience for them,

allowing them to enjoy their food in a

way that suits them, and their individual

preferences. I create dishes that are

colourful and flavoursome, igniting all

five senses which is important to those

who are living with dementia. I plate up

the meal in individual and identifiable

portions, making it easier for those living

with dementia to recognise what they

are eating, and not feel overwhelmed by

the experience. I also have the support of

the care staff to assist residents’ with their

meal if needed.

What is your most popular dish?

My most popular dish is ‘Brenda’s beef

stew and dumplings’, this dish was from

the family recipes of a resident, Brenda.

It’s wholesome, delicious and gives a taste

of nostalgia. It brings back treasured

memories of mum’s cooking. The beef is

cooked for three hours so it just melts in

the mouth.

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care | national care awards

National Care Awards 2024 winners

The 26th National Care Awards – the largest event recognising excellence

in the UK care sector, was held at London Excel on 29 November.

This year 30 awards in total were presented to the winners by The One

Show presenter Alex Jones. This year the main sponsor for the event

was the international personal hygiene group Ontex. Here is a run

down of all the winners.

Carer of the year

Tilu Ngwira, Sanctuary

Care’s Castlecroft

Residential Care Home

in Weoley Castle,

Birmingham.

Care registered nurse

of the year

Michelle French, Stow

Healthcare Group’s Cedars

Place Care Home in Halstead,

Essex (award sponsored by

Care UK).


national care awards | care

Care home manager

of the year

Daisy Slavkova, Loveday &

Co’s Loveday Kensington

(award sponsored by We

Care Group).

Dementia care manager

of the year

Shona Bradbury, Care UK’s

Appleby House in Epsom,

Surrey (award sponsored by

Aria Care).

Care operations/Area

manager of the year

Mirko Ridolfo, Majesticare.



Care activities coordinator/Facilitator

of the year

Emma Mayne, Mysa Care’s

The Chestnuts in West

Byfleet, Surrey (award

sponsored by TLC Care).

Care housekeeper of

the year

Edwina Coleman, Wisteria

Lodge in Waterlooville,

Hampshire (award sponsored

by P&G Professional).

Care chef of the year

Katie Smith, Aria Care’s

Magna Care Centre in

Canford Magna, Dorset

(award sponsored by

Bidfood).



Care newcomer

of the year

Norman McGlashan,

maintenance operative

across Sanctuary Care’s

Scottish homes (award

sponsored by Neuven).

Care home of the year

Sanctuary Care’s Bartley

Green Lodge Residential

Care Home in Birmingham

(award sponsored by Ontex).

The dignity & respect

care home of the year

Barchester Healthcare’s

Atfield House in Isleworth,

West London.



The Sara Berrio care

champion award

Kate Buckle, engagement

lead at B&M Care.

Care leadership of the

year

Amie Merrett, registered

manager of Appletree

Support (award sponsored by

Domus Recruitment).

Care team of the year

HC-One’s Sabrina

community team at Meadow

Bank Care Home, in Preston,

Lancashire (award sponsored

by Impact Futures).



Care home group

(small)

Nightingale Hammerson

(award sponsored by

Moonrise 24),

Care home group

(medium)

Hallmark Luxury Care

Homes (award sponsored

by Virgin Money).

Care home group

(large)

Care UK (award

sponsored by Ontex).



Care personality of

the year

James Tugendhat, chief

executive of HC-One

(award sponsored by

Wightman & Parrish).

Deputy manager of the

year

Sabrina Brown, Lifeways

Group (award sponsored by

Countrywide Healthcare).

Training & development

of the year

Southern Healthcare

( Wessex) (award sponsored

by Connect2Care).



Tech innovation of the

year

PredicAire (award

sponsored by Sanctuary

Care).

Domiciliary carer of

the year

Lynne-Marie Worgan,

Neighbourhood Care.

Domiciliary care

provider of the year

BelleVie Care.



Specialist carer

of the year

Marion Hanna, senior carer

at Kinly Care’s Baylham

Care Centre in Suffolk.

Specialist care provider

of the year

Brainkind’s Jane Percy

House in Cramlington,

Northumberland.

Supplier of the year

- services

Procurement for Care.


care

Supplier of the year

- staffing

Florence.

Supplier of the year - supplies - Blueleaf Care.

Supplier of the year - tech & learning - FaultFixers.

Lifetime achievement in care

Mike Parsons, chair of Dormy Care

Communities (award sponsored by

Radar Healthcare.


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Caring Times, February 2025

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