Caring Times, April 2025

04/2025

April 2025 Edition

Virtual reality

in care

How technology can

benefit the elderly

Effective ownership transfer

A guide to M&A in the core sector

Keep it in the family

Succession planning advice for

family-run homes

Stabilise energy costs

Consider a procurement strategy

for your business

caring-times.co.uk

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business

24 STABILISE ENERGY COSTS

A procurement strategy safeguards

against price volatility

12 VIRTUAL REALITY

Technology that can benefit the elderly

14 LEADER'S SPOTLIGHT

Trinity Homecare's chief executive

Cameron Young

28 MEDICATION MANAGEMENT

Embrace the digital revolution

business | welcome

Chief executive officer

Alex Dampier

Chief operating officer

Sarah Hyman

Chief marketing officer

Julia Payne

Editor

Charles Wheeldon

charles.wheeldon@nexusgroup.co.uk

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

© Investor Publishing Limited 2023

The views expressed in Caring Times are not necessarily

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Caring Times and the CT® logo are registered trademarks

of Nexus Media Group

@Caring_Times

linkedin.com/company/caring-times

Government hold firm

on National Insurance

Like hundreds of others involved in

the crucial service that is social care, I

assembled in central London at the end

of February to join the professionals

and front line staff taking part in the

Providers Unite rally to protest at the

government’s treatment of the sector.

The protestors chanted “Who cares? we

care” as we marched towards Parliament

and in the month that followed there was

hope that these voices had been heard by

those who wield the power and hold the

purse strings.

Indeed, there were optimistic signs

when last month the House of Lords

proposed amendments to the employer

National Insurance contributions rise

legislation, that would have exempted

from the rise registered care homes and

home care providers in England and

Wales, as well as charitable social care and

health service bodies.

There were also proposals for grants to

be given to the industry, similar to those

given to public sector organisations such

as councils to cover the cost of the rises.

Alas, the government’s overwhelming

majority in the House of Commons

meant that the main amendment

proposed by the Lords was rejected.

So we now have to face the reality

of what the changes to NICs mean in

practice. The Nuffield Trust think tank

calculates that the cost to England’s

18,000 independent adult social

care providers in 2025-26 will be

£940 million.

The government argues that councils

with social care responsibilities will be

able to come to the aid of social care

providers because they are getting extra

funding of up to £3.7 billion in 2025-26,

a sum that includes an increase of

£880 million to the social care grant – as

well as local authorities being given the

power to raise council tax by 5%, with up

to 2% ring-fenced for adult social care.

The problem is, however, that this

totals up to only £1.2 billion in dedicated

extra resources for adult social care – and

when the increase to the National Living

Wage is factored in, the stark reality is

that there’s not enough money in the pot

to provide the level of service that we all

want to see.

The reaction from industry leaders to

the news from Parliament was tinged

with foreboding. The National Care

Forum’s director of policy Liz Jones

said: “In choosing to vote down the

amendments that would have protected

care and support providers from the

devastating impact of the employers

National Insurance contribution changes,

the government inflicts a devastating

blow on already fragile, underfunded

and undervalued essential public services

which millions of people, and their

families, depend on for vital support.”

Meanwhile, the Homecare

Association’s chief executive Jane

Townson commented: “The government’s

refusal to exempt care providers from

the [employer NICs increases], while

simultaneously failing to provide

adequate funding to local authorities,

threatens the existence of regulated

home care services across Britain.

The government is forcing home care

providers to choose between breaching

regulations and insolvency.”

It appears highly unlikely now that the

government is going to budge from its

stance on this issue – so the industry must

seek to implement whatever measures it

can to keep the show on the road. Clearly

keeping a tight rein on expenditure is

going to be even more of a consideration

going forward and on page 24 James

Goodon from Equity Energies discusses

the various procurement options available

to help keep care homes’ energy costs to

a minimum. This is, of course, just one of

the many cost saving measures that the

whole social care industry will be forced

to consider, now that we know exactly

how much the costs are going to increase.

Charles Wheeldon

Editor

Caring Times

4 | APRIL 2025 CARING-TIMES.CO.UK

GOLF DAY

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Free for our Members on Celtic

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Enjoy breakfast, a round of golf on

the famous Ryder Cup course,

lunch and networking.

We are raising funds for Action for Children.

business | news

News in brief

POLICY & POLITICS

Care professionals protest

against government’s neglect

of sector

Care operators and workers gathered

for Providers Unite’s rally in

Westminster on 25 February to protest

against the myriad problems facing

social care, including funding and

the National Insurance and wage cost

increases. Participants from across

the industry, including those in care

homes, home care, advisory roles,

those supporting adults with learning

disabilities, marched from Great Smith

Street to College Green outside the

Houses of Parliament.

NI funding plan for care

proposed

A group of care industry leaders and more

than 60 cross-party MPs backed a funding

plan suggested by for-profit energy

consultancy Box Power CIC to save

the care sector from incoming National

Insurance rises. The alternative funding

mechanism proposed would see big banks

put 1% of their Bank of England deposits

into interest-free accounts, saving the

government £1.3 billion a year in interest

payments. Box Power suggests that this

amount be ring-fenced for care, offsetting

the cost of the government’s NI rises,

saving the sector an expense few providers

can afford.

Sell care businesses to

employees say industry leaders

Care England and the Employee

Ownership Association published

a White Paper recommending that

providers in the adult care sector sell

their businesses to their employees.

Professor Martin Green, chief executive

of Care England, said: “In our society,

adult social care is the foundation of

support for millions of individuals and

their families, enabling them to live

with dignity, independence and choice.

Despite its critical importance, the

sector faces extraordinary challenges,

from financial pressures to workforce

shortages. Employee ownership

stands out as a powerful, innovative

model that can transform how care

is delivered, creating a system that

The care industry protests outside Parliament

prioritises the wellbeing of those who

give and receive care.”

Care England announces

National Water Tender

Care England is launching a National

Water Tender “to cut water costs

so providers can stay afloat”. Care

England’s chief executive Professor

Martin Green said: “These relentless

cost increases are placing unbearable

strain on care providers. They’re already

battling rising National Insurance costs,

soaring energy bills, and wider cost of

living pressures. Now, with water bills

set to skyrocket, the financial viability

of many care services is at further risk.

This isn’t just about business expenses;

it’s about ensuring that care providers

can continue delivering the highquality

support that vulnerable people

rely on every day.”

Care England publishes

report to address care home

challenges

Care England commissioned

Cornerstone Care Solutions to

produce a series of reports under the

‘Restructuring Social Care Services’

initiative. These examine the underlying

causes of care home failures and present

proactive strategies to ensure longterm

sustainability. The latest report in

the series ‘Identifying and Addressing

Failing Care: A Guide for Care Home

Professionals’ explores how clinical and

financial key performance indicators

can provide early warning signs, helping

to identify emerging risks before they

escalate.

SUPPLIER NEWS

Social enterprise We Are Care

secures seed funding

We Are Care, a social enterprise that

aims to create better outcomes for care

recipients through a fair healthcare

staffing approach, has secured initial

seed funding from private investors.

This investment will enable We Are

Care to expand its service capabilities,

delivering reliable carers at competitive

rates to care providers across the UK,

while maintaining its commitment to

fair worker compensation.

Exemplar Health Care trains

100 mental health first aiders

Complex care provider Exemplar Health

Care has achieved a new milestone by

training more than 100 trained mental

health first aiders (MHFAs) now active

across its care homes. The organisation

has steadily increased the number of

workers trained in mental health first aid

over recent years and has now welcomed

its latest cohort of qualified MHFAs,


news | business

bringing the total number of trained

members of staff to 104.

Bluebird Care to provide free

health checks

Home care provider Bluebird Care is

offering its customers free health checks

at home. The company’s ‘Bluebird Care

Assist’ programme is providing its

care professionals with the skills and

tools needed to carry out NHS health

checks traditionally reserved for clinical

healthcare staff such as nurses. Using

boxes developed with Whzan, Care

Bluebird’s carers can assess customers’

vital signs, activity and National Early

Warning Score 2, including blood

pressure, oxygen levels, and hydration

and nutrition levels. These health and

wellbeing markers can be monitored

in-person and remotely over time,

analysing the data to spot and address

potential issues at the first signs of

concern.

HC-One signs TUC’s Dying to

Work Charter

HC-One has become the first care

organisation to sign the Dying to Work

Voluntary Charter aimed at helping

employees who become terminally ill at

Exemplar has trained 104 mental health first aiders

work. With the support of HC-One’s

recognised union, the GMB, HC-One

signed the Charter at its Aspen Court

Care Home in Poplar, East London,

joining a growing list of companies

such as Rolls Royce, Royal Mail and the

Co-operative. The Charter is part of

the TUC’s Dying to Work campaign,

aimed at ensuring greater job security

for terminally ill workers and protecting

them from being dismissed due to their

condition. The campaign was taken

forward by Jacci Woodcook, an area

sales manager from Derbyshire, who

was forced out of her job after being

diagnosed with terminal breast cancer.

The campaign seeks to ensure that no

one faces the added distress of losing

their livelihood during one of the most

difficult times in their life.

Bluebird Care offers health checks at home

CARING-TIMES.CO.UK APRIL 2025 | 7

business | real estate & development

Property news

Mental health company Cygnet has

acquired three specialist care homes

previously operated by Oakview Care

Services. Bryn Y Wawr in Llandeilo and

Clynsaer in Llandovery, two specialist

care services in Carmarthenshire,

together with The Old Vicarage in

in Hungerford, Berkshire, are now

operated and managed by Cygnet Social

Care. Bryn Y Waw, and Clynsaer each

provide residential care and support for

up to 10 adults with learning disabilities,

autism and associated complex needs.

The Old Vicarage is registered for up to

13 residents.

care home is opening in Doncaster,

supporting adults with complex

mental health needs, dementia, neurodisabilities

and physical disabilities.

The home has 40 large bedrooms, each

with an en suite, split across four units,

communal dining and living spaces,

sensory bathrooms, an activities hub, a

beauty salon, a therapy room and a large

garden.

property with 80 en suite bedrooms with

wet rooms. It offers nursing, residential,

dementia and respite care. It employs

140 staff and was launched in 2009.

Holmwood House Holdings

has acquired Norwood House, a

59-bedroom specialist dementia care

home in Saxmundham, Suffolk, which

was originally a farmhouse and is now a

predominantly purpose-built residential

care home registered for 71 residents set

in around four acres. The business has

planning permission for 14 sheltered/

extra-care dwellings. The vendors are

Gareth and Enid Nixon-Moss.

Exemplar Health Care’s Leger Grove

Exemplar Health Care has opened

Lepton Heights care home in Fenay

Bridge, Huddersfield, which supports

adults living with complex mental health

needs, dementia, neuro-disabilities and

physical disabilities. The home has 40

bedrooms with en suite wet rooms, split

across three communities, as well as

three single occupancy apartments. The

home features communal dining and

living spaces, an activities hub, sensory

bathrooms, a therapy treatment room,

and a beauty salon.

Yorkshire-based care home company

Strong Life Care has acquired Cooper

House in Bradford for a seven-figure

sum. Cooper House is a purpose-built

Hartford Care has acquired a residential

care home site in Eastleigh, Hampshire

to be developed by Highwood Group.

Construction of the 70-bedroom care

home will commence in the autumn

subject to planning and the home is

scheduled to open in summer 2027.

The home will offer dementia care,

residential care, nursing care, respite

breaks and end of life care, and will have

landscaped green spaces. It will be rated

BREEAM Excellent, with significant

renewable energy elements including

solar panels, heat pumps and smart

energy systems.

Affinity Care Consortium has

purchased Asquith Hall Care Home

in Todmorden, West Yorkshire, a

two-storey, purpose-built care home

previously registered for 53 residents

who require complex mental health

nursing. The home has 53 single

bedrooms with en suite wetroom


real estate & development | business

facilities, a large lounge, dining rooms on

both floors and smaller quiet lounges/

family rooms. The home also has a

hydrotherapy pool, a hair/nail salon,

a sensory therapy room, enclosed and

manicured gardens and a large car park.

Grove care home in Deal, Kent, which

will provide 83 bedrooms, seven

retirement bungalows, with amenities

including a bistro, a hobby room, a

family lounge, a lawn bowling green and

a woodland walkway. Boutique Care

Homes will also plant 60 additional

trees adding to the 250 already on-site.

Construction will begin in the summer

and the home is scheduled to open late

in 2027.

Nuveen-backed Preferred Homes

has completed its £16.3 million

Hunslet Moor House development in

Leeds, comprising 63 self-contained

apartments, more than 30 of which

are now occupied – 51 one-bedroom

and 12 two-bedroom apartments.

Hunslet Moor House has been built

on the site of a derelict 1970s shopping

precinct. Apartments include fully-fitted

kitchens and private balconies, and the

development offers community spaces,

a café, shop, landscaped gardens, and

mounted solar photovoltaic panels.

The development will be managed by

Preferred Homes’s management partner,

Pinnacle Group.

Real estate fund Elevation

Development Partners, in partnership

with PGIM Real Estate and elderly

care operator Care Concern Group, has

completed the development and sale of

three new-build care homes to Pierval

Santé, a real estate fund of Euryale, a

European asset manager. The three care

homes are: Mearns View Care Home

in Newton Mearns, East Renfrewshire,

which opened in May 2023 and

comprises 67 wetroom en suite beds;

Highwood Care Home in Bideford,

Devon, which opened in July last year

and has 67 wetroom en suite beds; and

Darcy House Care Home in Matlock,

Derbyshire, which opened in July last

year and has 78 wetroom en suite beds.

Boutique Care Homes has secured

planning permission from Dover

District Council to build Catherine

The Schoen Clinic Group has opened

Wellen Court, Schoen Clinic York,

a nursing home with 24/7 care for

people with complex dementia and

its associated behaviours. The home

caters to privately funded patients and

local authority referrals, with facilities

including 20 en suite private rooms

with Wi-Fi, dining terrace, TV lounge,

multi-faith areas, a hairdressing salon, a

lift and disabled access. The environment

is designed to be dementia-friendly,

including low window sills and wideopening

doors, and dementia-friendly

crockery and cutlery sourced from

specialist suppliers.

HC-One has opened The Applewood,

a newly built 78-bedroom care home

in Milton Keynes offering all-inclusive

residential and dementia care for elderly

people and which will create around 90

new jobs at full occupancy. The home’s

facilities include spacious lounges and

dining areas, a café, hair and beauty

salon, and a cinema and private dining

area for family celebrations.


business | personnel

People moves

She has since held various clinical and leadership roles across

the Highlands. An experienced advanced nurse practitioner

and district nurse, McNab became a Queen’s nurse in 2022 by

The Queen’s Nursing Institute for Scotland.

Amanda Williams

Camelot Care has appointed Amanda Williams as deputy

manager of Deer Park Nursing Home in Holsworthy, Devon,

joining manager Suzanne Evans whose appointment was

announced in November. Williams has 27 years’ experience in

the care sector.

Laura Stokes

Milewood Individual Care and Support has promoted

Laura Stokes to registered manager of Beechwood House in

Stockton-on-Tees, County Durham. Stokes joined Milewood

as a support worker at Glenthorne Court in Stockton-on-Tees,

advancing to senior support roles and later becoming deputy

manager, a position in which she helped launch two new

services.

Jaime McNab

Parklands Care Homes has appointed Jaime McNab to

manage a new care home in Inverness. The multimillionpound

Pittyvaich Care Home is set to open in the Milton

of Leys area of the city in May, providing 58 care beds

and creating around 120 jobs, including nurses, carers and

ancillary support roles. McNab joins Parklands from NHS

Highland, where she was the lead nurse for care homes and

care at home services. She began her career in social care 20

years ago as a carer before qualifying as a nurse 15 years ago.

Andrea Wiggins

Social care charity Vibrance has appointed Andrea Wiggins

as chief executive, replacing Paul Allen who retired at the

end of March. Wiggins has spent her entire career in social


personnel | business

care, beginning as a support worker and progressing to take

on senior roles across a number of third sector organisations.

She was previously chief executive of Aurora Nexus, a charity

based in Southeast London supporting people with learning

disabilities.

Athena Care Homes has appointed Lorna Rose as its new

chief executive. Rose is known in the health and social care

world, having been chief executive at the Avery Health Care

Group, where spokespeople from Athena credit her for

achieving “transformation and significant growth”. Rose also

held directorial roles at Barchester Healthcare and Bupa. With

Rose joining the company, Athena̓s founder Mala Agarwal

will transition from managing director to executive chair. In

this role, Agarwal will focus on the firm’s growth through

development and acquisition opportunities, and provide

support and direction.

Emma Norris

Care home group Westgate Healthcare has appointed Emma

Norris as head of people. Norris has 16 years’ HR experience

in the care sector and a CIPD Level 7 master’s qualification.

She first joined Westgate Healthcare as an HR administrator

at St Pauls Care Centre, progressing to a group-wide role

at head office as HR support. Following a house move, she

transitioned to Hampden Hall Care Centre where she became

HR office manager. In 2018, Norris moved to B&M Care as

head of HR and has now returned to Westgate.

Lyndsey Dixon

MHA Brockworth House in Gloucester has appointed

Lyndsey Dixon as its new home manager. Dixon has more

than 10 years’ experience of managing a nursing home and

aims to use her knowledge and experience to bring stability

and a sense of community to MHA Brockworth House.

Previously she has worked as an oncology nurse, studied

for a degree in palliative care, and is currently studying for a

master’s degree in advanced clinical practice.

Lorna Rose


business | technology

Benefits of virtual reality

Caring Times talks to virtual reality provider EdXRation’s Andy Gardner about

how the technology can be utilised to benefit the elderly

reality technology

until recently has been seen

“Virtual

within the elderly care sector

as often gimmicky, expensive, difficult

to use and generally not something

elderly people would be able to use or

enjoy,” says Andy Gardner, the director

of EdXRation. “That view is slowly

changing as research, and awareness

grows, but misconceptions about VR are

still prevalent.”

Gardner says he spent 20 years

in financial services managing and

implementing innovative technology. “It

was about 10 years ago when I saw my

first VR experience and was intrigued

and excited how this new technology

could be used outside gaming,” he

says “That led eventually to multiple

global deployment projects using VR

to support use cases such as training,

collaboration and events.

“Since leaving financial services last

year I was keen to put my passion for VR

to better use and eventually decided to

start my own company called EdXration

to focus on providing a range of VR

services for the elderly care sector.

“Why this sector? Well, there was a

number of reasons. First, I needed to

work in a sector that I was sure I could

add direct value and positively impact

peoples lives. The second reason was

because five years ago I was diagnosed

with a rare neurological disorder which

left me spending most of my time having

to lie flat in bed for a year. This fortunately

was resolved following surgeries, but the

memory of being isolated, unable to travel

and see and do things I took for granted

really stuck with me. One of the things at

that time which really helped was using

VR which further drove me down this

path I am on now.

“The final reason was around

providing fair opportunities. I strongly

believe, out of all the population

demographics within our society, the

elderly could potentially be the ones

who could benefit the most. I always

say to people: imagine if you were in

the later stages of your life knowing you

most likely will never be able to visit that

city you always wanted to, or the street

where you used to live, take a bike ride in

the mountains or walk on a beach. But

you could do it using VR – surely most

people would want that opportunity.

But the misconceptions around VR for

the elderly don’t even allow them to try

it, which I think is such a shame.

“VR offers so many benefits for

the overall wellbeing of the elderly,

from cognitive stimulation to physical

therapy, social interaction, and even as

an effective intervention for dementia

within reminiscence therapy and

pain management. But often when

talking to care home owners about

VR their reaction is centred around

common misconceptions such as VR

isn’t something residents would enjoy.

However, many published academic

studies counter that, for example,

one found that nearly 80% of seniors

who use VR for group and individual

activities within a care home setting

reported a more positive outlook, and

about 60% felt a reduction in social

isolation. Additionally, more than 83%

of residents and almost 95% of caregivers

noted that discussing VR experiences

strengthened their relationships.

“The final one I find was that people

always assumed for the elderly to use VR

they all had to be able to master using

controllers and navigate through VR

in isolation within their own headset.

Nowadays, by using the right platform

designed specifically for the elderly, all

the experiences can be initiated by the

carer leaving the elderly person solely

focused on enjoying the experience.”

“EdXRation aims to partner with care

home managers and staff as they adopt

appropriate hardware and software

platforms to improve the overall

wellbeing of their residents.

“Initially we offer tailor-made activity

days for staff and residents to try for

themselves without the financial pressure

of procuring devices. We then work with

homes to onboard the right platforms,

and train staff members to ensure

Andy Gardner

that VR is integrated into day-to-day

operations seamlessly.

“Our main software partner is Oroi,

which has led the VR elderly care home

market in Spain and France for some

time. Its first product, called Wellness,

allows individuals or groups to embark

on virtual travel trips and activities such

as exploring cities, beaches, historical

sites, cultural activities such as ballet,

and even riding in a hot air ballon. All

the activities come with accompanying

activity sheets which can be used by staff

to initiate further group discussions.

“The second aspect to Oroi is called

fitness offering, which integrates using

age-appropriate free-standing pedals and

sensors with headsets to allow users to

embark on a range of different cycle and

kayaking tours.

“The final aspect is around using VR

for cognitive training, whereby users

can complete cognitive exercises which

can be personalised according to their

impairment.”


Enriching The Lives Of The

Elderly With Therapeutic

Virtual Reality (VR) Solutions

Supplier and implementation specialists of VR hardware, software and

support services.

VR activity days provider which can be individually tailored and

designed to specific setting requirements.

VR reminiscence therapy support provider where we work with your

specialist care providers to integrate VR in the treatment of dementia.

Proud strategic partners of Oroi Europe’s leading therapeutic VR software

platform for the elderly in use by over 600 elderly care homes and home care

groups.

Key Features Of Oroi:

Over 300 different age related VR experiences and activities which can be

enjoyed individually or within a group.

All activities can be initiated by a carer via a dedicated application and can

be viewed simultaneously on multiple headsets or other devices such as

laptops, tablets and mobile phones laptops.

All experiences include accompanying activity and intervention sheets

which can be adjusted according to specific GDR levels.

Backend portal allowing content management and reporting.

Comprehensive onboarding program including therapeutic training for

care providers, technical setup and access to dedicated technical support

team.

Get In Touch

w: www.edxration.com

E: andygardner@edxration.com

L:LinkedIn https://www.linkedin.com/in/andy-gardner-0a19a42/

T: 07930203199

business | leader's spotlight

Wholly Trinity

Charles Wheeldon talks to Trinity Homecare Group’s chief executive Cameron Young,

who is shaping a diverse collection of acquisitions into a unified home care business

Trinity Homecare Group has

been providing care services for

20 years, but its transformation

into a multi-brand organisation

accelerated after private equity firm

Limerston Capital Partners acquired it

in 2020. Today, the group operates nine

brands, with two standing out as the

most significant.

The first is Trinity Homecare, a fully

regulated service where the company

directly manages live-in carers and

is inspected by the Care Quality

Commission. This forms the majority

of the business.

The second is Country Cousins, a

large introductory agency that connects

clients with vetted, self-employed

carers, but does not manage them

directly. This brand accounts for around

a third of the group’s turnover.

“We have two brands, but we’re

one team with one way of working,”

says Young. “Our goal is to provide a

seamless experience for clients, ensure

consistent quality, and offer more career

development opportunities for carers.”

Trinity’s live-in carers reside in

clients’ homes, offering support tailored

to individual needs –whether that’s

cooking, cleaning, companionship,

or accompanying clients to medical

appointments. Many of these carers

rotate between placements, sometimes

working in the UK for six months

before returning home.

“It’s a special vocation,” says Young.

“Some carers travel from overseas,

others live in different parts of the UK

and choose to stay with a client for a

while. For many, it’s not just a job. it’s a

calling.”

Alongside live-in care, Trinity also

offers visiting care through its network

of 10 retail branches across the South of

England. Clients can arrange for a carer

to visit for specific tasks, charged at

an hourly rate. Each branch employs a

small team responsible for coordinating

care, supporting carers, and ensuring

high-quality service.

“These branches aren’t just offices,”

Young explains. “They serve as

hubs where carers can drop in for a

coffee, pick up PPE, or connect with

colleagues.”

A vision for home care

Young is a strong advocate for home

care as a crucial part of the UK’s

healthcare system. “We have a growing

elderly population, and our care

model needs to change,” he says. “If

we don’t shift care earlier in people’s

journeys – before they experience a

fall, hospitalisation, or a move into

residential care – the system will

collapse.”

He believes live-in care offers a

vital alternative to institutional care,

particularly as families become more

geographically dispersed. “We don’t have

Cameron Young

the village community we had 50 years

ago. People move away for work, leaving

elderly relatives without nearby support.

That’s why home care is so important.”

Young’s own path into the care sector

is unconventional. The son of American

parents, he was born and raised in

Oxford, and educated in the UK but

secured a place at Princeton University

in the US, where he studied for a

history degree.

After graduating, he interned at the

“We have a growing

elderly population,

and our care model

needs to change.”

The Driving Miss Daisy service


White House during George

W. Bush’s presidency before heading

to China, where he spent four years

learning Mandarin, coaching rugby,

volunteering with churches, and

launching businesses, including an art

gallery and a publishing company.

“I love business, I love people, and

I love retail,” he says. “But I realised I

needed structured business training,

so I returned to the UK and joined

management consultancy Bain &

Company.”

At Bain, Young worked on strategy

and customer service across industries

like media, consumer products, and oil

and gas. “I enjoyed it, but I didn’t want

to be a partner at the firm. I wanted to

build something in the real world.”

This led him to Cera Care, a home

care provider focused on local authorityfunded

visiting care and technologydriven

solutions. “I helped Cera with

its strategy of acquiring businesses and

scaling them,” he explains.

After leaving Cera to pursue

independent projects, he was

approached by Limerston Capital

for the Trinity Homecare role in

2023. “They’re a great firm, hands-on,

involved, and genuinely interested in

the business,” he says. “It was a rigorous

selection process, but I was excited by

the challenge.”

Consolidating a growing

business

Under Young’s leadership, Trinity is

integrating its several acquired brands

into a more streamlined operation.

“We’re consolidating the regulated

business under Trinity Homecare

and the introductory business under

Country Cousins,” he explains.

The company employs 120 central

staff, supporting around 700 carers in

the regulated business and 1,000 selfemployed

carers in the introductory

service. Retention is a key focus.

“Industry-wide, losing 30% of carers

annually is considered good. We’ve

brought our rate down to that level, but

we want to improve it further,” Young

says.

The economics of care

Young acknowledges that recruitment

and retention are closely linked to

pay. Trinity’s regulated business

adheres to government-mandated

pay structures and ensures carers are

properly compensated. “We strictly

follow government regulations on

working hours and pay – and we pay

above the National Minimum Wage,”

he emphasises.

He is also building a stronger support

network for carers. “We’re creating

a central team at our Worcester Park

and Gatwick offices to provide better

resources and career development

opportunities.”

Innovation and partnerships

Young sees strategic partnerships as a

way to enhance Trinity’s care offering.

“We’re working with Outside Clinic

for in-home eye and hearing tests, and

we’ve launched a fitness programme

to help clients maintain strength and

mobility,” he says.

Social engagement is another >


business | leader's spotlight

> priority. “We’re partnering with

Driving Miss Daisy, a fantastic taxi

service with friendly drivers who take

clients out for a couple of hours – to

a park, a coffee morning, or just for a

bit of mischief. Getting people out and

about is crucial to their wellbeing.”

Challenges in the social care

sector

Young says he is deeply concerned

about the wider home care sector. “The

government has increased the National

Minimum Wage by 6.7% and raised

National Insurance contributions,

adding a 10% hit to our wage bill. Yet

most local authorities aren’t increasing

their funding. That puts providers in an

impossible position.”

Many smaller home care businesses,

he warns, won’t survive. “There are

nearly 15,000 home care providers in

the UK, many of them tiny operations

with just a handful of carers. A 10%

cost increase could wipe them out. They

can’t raise prices, and councils aren’t

covering the gap.”

This creates a knock-on effect for the

NHS. “When providers shut down,

care packages are handed back to local

authorities. That means more elderly

people stuck in hospitals with no home

care support, worsening the hospital

bed crisis.”

“There are nearly

15,000 home care

providers in the

UK, many of them

tiny operations

with just a handful

of carers.”


leader's spotlight | business

“We’re in the

business of helping

people stay safe,

independent, and

happy in their own

homes.”

Young is frustrated by the lack of

government action. “Andrew Dilnot’s

2011 commission laid out a plan for

funding social care properly. It was

the right answer, but it’s never been

implemented.”

He is sceptical that change is coming

soon. “Labour says they need five

years to write another paper. But the

paper has already been written! We

don’t need more reports – we need

investment in home care now.”

For now, Young is focused on what

he can control: integrating Trinity’s

businesses, improving carer retention,

and building partnerships that enhance

clients’ lives. “We’re in the business of

helping people stay safe, independent,

and happy in their own homes,” he says.

“That’s what motivates me every day.”

When it comes to laundry.

We care too.

You need reliable service and

a provider that listens.

You need to trust your equipment.

You need WASHCO.

Chat with us

about your home’s

needs today.

08000 546 546

washco.co.uk

Check out WASHCO’s library

of free care home resources

washco.co.uk/free-care-homeresources


business | m&a

Effective ownership transfer

Jordan Glackin and Roger Harcourt offer a guide to mergers

and acquisitions in the care sector

As the UK’s population grows

older, demand for care services

is only going to grow, making

the sector ripe for mergers and

acquisitions.

Transactions are sometimes borne out

of necessity, such as when businesses go

into insolvency. Over the past decade,

two of the country’s largest care home

groups were put into administration,

each time triggering a huge surge in

transactional activity in the sector and

creating great opportunities for many

smaller providers to grow their own

portfolios of care homes.

More often, however, a merger or

acquisition of social care providers

is a choice for both buyer and seller,

whether that be existing providers

wanting to grow, retirement sales as

smaller operators (typically ownermanaged

businesses) want to step

down, or new-to-sector buyers wanting

to get into care. As a result, the sector is

always active.

Before undertaking an acquisition or

sale, there are some key things for both

buyers and sellers to be aware of. For

first-time buyers especially, there’s a lot

to learn and it’s likely to be a very timeconsuming

process.

A deal will commonly consist of

a willing buyer, seller, a third party

funder and their respective advisors.

Wherever multiple stakeholders are

involved, there’s more chance of the

deal being delayed or jeopardised. It’s

therefore in everyone’s best interests to

ensure that sector specialist advisors are

engaged and that everyone collaborates,

on the basis of an agreed timeline,

to mitigate the risks. For example,

“For first-time buyers

especially, there’s a lot

to learn and it’s likely

to be a very timeconsuming

process.”

each stakeholder will want to do their

individual due diligence, including

third-party lenders. It’s vital that parties

factor this into the deal’s timeline.

When conducting mergers or

acquisitions in the care sector, advisors

must go beyond the typical business

due diligence enquiries. The social care

sector has stringent regulations and

legal requirements, with compliance

being overseen by the Care Quality

Commission. Buyers need to ensure

that the target business has been run

in a safe and compliant way, because

any unsafe or inappropriate care can

really damage a business’s reputation

and viability. If a buyer is acquiring the

assets of a care business, rather than the

shares in a company that operates that

business, then the CQC must approve

the sale, which will typically add four or

five months to the transaction timeline.

To ensure that a target business

is maintaining high standards of

regulatory compliance, buyers should

visit the care home and, if possible,

undertake the sort of checks that a

CQC inspector would make or engage

a third-party care consultancy to do

so on the buyer’s behalf. Although

this may feel intrusive for sellers, it

will provide buyers with valuable

information, both for the purpose

of the purchase and evidencing

good governance post-acquisition.

Regulatory compliance requires not

just doing the right thing, but also

properly recording that it’s been done.

A change of ownership can cause a

great deal of disruption to a care home,

unsettling residents and staff. If a buyer

can retain staff, it will help to minimise

disruption. Due to the nature of the

care sector, staff are often particularly

emotionally invested and loyal to

selling owners, so having a strategy to

win over ‘hearts and minds’ is key for

a buyer. Central to this strategy is the

buyer’s relationship with the home’s

CQC-registered manager, who has

ultimate responsibility for the care

delivered and is therefore critical to the

“A change of ownership

can cause a great

deal of disruption to a

care home, unsettling

residents and staff.”

business. If a registered manager leaves

after a change of ownership, the CQC

is more likely to inspect the home

and, unless the buyer can replace the

manager quickly, downgrade its CQC

rating, which can have a big impact on

the profitability of the business. Ideally

buyers should start to get to know the

care home manager before completing

the purchase, although this depends on

persuading the seller to give the buyer

access. Sellers are more likely to do that

if the buyer has conducted a reasonable

and efficient acquisition process using

sector expert advisors.

In addition to helping with the

nuances of sector dynamics, specialist

advisors will also help buyers and sellers

to navigate the regulatory regime,

helping to pre-empt and safeguard

against issues that could arise further

down the line.

While there are challenges in the

sector, the growing requirement for

care services means that transactional

activity remains buoyant and the

demand for care home purchases high.

Strong sector dynamics make accessing

funding easier when compared to some

other sectors. While deals can be more

complex, if parties are aware of the

time required and buyers undertake

thorough due diligence, it should make

for a smooth process for all involved.

The key is in the planning from the

outset and having the right professional

team around you can be invaluable to

achieving the right outcomes.

Jordan Glackin and Roger Harcourt

are partners at law firm Shakespeare

Martineau


Meet today’s challenges

technology | business

Taffy Gatawa, chief information and compliance officer at everyLIFE Technologies,

offers advice on capitalising on social care trends

2025 presents an opportunity for social care providers

to harness technology and embrace emerging trends.

By adopting digital tools, fostering collaboration and

prioritising data security, care organisations can thrive in an

evolving landscape, while delivering person-centred care. This

year also provides a chance to address workforce challenges,

streamline processes and innovate service delivery models,

ensuring that organisations remain resilient and responsive.

Leverage emerging technologies

Advanced analytics and artificial intelligence are set to redefine

the social care landscape. They enable providers to enhance

care quality, optimise resources and deliver better outcomes.

For example, AI-driven tools can assist with predicting client

needs, enabling proactive intervention and reducing emergency

admissions.

To fully capitalise on these opportunities, providers should:

• Assess their readiness – Evaluate current systems and identify

gaps where technology can add value.

• Engage with trusted partners – Work with reliable tech

providers to ensure seamless implementation.

• Train their teams – Equip staff with the skills to use new tools

effectively and adapt to technology-driven workflows.

Data security

With growing cybersecurity threats, safeguarding information

isn’t just a compliance requirement – it’s a competitive

differentiator. Providers that prioritise robust data protection can

instil confidence in clients and partners.

Key actions for providers include:

• Investing in cybersecurity – Ensure systems are protected

against threats through regular updates and secure

infrastructure.

• Embedding a culture of data protection – Train teams to

recognise risks and follow best practices.

• Staying compliant – Work with technology partners that

prioritise regulatory adherence to simplify compliance.

Foster collaboration across care networks

As care delivery evolves, collaboration within and beyond

traditional care settings will be essential. Providers can:

• Build partnerships – Work with health services, tech providers

and community organisations to deliver integrated care.

• Share data effectively – Use secure platforms to enable

seamless communication and better decision-making.

• Innovate care models – Explore ways to deliver flexible, scalable

and responsive care in partnership with other stakeholders.

Embrace digital transformation

For more than 10 years, PASS by everyLIFE has helped

transform care management. This platform for home care services

streamlines operations, enabling more personalised care.

Digital tools empower care teams with real-time insights,

improving decision-making and responsiveness. By adopting

innovative technologies, providers can not only address current

challenges, but also protect their services against an evolving

landscape.

Ultimately, 2025 marks a year of significant potential for social

care providers. By embracing digital transformation, leveraging

emerging technologies, prioritising data security and fostering

collaboration, organisations can position themselves as leaders in

the sector. The key lies in taking proactive steps to adapt to trends

while maintaining a strong focus on the people at the heart of

care delivery.

Furthermore, as the sector faces growing demand and evolving

expectations, adopting innovative solutions will not only

enhance operational efficiency but also ensure that care remains

compassionate, personalised and sustainable. Investing in training,

fostering a culture of continuous improvement and building

partnerships across the industry can future-proof services and

deliver meaningful outcomes for those being cared for.

Care Home Finance

up to 80% funding against

full market value

• 80% for high quality modern purpose

built homes

• 75% for converted homes

• 70% for first time buyers

• 100% for extensions and purchasing

further homes

Worried about the impact of NI & NMW, we can

arrange up to 5 years interest only, for any purpose.

Repayment profiles of up to 25 years available.

Fully sanctioned facilities before valuations then

subject to valuation and legals.

Please email a brief summary of your funding

requirement to: mvhwiddows@aol.com

www.globalbusinessfinance.net


business | finance

The role of supportive finance

Mavric Webbstock discusses the benefits of funding that provides a greener future

for adult and social care

Those who work in the sector

are highly aware that adult

and social care in the UK is

confronting a multifaceted crisis. With

a significant funding shortfall, a growing

elderly population and a race to futureproof

a more sustainable care sector, the

stakes have never been higher.

Last November, the Autumn Budget

delivered a stark message, significantly

overlooking critical financial pressures

facing adult and social care providers.

A 6.7% rise in the National Living

Wage and a 1.2% increase in employer

National Insurance contributions,

coupled with a cut to the secondary

threshold, left the sector scrambling to

cover a gaping £2.4 billion funding gap.

Furthermore, the government’s

£600 million grant did little to bolster

the sector. In fact, Care England

identified a £4 billion deficit in the

Market Sustainability and Improvement

Fund announced in the Budget –

meaning that when added to mounting

financial pressures, the sector was left

underfunded by approximately

£6.4 billion.

Such underfunding is alarming,

especially from a government that

promises to prioritise local communities

and their needs. To avoid another

budget pushing them closer to collapse,

more thasn 3,000 care providers are now

uniting to demand that the government

provides the funding shortfall ahead of

this year’s Spring Budget.

Sustainable care - a growing

need

The issue of underfunding is likely to be

brought into even sharper focus as care

homes and operators work to comply

with sustainability targets and trends

in the sector. Care homes are energyintensive

and costly environments,

as made evident by last year’s soaring

heating bills that skyrocketed by

500% and threatened a third of care

homes with closure. With the built

environment contributing almost 40%

of global greenhouse gas emissions,

and with nearly 17,000 care homes in

the UK alone, care home operators

and providers have a responsibility

to reduce their impact on the

environment.

By partnering with banks and financial

providers that truly understand the

importance of the sector, care providers

can unlock high-quality care at the

same time as decarbonising and futureproofing

their properties.

Impact-led finance in action

Although the challenges facing the

sector might seem overwhelming, with

the right finance in place we can fund

a care system that enables everyone to

thrive while properties transition to a

greener future.

At Triodos Bank UK, we’ve been

financing impact-led projects in the UK

care sector for 30 years. By only working

with organisations that we believe have

the potential to benefit society positively

and make the world a better place for

future generations, we operate as a

mission-aligned partner for customers

that share our values.

A prime example is our £20 million

investment in Parklands Care Homes,

an independent Scottish care provider,

demonstrating how funding can

support exceptional, community-based

care while catalysing crucial progress

toward a more sustainable future.

This loan has financed both a new

multimillion-pound care project – an

11-property retirement village – and

supported refinancing for its nine

existing homes.

What makes this partnership so

successful is Parklands’ approach to

care, which incorporates family values

and cultivates strong links with local

communities alongside the business’s

commitment to the environment.

Many of Parkland Care Homes’

older properties are currently being

updated to improve their impact on

the environment, including fitting high

levels of thermal insulation to maximise

heat retention, and installing energyefficient

electricals, LED lighting and

water saving devices. This combination

of essential high-quality care and

accelerating the transition to more

sustainable practices and properties,

underpins our lending portfolio of adult

social care and demonstrates what can

happen when impact-lending meets the

care sector.

A sustainable and thriving future

of care

In today’s challenging environment,

the care sector needs support and

understanding from private finance.

Partnering with a financial provider that

comprehends the nuances and impacts

of your work is crucial. Regardless

of government budgets, care home

providers must take essential steps to

future-proof the sector.

Ultimately, the support of banks

and financial providers is not just a

matter of financial assistance – it is

about recognising the vital role that

the care sector plays in society. By

investing in care services, financial

institutions can contribute to building

healthier communities, supporting the

wellbeing of individuals, and ensuring

that everyone has access to high-quality

care. And this is an approach that makes

long-term financial sense for banks too

– a well-functioning social care system

ultimately supports a strong economy

by reducing NHS pressure, preventing

a depleted workforce and encouraging

economic productivity.

As the care sector looks to weather

its current crisis and build a more

sustainable future, this support is

more important than ever. Supportive

funding from the right partner can

lay the foundation for a thriving care

sector, that can adapt and respond to

the needs of a changing population,

while guarding against the effects of the

climate crisis.

Mavric Webbstock is head of wellbeing

(healthcare, education, arts and culture,

religious organisations and recreation) at

Triodos Bank UK


Judicial success

legal | business

Mills & Reeve regulatory partner Amanda Narkiewicz explains the outcome of a judicial

review where the judgement was in favour of mental health provider Cygnet Health Care

Alandmark judicial review

challenging the Care Quality

Commission’s approach to

apparent bias, its compliance with its

own conflicts policy, and inspections at

five mental health facilities operated by

Cygnet Health Care, will be of interest

to care home providers operating in

England. Mills & Reeve acted for Cygnet

in the judicial review against the CQC.

Cygnet judicially reviewed the CQC

after it decided that seven inspection

reports and two enforcement decisions/

actions, referred to in the judgment

as the ‘Impugned Decisions’, were not

tainted by the ‘apparent bias’ of an

inspector and that it would not ‘revisit

or review or withdraw’ them.

The legal test for apparent bias is

whether “a fair-minded and informed

observer, having considered all the

relevant facts, would conclude that there

existed a real possibility of bias”.

The CQC inspector referred to as AA

had been an inpatient at two of Cygnet’s

hospitals in 2012/13 during which he

had made complaints about his care.

He joined the CQC as an inspector

in 2019 and was later appointed as

the ‘relationship owner’ for Cygnet’s

London hospitals, where he oversaw the

inspection of five settings.

The CQC’s policy provides that

an inspector will not take part in the

inspection of a care provider if there has

been a relevant connection with that

care provider.

The regulator maintained that its

reports and decisions were untainted

by apparent bias and refused to review

its reports. However, in a judgment

delivered on 21 January, the High Court

ruled in favour of Cygnet finding that:

• The ‘Impugned Decisions’ were tainted

by the apparent bias of the inspector.

• The CQC was wrong to decide the

‘Impugned Decisions’ were not tainted

by apparent bias.

• The CQC was wrong not to reconsider

the ‘Impugned Decisions’. It was

also ordered to reconsider one of the

‘Impugned Decisions’.

The ‘Impugned Decisions’ have been

declared to be affected by the apparent

bias of the inspector.

The High Court also found that

the CQC had failed to follow its

own conflicts policy in this case and

other cases, as the CQC had belatedly

admitted during the proceedings.

Of note, the judge criticised the CQC

and commented in his judgment: “The

conflicts policy was not followed in full.

The potential for conflict arising from

the use of a service by an inspector was

one which CQC identified and thought

about. It was of such obvious relevance

that the decision to allow inspection by

a former service-user was to be taken at a

senior level, but it was not.

“It is the role of those in senior

leadership to deploy long experience,

overview and insight which might not

be evident to those who do not have that

level of responsibility.

“For those who should have referred

the matter to senior leadership to

have failed to do so is indicative of

the conflicts policy not being taken as

seriously as it should have been.

“Equally, the failure of senior leaders

to ask and check whether the correct

decision-making process was being

implemented also indicates that senior

leadership was not taking sufficient

interest in potential conflicts.

“For an organisation which is entirely

focused on assessing compliance with

methods, procedures and policies, these

are striking features of the case.”

Permission to appeal was sought but

refused by the High Court. However,

the CQC has applied to the Court of

Appeal for permission to appeal the

High Court ruling.

Comment

Health and social care providers will

be watching closely to see the outcome

of CQC’s application and what steps it

takes to ensure conflicts are managed

appropriately in the future.

This decision comes shortly after Dr

Penny Dash’s review found significant

Amanda Narkiewicz

failings at the CQC – and more

recently following the Care Provider

Alliance’s review of the single assessment

framework. The CPA’s review found that

care providers’ experience of challenging

outcomes was “very difficult, lengthy and

frustrating” and “often yields little to no

satisfactory outcomes for providers”.

Commenting on the decision,

a spokesperson for Cygnet said:

“We welcome the judge’s findings

and appreciate the comprehensive

examination and scrutiny of the facts

that have led to this outcome.

“Whilst it remains concerning that

this case had to be brought to court for

resolution, the judgment affirms the

importance of the regulator ensuring its

inspectors and senior leaders maintain

the highest standards of accountability,

honesty and transparency in the

regulatory process – standards that,

regrettably, were not upheld in this

instance.

“A robust conflicts of interest policy

must be effectively applied to ensure that

everyone involved in health and social

care can have confidence in the integrity

of the regulator’s assurance systems and

staff.

“We remain committed to working

with the regulator to consistently strive

for the highest standards of care and we

hope that this judgment will now bring

closure to the matter for Cygnet.”


business | legal

Keep it in the family

James Brawn and Millie Reynolds offer succession planning advice

for family-run care home businesses

In our previous article ‘Pass it on’,

published in last December’s edition

of Caring Times, we outlined the

importance of succession planning for

family-run care home businesses. While

succession planning can be a complex

and time-consuming task, there are

numerous benefits associated with

approaching it in a methodical way,

namely, ensuring that the long-term

future of your care home is secured in

the best possible way.

The purpose of this article is to focus

on two types of transaction relevant to

the concept of succession planning, each

of which will result in the founders of a

business selling their respective interests

(typically shareholdings) in the business:

• A management buyout (MBO).

• A succession buyout or family

management buyout (FamBO).

A typical MBO involves the

management team of a trading business

acquiring (via a newly incorporated

company which they own) that business

via a purchase of the shares of the

company operating the business. The

management team will believe that

they can use their expertise and existing

knowledge to grow the business and,

ultimately, generate a return on their

investment. MBOs are often financed

via debt financing (for example, a

bank loan), although seller financing

and private equity financing are other

potential options.

A FamBO is similar to an MBO, but

usually involves a younger generation

of a family who are involved in the

management of a family-run business

purchasing the business from the family

member(s) who own the business. This

approach is an alternative to gifting

business interests to younger generations

and allows exiting family members to

realise some or all of the value associated

with the business, while keeping the

business in the family and allowing the

family’s values and culture to remain

associated with the business.

If you are considering an MBO or

a FamBO, there are various things

you need to consider, including the

following:

• Valuation: Professional advisors may be

required to determine the value of the

business, although the price at which

the business is to be sold (which may

factor in a discount on market value)

is ultimately a decision for the seller(s)

and buyer.

• Financing: The buyer will need to find

a way of financing the transaction. As

mentioned above, there are various

ways in which MBOs and FamBOs

can be financed – but if third party

finance is required, please be aware

of the timing implications which this

may have, particularly given that any

would-be lender is likely to have its

own due diligence requirements.

• Tax advice: This is crucial, as various

tax consequences usually arise in

connection with MBOs and FamBOs.

Some of the key considerations

include:

o Capital gains tax, which typically

arises on the disposal of shares.

Business Asset Disposal Relief

(BADR) may be available, although

strict qualification criteria apply.

Changes to the BADR rates

(making the relief less advantageous)

will take place on 6 April this year,

and again on 6 April 2026.

o Gift hold-over relief, which may

be relevant if the purchase price

payable is below market value.

o Inheritance tax, which may be

relevant if cash is received as part of

an MBO or FamBO.

o Stamp duty, which is normally

payable in circumstances where

the purchase price payable for the

relevant shares exceeds £1,000.

• Legal advice: This is also crucial, as

MBOs and FamBOs are not usually

straightforward and require robust

legal documentation in order to ensure

that they are properly implemented.

On a typical MBO and FamBO, there

are various stages at which legal advice

is required:

o Heads of terms, which involves

James Brawn

Millie Reynolds

agreeing the key transaction terms

and outlining a timetable for

completion of the transaction.

o Due diligence, which involves

(typically limited) business-related

enquiries of the seller(s) being

raised.

o Transaction documents, requiring

the preparation and negotiation of

the various documents recording

the transaction, as well as regulating

the relationship of the management

team as co-owners of the buyer. This

may also involve loan and security

documentation, depending upon

the manner in which the transaction

is being funded.

o Completion, which involves the

signing and dating of all of the

transaction documents.

o Post-completion, which involves

attending to matters such as

payment of stamp duty to HMRC

and making filings at Companies

House.

As mentioned above, succession

planning can be a laborious task.

However, approaching this process with

energy and determination can help

secure the long-term viability of your

care home business and ensure ongoing

family prosperity.

James Brawn is a partner and Millie

Reynolds is a solicitor in the corporate and

commercial team at Debenhams Ottaway

Solicitors


workforce retention | business

The real price of social care

Ian McMullon, a director at care software firm Access Care Rostering, highlights

a pay rise he says could break the system

The upcoming national living

wage increase to £12.21,

effective from 1 April this year,

marks another pivotal moment for the

social care sector.

While improving pay is a vital step

toward further valuing care workers, the

ripple effects on workforce retention

could pose significant challenges unless

addressed with foresight and strategy.

This time, the care sector faces a

unique challenge. Providers already

operate on razor-thin margins, with

staffing costs consuming 70-90% of

budgets. The combined effect of the

wage hike and National Insurance

changes has left many providers

confronting tough decisions.

A recent survey by Care Provider

Alliance highlights alarming trends –

64% of care providers plan to reduce

staff, while others are considering

limiting their services to self-funders

or scaling back care services. These

measures, though pragmatic, risk

creating a care system that excludes

those most in need.

The financial burden on care

providers is undeniable. For a parttime

worker clocking 16 hours a

week, employer National Insurance

contributions will jump more than

1,000% to £777.73 annually.

With over 80% of the care workforce

employed part-time and many juggling

caregiving roles at work and home, this

added cost creates immense strain on

employers and risks destabilising an

already fragile system.

Retention in this environment

requires more than pay increases; it

demands systemic change. As Neil

Eastwood, chief executive of Care

Friends, rightly points out: “Retention

isn’t just about money, it’s about people.

Better onboarding, respectful rostering,

and clear career pathways can make all

the difference.”

Operational efficiency is central

to navigating the current challenges.

Katie Furey, director of Katie Furey

Consulting, highlights that poorly

managed scheduling often leads to

burnout among some staff while leaving

others without opportunities to grow.

“This imbalance impacts morale and

retention,” she explains. “Providers

must focus on creating fair rotas and

streamlined processes to foster a more

sustainable workforce.”

Technology can help alleviate

some pressures, but it must be used

thoughtfully. Tools like Access Care

Rostering enable fairer scheduling and

reduce administrative overhead, freeing

up time for meaningful care.

Yet, as Furey notes, only 40% of

technology solutions in the sector are

fully utilised, often due to a lack of

training or confidence among staff.

Simplifying systems and investing in

user-friendly tools can help providers

get the most out of these solutions,

directly contributing to workforce

satisfaction.

Tough choces

The sector faces tough choices. While

57% of care providers have said they

will hand back existing contracts to

local authorities or the NHS, 22%

are planning to close their businesses

entirely.

These decisions risk creating a care

system divided by affordability, leaving

those reliant on local authority funding

without access to vital services. Such

changes also have a knock-on effect on

the NHS, as reduced access to social

care increases hospital admissions and

delays discharges.

With councils offering fee increases

of just 3.5% against cost hikes nearing

10%, the funding shortfall threatens

to widen. Local authorities and the

government must collaborate with

providers to close this gap and ensure

that care remains accessible to all.

Retention isn’t just about holding

onto staff; it’s about fostering a

workforce that feels supported,

valued, and equipped to thrive. As

Eastwood emphasises, “Providers must

collaborate to share best practices and

Ian McMullon

prioritise straightforward yet impactful

improvements. Strengthening

staff support and offering welldefined

progression opportunities

can transform a workforce into a

community of engaged professionals

who are motivated to stay.”

This year’s minimum wage increase

should be seen not just as a challenge

but as an opportunity to reshape the

care sector.

By addressing systemic issues –

such as poor scheduling, inadequate

training, and funding inequities, care

providers can create an environment

where workers want to stay, grow,

and deliver the high-quality care that

communities rely on.

However, without urgent and

sustained financial investment, the

sector will continue to struggle.

Budget pressures are the single biggest

challenge care managers face – without

the necessary funding, even the most

innovative technology and workforce

initiatives can only go so far.

If we are serious about transforming

care, we must not only prioritise

workforce retention and operational

efficiency, but also demand the financial

support needed to prevent the sector

from collapse. The stakes are high, but

without real investment, the cost will be

even greater.


business | procurement

Stabilise energy costs

Jack Goodson discusses why having an energy procurement strategy could

safeguard care homes from volatility in Britain’s energy market

The UK care sector has long

faced a daunting confluence

of challenges when it comes

to balancing financial management

with the delivery of vital services.

Surging energy expenses can create an

unprecedented financial burden on these

facilities and leave them exposed – not

just due to the high energy consumption

associated with care provision – but

because, unlike the protections afforded

to domestic energy users through the

price cap, commercial markets remain

at the mercy of being exposed to energy

market volatility and future charges

that could be limitless, even if they

find themselves on longer-term fixed

contracts.

Buy better and use less

The UK care sector has long faced

mounting pressures when it comes to

balancing financial management with

the delivery of vital services. Strain on

day-to-day operations, already running

on tight budgets, is being exacerbated

by an ageing population requiring

more specialised and personalised care,

pressure from the recent increase in

employer National Insurance hikes and

inflation, to name just a few.

Any uplift in costs associated with

care provision is felt acutely by home

operators, residents and their families

and the NHS, in the case of individuals

requiring ongoing healthcare needs.

Moreover, rising costs of social care,

which can account for up to 80% of

council costs, has led to authorities

“Care providers are

rarely experts on

gas and electricity

and therefore rely

on suppliers or

brokers to offer

advice.”

recently warning they are buckling under

the increases and that they themselves

will have to make “difficult decisions”

to cover a £100 million funding gap

arising from the combination of tax and

wage hikes announced in the last Budget

which could have a detrimental knockon

effect to social care.

Among these growing financial

burdens, surging energy prices present

another challenge. In 2023, research by

the UK Care Guide revealed that care

home costs were soaring, with some

raising their fees by more than 30%

annually, in part due to higher energy

bills.

Unlike domestic energy customers,

who are protected in part by Ofgem’s

price cap, commercial businesses –

including care homes and other social

care facilities – remain exposed to

energy market price fluctuations linked

to wholesale changes. This means the

possibility of facing limitless future

charges – even for those with longerterm

fixed contracts.

Despite this, care management teams

can sometimes overlook opportunities to

buy better and use less when it comes to

the range of energy procurement models

available – and not just to secure the best

deals, but to manage risk over the duration

of an energy contract. Why wouldn’t

they? Care providers are rarely experts on

gas and electricity and therefore rely on

suppliers or brokers to offer advice.

Know where to start

Care and residential facilities, habitually

high-energy consuming organisations,

often have less flexibility to cut back on

energy use without it directly affecting

residents. Heating, lighting, food

preparation and medical equipment

are all crucial for delivering care while

maintaining a safe and comfortable

environment. The first step in any

effective energy procurement strategy

is understanding your organisation’s

specific energy objectives.

That said, every organisation is

different, may have a different building

Jack Goodson

or estates footprint, and will have

nuanced energy needs.

For some social care organisations,

ensuring budget certainty through

fixed-rate energy contracts across a

particular term may be a priority, for

others it could be integrating renewables

into their procurement strategy to

support carbon reduction efforts, or

even planning for on-site generation to

increase self-sufficiency in the future.

Understanding what’s important for

your business from the outset, based on

your unique requirements, is key.

Equally important is having a

benchmark in place of your existing

consumption and planned future

uplifts before you’re reaching the end

of a contract. For example, if you are

a residential care home planning to

install 20 electronic vehicle chargers

within your site to accommodate family

and staff ’s EV vehicles, factoring this

subsequent energy usage increase into

planning is important.

Similarly, you may be planning to

increase capacity in resident numbers

which will have a knock-on effect

to increased energy usage. Strategic

procurement should account for such

shifts in future demand and will help

ensure you’ll have factored in all the

necessary information to inform any

future renewal process.


Trusted expert advice

Given the fast-changing and complex

energy market, having the energy

procurement process handled by brokers

or consultants offers several advantages.

It removes the need for internal

expertise, ensures that residential and

care facilities can get access to real-time

competitive pricing without having to

manage the process themselves, and can

often enable care management teams

to get intelligence on energy market

activity through regular insights.

As with any industry serviced by

broker intermediaries, there are things to

be mindful of.

It’s fair to say that most business

energy brokers and consultancies

spend time and effort securing energy

at the most competitive price for their

clients. However, in the past few years

unethical practices have been identified,

with some brokers not clearly stating

their commission levels and what the

client was receiving for this. This lack

of transparency has meant that some

organisations have been paying an extra

3p or 4p per kilowatt-hour without

realising it. Over a course of a three-year

contract this can add up to hundreds of

thousands of pounds.

An investigation into broker

commissions by Ofgem has since

resulted in new rules announced last

year which offer greater protections to

businesses by ensuring energy suppliers

clearly set out costs, including fees paid

for third-party services, like energy

brokers. While any bad players in the

industry may be outnumbered by good,

it’s worth being mindful that brokers

may focus on price point alone, whereas

consultancy services can often offer

more value when it comes to holistic

advisory services associated with your

energy contract. When enlisting any

support, you should consider these five

key questions:

• Which energy suppliers do you work

with for both gas and electricity?

• How do you get paid?

• What’s your recommended strategy for

my business?

• How can you ensure I get the best

price?

• Can you provide me with references?

Ultimately, you have the right to know

how the best rates are being sourced

for your organisation, and what the

negotiation process is to ensure you

get the best offers. It’s not just about

ensuring unit prices – expert advice

should also cover contract terms and

conditions to ensure you’re buying what

you need, in the right way, with full

transparency.

Understand the three types of

energy procurement

When it comes to procuring or renewing

an energy contract, you might be

forgiven for thinking it’s the same

process as how we source our own

energy supplies at home. And it’s not far

off – except there are different models

for business energy procurement which

offer a range of benefits depending on

your size, risk appetite and long-term

goals. These include standard (fixed)

energy procurement, flexible energy

procurement, and basket procurement:

Standard (fixed) energy

procurement

Fixed procurement involves securing

a set price per unit of energy for

a contracted period – which is

typically 12, 24 or 36 months.

It’s a straightforward option for

organisations that may be seeking

budget stability, protection against

market fluctuations and predictable

costs. Being lower in maintenance

to manage as there’s no need for

ongoing tracking, this more simplistic

contract offers security, but doesn’t

allow businesses to benefit from

falling energy prices and may result

in businesses paying higher costs if

market rates drop. >


business | procurement

> Flexible energy procurement

Gaining in popularity because of market

volatility, flexible procurement allows

businesses to buy electricity and gas in

smaller tranches over time rather than

locking them into a fixed price for a

set contract period. This means better

market responsiveness as businesses can

purchase energy when the market price

dips, reducing their overall costs. It also

supports risk management by spreading

purchases over time versus being trapped

in higher price points, and aligns with

budgeting where businesses can set price

caps and limits to control expenditure

better. This approach is suited to larger

energy consumers that want actively

to manage price volatility and take

advantage of market movements. It will

often require active monitoring so is

best suited to larger care facilities that

may have energy expertise or access to

specialist advice.

Basket procurement

Basket procurement involves multiple

organisations pooling their energy

purchases together, in order to purchase

“As with any industry

serviced by broker

intermediaries, there

are things to be

mindful of.”

via a flexible procurement set-up.

Through this collective buying power

and ‘aggregated demand’, smaller and

mid-sized residential and care facilities

stand to gain access to competitive

wholesale prices while spreading their

purchases over time, which also reduces

exposure to market volatility. This is a

good option for care homes that want

competitive pricing without having to

manage their own procurement strategy

actively, but offers less direct control

over purchasing decisions compared to

fixed procurement.

The role of technology in

energy management

Procuring the best energy deal is just

the beginning. How you then go on

to implement ongoing energy efficient

strategies within your residential facility

is crucial in being able to build longterm

resilience, reduce energy waste and

unlock cost-efficiencies which can be

reinvested.

For example, consider how small

behavioural changes within your

residential facility could lead to larger

gains. Healthcare facilities often require

sophisticated heating, ventilation

and air-conditioning systems to

maintain high levels of indoor air

quality and thermal comfort – how

often are windows left open when the

heating is on? How frequently are air

conditioning or appliances being kept

on unnecessarily? How can you ensure

protection of your heating assets if an

appliance goes wrong?

The integration of technological

innovation is already playing a vital role

in shaping the care industry, from digital

tools such as telemedicine, to artificial

intelligence-driven care solutions and

remote monitoring systems to improve

communications – and the same is true

within energy management and carbon

reduction of residential facilities.

Intelligent metering systems, such

as MY ZEERO, offer circuit or even

individual appliance-level real-time

monitoring of energy consumption.

This level of monitoring sophistication

not only identifies areas of energy

wastage, but can identify and alert you

of an anomaly in the performance of

an appliance, or flag if a heating system

goes out of range from its predetermined

energy consumption tolerances. This

is helping residential homes take

immediate action where needed, helping

them save money versus being faced

with expensive outgoings if problems are

detected retrospectively.

Automated energy controls – artificial

intelligence-driven systems which can

optimise heating, lighting and cooling

based on occupancy patterns, can

also ensure energy is used only when

necessary. Furthermore, machine learning

is enabling facilities to plan for predictive

maintenance – monitoring equipment

performance before potential failures

happen, in turn reducing energy waste

and unanticipated maintenance costs.

From energy consumption to

energy independence

Increasingly we’re seeing an appetite and

investment among healthcare facilities to

move toward a position of independence

through on-site generation. Many

residential care facilities have large

roof spaces suitable for solar panel

installation which reduces the reliance

on grid electricity and helps to drive

long-term savings. Moreover, solar

panels generate cleaner and renewable

energy, which provides a stable and

predictable energy cost over the longterm

while decreasing dependency on

traditional energy sources.

The adoption of solar panels also

aligns with the global mission to reduce

carbon emissions and mitigate climate

change.

Understandably, access to capital

can often be the biggest barrier when it

comes to residential and care facilities

being able to harness technology

to support sustainability progress.

Positively, lots of opportunities exist

when it comes to funding and finance

to drive environmental efficiencies. In

recent years, many schemes have been

released to provide financial support

against the delivery of efficiency

and heat decarbonisation projects.

Initiatives such as the Public Sector

Decarbonisation Scheme, run by the

Department for Energy Security and

Net Zero, is an application-led grant


procurement | business

allocation process designed to support

net zero progress. Care homes should

always consult with experts who can help

to source the most appropriate financing

options for their specific needs.

Navigating the net zero

challenge through energy

management

With the UK net zero target of 2050

just 25 years away, energy strategy is

playing a crucial role in supporting

organisational objectives around

sustainability and net zero. By addressing

energy waste and areas to drive

efficiencies, businesses are not only

empowered to act in ways which support

sustainability ambitions, but are able to

unlock the financial benefits associated

with decarbonisation.

As important, is taking staff on the

journey with you. Ensuring employees

understand how energy is consumed

across the facility helps drive responsible

usage habits – which means simple

measures like switching off lights and

equipment can lead to substantial

savings.

Conclusion

With energy prices continuing

to fluctuate due to global market

conditions, care providers should

consult with the right expertise and

adopt a proactive approach to energy

procurement and management. By

choosing the right strategy – whether

flexible, basket, or fixed procurement

– organisations can secure financial

stability, reduce waste, and support net

zero objectives. Commercial viability

and sustainability progress go hand-inhand.

By integrating smart technologies and

fostering energy-conscious behaviour,

care facilities can achieve long-term

SIX TOP TIPS

1. Define your energy strategy

objectives.

2. Seek out trusted advice.

3. Understand and adopt the right

energy procurement approach.

4. Follow the data by measuring your

consumption.

5. Explore other options like on-site

generation.

6. Make sure every step you take is

commercially viable.

resilience while delivering essential

services efficiently.

Ultimately, energy strategy isn’t just

about buying better – it’s about using

less and making every unit of energy

work harder for care facilities and their

residents.

Jack Goodson is senior business

development manager at Energy

equipment and solutions company

Equity Energies

How business banking

used to be, just better.

Find out more at allica.bank

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company number 07706156.


business | rtechnology

Modernise medication management

Kehan Zhou, chief executive of medication technology provider Camascope, calls on the care

industry to embrace the digital revolution

We are in a golden age of

artificial intelligence.

Revolutionary technology

promises a brighter future, from

the greater abundance of goods to a

better quality of life. The adoption

of technology in social care is lagging

behind other sectors and this risks care

homes missing out on the benefits of AI.

I find it especially worrying

as medication management and

administration are among the

most significant areas that need to

be digitalised urgently. Currently,

around 75% of UK care homes rely

on paper-based systems to manage

and administer medications, leaving

residents vulnerable and care workers

unsupported. The time to act is now.

The need for urgent change

In many care homes, care staff

juggle a stack of paper medication

administration records, while manually

ticking off which medications have

been administered to residents. This

manual process is unreliable and error

prone as residents require eight to ten

medications across four time slots daily.

Some medications are required to be

administered within a tight 15-minute

window.

The need for the digitalisation

of medication administration is

becoming increasingly urgent, driven

by a dramatic rise in demand for adult

social care. By 2038, the number of

people requiring social care in the

UK is projected to increase by nearly

50%. Without substantial innovation

and modernisation, the sector risks

becoming overwhelmed, with serious

consequences for resident safety, staff

morale, and the overall quality of care

provided.

The problem with paper-based

systems

Paper-based administration is

inherently flawed. The system is

inefficient, prone to human error, and

difficult to audit effectively. Human

error affects up to 70% of care home

residents daily, with medication errors

ranging from minor oversights to

serious medical emergencies reportable

to the regulators and the police. These

mistakes not only jeopardise resident

safety but also place enormous pressure

on staff working in increasingly

demanding conditions.

The importance of digitalising

medication management

Digitalising medication management

offers a solution to these challenges.

Electronic medication administration

records (eMAR) platforms alert

staff when a resident needs a dose of

medication, specifying the quantity,

frequency, and even follow-ups for

medications. If implemented effectively

across social care providers in the UK,

eMAR would transform the sector by

reducing the likelihood of errors and

improving safety and compliance.

We’ve found that eMAR systems

have the potential to reduce medication

administration time by around 40%.

This time saved can be reinvested into

providing direct, personalised care to

residents, allowing care workers to offer

a more human-centred approach. By

replacing manual, error-prone tasks

with intuitive digital systems, care

providers can ensure that residents

receive the right medication at the

right time.

Embracing user-centric

technology

Digitalising medication administration

and management goes beyond just

investing in new technologies. It is vital

to choose a software provider that goes

on the digitalisation journey with care

home staff from the first phone call, to

onboarding and training, all the way to

providing ongoing support 24/7.

To digitalise a care provider’s

medication management successfully,

the manager should look for software

that will:

• Prioritise usability and intuitive

Kehan Zhou

design – ensuring the system is quick

to learn and will not add to your care

staff ’s workload or stress.

• Provide meaningful support to your

team – finding a provider that can

support your digitalisation journey.

For medication, 24/7 support is ideal.

• Empower staff to act confidently

and efficiently – with clear alerts,

automated checks, and robust

safeguards to minimise mistakes and

protect both residents and staff.

• Serve as a single point of truth –

offering transparent and accountable

medication administration logs,

ensuring residents receive the care

they need.

• Include other important features

– such as barcode scanning, stock

alert functions, complex medication

schedules, remote access and realtime

alerts.

A key consideration for any care

home manager choosing a digital

medication management system must

be seamless communication between

pharmacies, GPs and care homes. This

integration improves communication

between the three parties, ensuring

that medication deliveries match

prescriptions accurately by allowing

for real-time tracking of orders and

resolving discrepancies or delays

swiftly. It also enables care homes to


technology | business

receive prompt support from GPs and

pharmacies.

As a large UK eMAR provider,

we built Camascope’s software

with UK social care providers and

pharmacies. We have seen first-hand

how digitalisation can transform care

providers and lead to better outcomes.

It offers unprecedented visibility into

medication management practices,

enabling care providers to identify

potential issues proactively before

they escalate – a visibility virtually

impossible to achieve with paper-based

systems. We have also seen many care

providers improve their Care Quality

Commission rating through the use

of Camascope. Safe software leads to

better management.

The future

Digitalisation is the foundation for

more advanced technologies like

artificial intelligence and predictive

analytics. For the care sector to

benefit from the advancement of AI,

digitalisation is a priority. Camascope

is pioneering data integration between

care homes, the NHS and government

public health agencies through its

partnership with the Vivaldi study.

The study is increasing visibility and

information-sharing in care homes

and the NHS, helping to enhance the

understanding and management of

infections in care settings.

Building on medication

administration and management data,

future technology can offer so much to

the care sector. Digitalising medication

administration doesn't simply

replicate existing processes, it unlocks

opportunities for improvements that

paper records could never support.

With data, technology in the future

can proactively identify medication

risks, deliver personalised medication

feedback, and discover insights into

medication management trends,

benefits fundamentally unavailable to

paper-based care providers. However,

these innovations are only possible

once foundational digital platforms are

widely adopted, establishing a robust

framework for future growth.

The critical shift

The digitalisation and modernisation

of medication management in

care homes are no longer optional

enhancements – they are urgent

necessities. With demographic shifts

placing unprecedented pressure on care

services, moving away from outdated

paper-based systems and embracing

integrated digital solutions is critical for

care providers to adapt to the future of

social care.

For policymakers, care providers

and pharmacists, the next steps are

clear – embracing digital medication

management will dramatically enhance

service user safety, improve efficiency, and

elevate care standards across the board.

Now is the time to commit fully to this

transformation, placing technology at the

heart of safer, more effective, and truly

compassionate care.


business | ethics

What about the workers?

From overhauling the visa sponsorship system, to adopting the employer pays

principle, solutions exist to protect migrant care workers from exploitation.

Justine Carter, director at anti-slavery charity Unseen, explains

Migrant care workers are

the backbone of the UK’s

social care system, providing

essential support to some of the most

vulnerable members of society.

Yet, behind closed doors, many face

severe exploitation – forced to pay

illegal fees by employers and third party

facilitators, endure tough working

conditions, and live under the constant

threat of deportation.

Stuck in situations of debt and

fear, some workers arrive in the UK

already owing thousands of pounds

to unscrupulous employers and third

parties, only to be met with low wages,

excessive working hours, or insufficient

working hours and little to no job

security.

Some are housed in overcrowded

or substandard accommodation, with

deductions taken from their already

meagre salaries for rent and expenses

they never agreed to. Others are

denied their legal rights, coerced into

working without proper contracts, and

threatened with visa revocation if they

speak out.

How the visa system fuels

exploitation

The introduction of the Health and

Social Care Worker visa scheme in

2020 was intended to address chronic

workforce shortages in the care sector

by enabling more migrant workers to fill

vital roles. However, instead of offering

security and opportunity, the scheme has

inadvertently created conditions ripe for

exploitation.

The complexity of the visa process has

left many migrant workers vulnerable,

“The scale of exploitation

in the care sector has

grown at an alarming rate

in recent years.”

with limited knowledge of their rights

and an overreliance on their employers

for sponsorship. Unscrupulous

employers and third parties have taken

advantage of this power imbalance,

charging illegal fees that leave workers

stuck in debt before they even arrive in

the UK.

Instead of a pathway to fair

employment, the visa scheme has, for

many, become a route into systemic

mistreatment – one that demands urgent

reform.

Concerning statistics: how

modern slavery has worsened

in social care

The scale of exploitation in the care

sector has grown at an alarming rate in

recent years.

Data from Unseen’s modern slavery

and exploitation helpline revealed a stark

increase in reported cases, with a 600%

surge in modern slavery cases in the

care sector between 2021 and 2022. In

2022 alone, 700 potential victims were

identified in the care sector. This trend

continued into 2023, with a further 30%

rise in the number of potential victims.

Solutions to end exploitation

Addressing the exploitation of migrant

care workers requires bold, systemic

change. First and foremost, the visa

sponsorship system must be overhauled

to prevent employers from wielding

excessive control over workers’ legal

status and livelihoods. Workers must

be given support to access alternative

employment in the care sector if they

find themselves without work due to

their employers being given more visas

than they require.

Greater transparency is essential,

with recruitment processes aligned

to the employer pays principle – a

global standard that ensures workers

are not charged illegal fees or related

costs, which should be covered by the

employer. This prevents workers from

falling into debt bondage, a key driver of

Justine Carter

exploitation.

Stricter licensing procedures and

significant penalties must also be

introduced to prevent unscrupulous

providers from operating, reducing the

risk of exploitation at its source.

Local authorities must also take

responsibility through ethical

practices and by commissioning only

those providers that adhere to strict

guidelines and codes of conduct.

Unseen’s International Recruitment

East project has already demonstrated

the effectiveness of such an approach,

delivering training workshops and

toolkits to care workers, local authorities,

and providers across the East of England.

The government should provide local

authorities with clearer guidance on

allocating and using the International

Recruitment Fund to ensure consistently

high standards in ethical recruitment

nationwide.

There was positive action from the

government in November last year

when it announced how businesses that

commit serious offences will be banned

from hiring overseas workers as part of

a crackdown on visa abuse. This move,

coupled with the implementation of the

above steps, will help accelerate progress

in tackling exploitation in the care

sector.


Framework failings

regulation | business

Management consultant Candesic’s Dr Kristoffer Kenttä provides insights into

the changes and effects of the Care Quality Commission’s new single assessment

framework, and discusses how technology could improve CQC scores

The Care Quality Commission’s

new single assessment

framework (SAF) is a new

approach to regulating health and social

care services in England.

The fundamentals and ratings

remain the same, but the key lines of

enquiry have been replaced with quality

statements describing good care. Each

quality statement is scored on a scale of

1 to 4, and the aggregated percentage

score gives you the rating (Outstanding,

Good, Requires improvement, and

Inadequate) in each category. This

new method of scoring enhances

transparency by clarifying how overall

ratings are derived.

However, it’s well known that there

has been widespread dissatisfaction

among providers regarding the CQC’s

initial implementation of the new

single assessment framework. Some of

the criticisms revolve around evidencegathering

and the relative weighting of

the six evidence categories – for example,

whether feedback from patients and

relatives will carry more influence than

site inspections.

The evidence categories are:

• People’s experiences.

• Feedback from staff and leaders.

• Feedback from partners.

• Care observations.

• Processes.

• Care outcomes.

The ratings have clearly been affected.

Following the implementation of

the SAF, around 36% of care homes

were rated ‘Requires improvement’ or

‘Inadequate’ up from around 18% before.

This sharp increase probably reflects

changes in evidence interpretation and

uncertainty over the type of evidence

required for the CQC portal rather than

a decline in service quality.

Candesic analysed all ‘Requires

improvement’ and ‘Inadequate’ overall

ratings to identify the most impacted

key questions. The findings reveal

that 95% of care homes were assigned

‘Requires improvement’ or ‘Inadequate’

scores in the ‘Well-led’ category,

followed by ‘Safe’ at 90%, ‘Effective’ at

45%, ‘Responsive’ at 29%, and ‘Caring’

at 16%. This reinforces the well-known

importance of strong leadership in

driving processes and staff engagement

to ensure high-quality care.

Community care settings are

undergoing digital adoption and

transformation. The Department of

Health and Social Care set a target in

2021 that 80% of providers should use

a digital care record system by 2025.

There are multiple digital tools that can

support the process of providing highquality,

safe and effective care leading to

‘Good’ or ‘Outstanding’ CQC ratings.

Nick Somani, founder and chief

executive of Kara Healthcare, which

operates 10 care homes and recently

announced that it had acquired six

purpose-built care homes in the

Northeast stated: “ We have implemented

a range of digital solutions to enhance

our processes, enabling us to consistently

deliver safe, high-quality care. Our audit

and compliance platform ensures we

meet all CQC regulations, allowing us to

maintain excellence in care.”

The following list provides some

examples of software and technology

that are used in community care and

how they are linked to each of the five

key questions:

Improving safety (Safe)

• Digital care records (Person Centred

Software, OneTouch, Nourish) ensures

accurate documentation and reduces

errors.

• Medication management (Atlas

eMar, Camascope, eMAR) improves

compliance and reduces medical

errors.

• Incident reporting (Radar) reports and

highlights safeguarding concerns.

• Fall sensors (Sensio) reduce and

prevent falls.

Enhancing effectiveness

(Effective)

• Training and e-learning platforms

(Careskills, Agilio, eLFY) ensure staff

are up to date on mandatory training

and improves quality of care.

• Predicting needs (CarePlanner)

enhances efficiency rostering to meet

individual needs.

Improve person-centred care

(Caring)

• Communication platforms (HDWD,

Famileo) enable communication with

families, regarding updates about

residents’ wellbeing.

• Companion robots (Pepper) reduce

loneliness and improve mental health.

Strengthen responsiveness

(Responsive)

• Digital care planning (Person Centred

Software, OneTouch, Nourish) ensures

residents' needs are met and care plans

are up to date.

• Smart monitoring (Sensio) reacts

instantly to falls, evidence response

times to nurse call and incidents as

well as improve staff satisfaction.

Improve leadership and

governance (Well-led)

• Compliance and audit platforms

(Radar, QCS) track compliance, risk

assessments and internal audits to

improve regulatory adherence.

• Staff wellbeing and engagement (Sona)

allows smart staff scheduling and

engagement, leading to improved

retention.

Adoption rates vary across segments,

but all are growing rapidly, underscoring

their importance. With numerous

solutions available, interoperability is key.

Providers prefer a single interface over

multiple disconnected systems to avoid

accumulating administrative complexity.

The SAF also introduces the concept

of collecting data regularly, rather

than relying on periodic inspections.

Technology will inevitably play a

pivotal role in facilitating frequent

data collection and streamlining data

processing to map to each of the 34

statements.

Dr Kristoffer Kenttä is senior engagement

manager at Candesic


business | policy and politics

Reform stalls as private market

progresses

David Abbott, a partner at business recovery and property services consultancy

BTG Advisory, explores the actions necessary to maintain the future of UK care

homes, while identifying significant investment opportunities

The underlying reason for

a significant and urgent

modernisation of the UK care

home sector is plain to see – the UK

population is ageing and ageing fast. The

Office for National Statistics projects

that the 65-plus age group will increase

by 20% over the next 15 years, outpacing

the general population growth of 5%.

Specifically, the over-85 population is set

to swell from 1.6 million to 2.6 million,

which will significantly boost the

demand for specialised care facilities.

As the population ages, the prevalence

of chronic conditions – such as diabetes

and dementia – is projected to jump

significantly, increasing pressure on

the NHS and demand for specialised

facilities, outpatient endocrinology

services, diagnostic centres and

rehabilitation spaces. As patients’ needs

evolve, so must the healthcare sector,

and specifically the care sector, if a crisis

point is to be avoided.

This issue becomes particularly

acute when one considers the systemic

problems faced by ‘legacy’ care homes.

These homes, which are typically older,

face mounting pressures from escalating

financial burdens, workforce shortages,

and unsustainable fee structures, all of

which are pushing them towards a crisis.

The combined impact of the changes

to employer National Insurance

contributions and National Living Wage

increases, introduced in November’s

“The underlying

reason for a

significant and urgent

modernisation of the

UK care home sector

is plain to see.”

Budget, hasn’t helped. Over threequarters

of care homes (77%) are

now operating with minimal financial

reserves, according to a Care Provider

Alliance survey.

Adult social care commission

risks delaying reforms

Without urgent government

intervention, the sector clearly faces

widespread disruption in the future.

Right now, the signs are not promising

for those pushing for a sustainable

funding plan that prevents the financial

collapse of care homes and avoidable

hospital stays for elderly patients.

Successive governments have resisted

comprehensive financial solutions –

such as increased taxes or a social care

insurance scheme for those aged over

40 – due to the fear of a public backlash,

and the current government appears no

different.

On 3 January this year, the

government announced an independent

commission, led by Baroness Casey,

aimed at transforming adult social care.

The two-phase commission intends

to inform government policy towards

delivering a National Care Service,

first reporting in 2026 when the

commission will identify the critical

issues facing adult social care. The final

recommendations on how to transform

adult social care over the long-term in

the UK is not due until 2028.

For many, this timeline is inadequate,

with the commission further delaying

reform, rather than providing the sector

with a much-needed plan. Professor

Martin Green, chief executive of Care

England, has warned that the newly

established commission “risks becoming

yet another report that gathers dust

while the sector crumbles”. He also

stressed the urgency of the situation,

saying: “Waiting until 2028 is not an

option.”

David Abbott

Addressing the problem

A major consequence of the delay is that

it risks further preventable insolvencies

in the care home sector. Simply put,

many local authorities lack the financial

resources to cover sustainable care fees

and are consequently forced to make

care homes increasingly reliant on selffunders

to stay afloat.

Delayed reforms risk stretching

this dependency to breaking point,

pushing more care providers to consider

returning contracts to local authorities

or the NHS. In a highly fragmented

sector, dominated by swathes of small

independent operators dependent on

local authority funding, the risks of

delaying reform implementation into the

next Parliament are all too clear.

Questioning the elongated timeline

from the decision to appoint Baroness

Casey, the Institute for Government

(IfG) has posited an alternative twophase

approach to reform the adult care

system:

Phase one – Vision, cost, and

funding options

• Articulate a comprehensive vision of

a reformed care system, addressing


policy and politics | business

current system flaws and future

needs. Stakeholders insist on higher

wages, better career development

opportunities, and more robust

recruitment to plug skilled labour

shortages. Incentives to support

modernisation and technological

innovation in care delivery are

also considered vital to meet rising

regulatory and user expectations.

• Provide a detailed financial cost to

implement the vision, considering

both public and private sector

implications.

• Explore various funding options,

including raising taxes, reallocating

current budgets, or innovating with

new funding models (for example,

social impact bonds or public-private

partnerships). Stakeholders have

called for sustainable funding models

that address the reliance on crosssubsidisation

and ensure long-term

financial viability for operators.

Each option should be evaluated for

feasibility and impact.

Phase two – Engagement and

finalisation

• Undertake public consultations via

online platforms to gather public

opinion, gain broad support, and

understand public priorities regarding

adult care. Integrate service users, care

providers and advocacy groups to

ensure priorities are practical and meet

real needs.

• Through these engagements, form a

coalition of support that balances

competing priorities across different

adult care interest groups.

• Finalise recommendations on how to

fund the new care system, balancing

fiscal responsibility with the need for

quality care, aiming to reduce political

friction by having a widely supported

proposal.

Whatever the merits of the

commission’s final recommendations,

crucially the IfG’s approach frontloads

the conversation in terms of looking at

the funding options available to reform

the UK’s care system. This is essential

for providing some certainty for care

homes, in a way that will also allow them

to deliver the specialist care facilities and

services the public so desperately needs.

A virtuous circle

The good news for the UK’s care home

market is that the growing demand

and complex headwinds just discussed,

presents a number of openings for

investors looking to take advantage of

the evolving backdrop.

It might come as a surprise, but

despite declining local authority funding

and regulatory pressures, the private

healthcare market is experiencing

steady growth. Annual revenues have

grown to £6.8 billion, reflecting a 6.3%

compound annual growth rate over the

past 20 years, according to healthcare

REIT Assura. Stabilising inflation,

declining construction costs and easing

interest rates are improving liquidity,

transaction activity and property values,

all creating a more favourable investment

environment.

So, for all the governmental obstacles,

well-capitalised investors and operators

are increasingly attracted to the sector’s

long-term growth potential. As we

know, private capital which leverages

technology is indeed key to address

many of the challenges posed by an

ageing population. Innovations in

telemedicine, artificial intelligence

diagnostics, and digital health platforms

all help improve care delivery and shift

the model from inpatient to more costeffective

outpatient care. This results in

operational efficiencies that optimises

funding sources, a virtuous circle of a

kind.

Consolidation

The UK’s fragmented care home market

also presents significant opportunities

for consolidation. Larger operators are

acquiring smaller providers to achieve

economies of scale, while international

investors are targeting scalable platforms

for long-term growth.

Recent high-profile transactions

demonstrate growing confidence in

the sector. In October, Bridgepoint

Advisers sold Care UK, which operates

163 care homes, to Welltower, a US

REIT that specialises in high-end private

“Despite declining

local authority funding

and regulatory

pressures, the private

healthcare market is

experiencing steady

growth.”

care homes. Last May, the Universities

Superannuation Scheme and Assura

announced a £250 million joint venture,

and in June a lender consortium led

by Song Capital refinanced Medical

Properties Trust’s 27-strong hospital

portfolio in a £631 million deal,

reflecting improved debt liquidity in

the sector. There is also the potential

for even deeper integration between the

NHS and private providers, possibly

facilitated by legislative frameworks that

encourage public–private collaboration.

This is not to say the care homes

market is at risk of becoming

monopolised. Consolidation is

something that has historically

concerned government, and the

downfall of Southern Cross is a key

reason why there’s been increased

oversight of the sector. Running more

than 752 homes, Southern Cross’s

sudden collapse led to the Care Quality

Commission’s ‘market oversight’ team

being set-up, in a bid to ensure providers

were fit for purpose both financially

and operationally. Concentration risk is

indeed a real issue for government given

the fact a big failure can have a greater

impact than a number of small operators

going under.

Conclusion

Looking ahead, the future is fairly bright

for UK care homes. The market stands

at the intersection of a demographicspurred

industry crisis and economic

opportunity. Investors should approach

opportunities with thorough due

diligence, mindful of the regulatory,

political and public scrutiny of the sector

post-pandemic.


business | care development

Clear the planning hurdles

Jonathan Rainey, deputy chief executive at development consultancy

Pegasus Group, offers a snapshot of UK care home development

Ihe UK’s population is ageing rapidly,

but the development of new care

homes is struggling to keep pace.

According to the Office for National

Statistics and Age UK, the number

of people aged 50-plus is projected to

increase by almost 20% in the next 20

years, and the population aged 85-plus

is the fastest-growing demographic.

This increase naturally creates a further

demand for additional care homes and

while it may give rise to the assumption

that the number of new care homes being

built is rapidly increasing to meet demand,

this is not necessarily the case with

planning being one of the biggest hurdles.

Property advisory company Knight

Frank projects that in 10 years’ time

there will be a shortfall of 58,000 beds,

and in 25 years’ time there will be an

additional need for 350,000 beds.

However, competition for the right

sites in the right location is hotter than

ever, with landowners often favouring

conventional residential schemes.

The government has made clear

that the barriers to development will

be reduced through recent changes

to planning policy at a national level.

The recently amended National

Planning Policy Framework (NPPF)

has been updated to reform planning

and provides greater opportunity for

development in the Green Belt. With

garden cities a further focal point of

the government’s new housing policy,

it seems to be the perfect moment for

increased care-related development. This

is evidenced by the NPPF now requiring

local planning authorities to establish

housing need for different groups

“Competition for the right

sites in the right location

is hotter than ever,

with landowners often

favouring conventional

residential schemes.”

in the community, and specifically

making reference to those who require

occupation in a care home.

Where to build?

Over the past few years, the fundamental

obstacle to care home development has

been the availability of suitable land

in suitable locations. Green Belt sites

offer a potential solution, but tend to

be on the edge of settlements in less

sustainable locations and tied up as part

of much larger schemes being promoted

for residential development with a long

lead-in time.

After the NPPF’s pro-development

reforms, ‘grey belt’ land is increasingly

being pursued, but this area is still in

flux, and appeal decisions are being

watched closely, and those at appeal

are not necessarily specifically focused

on care home developments. Similarly,

brownfield sites that become available

can have viability issues. All the above,

compounded with existing planning

policy at a local level not necessarily

quantifying the need for care beds in

a local authority area, makes it more

difficult for local authority planners to

justify supporting care home schemes.

Facilitating care development

With housebuilders becoming

increasingly active as a result of the

planning reforms, there is an opportunity

here for care home developers to

collaborate with residential developers.

The government’s ambitious pledge to

build 1.5 million new homes provides

the perfect platform to collaborate and

meet the demands of the UK’s ageing

population, while also addressing the

urgent housing crisis in the UK.

If care home developers ally with

residential developers early in the

planning process and become embedded

in the site’s promotion and present the

employment benefits of care homes

specifically, then it provides an early

inroad to available sites that otherwise

may be discounted straight off for

not being available. Furthermore, the

Jonathan Rainey

“Over the past few years,

the fundamental obstacle

to care home development

has been the availability of

suitable land.”

employment benefits of care home

schemes can often assist residential

developers with their planning

arguments, particularly if planning policy

requires an element of employmentgenerating

uses to be included on site,

either as a result of a planning allocation,

or the site formerly having an element of

employment-generating uses on it.

As a result of changes to the NPPF,

housing developers are now incredibly

active, making this an ideal opportunity

to partner up with other developers

to bring forward care schemes in a

planned and collaborative manner.

The government’s growth agenda

will see larger sites come forward for

development, which in planning terms

would have been more difficult to

unlock, but now provides opportunities

for developers of residential schemes and

care homes to work together to create a

more convincing and justified planning

argument to assist in meeting the needs

of the ageing population.


care

40 THE WHAT, WHY AND

HOW OF DEMENTIA CARE

Create a learning culture where all

staff can grow

42 COMMUNITIES AND

HOLISTIC CARE

Meaningful connections for adults with

complex needs

45 ACTIVITY CAN CUT COSTS

Improve care with activity-based

interventions

47 DEVELOP YOUR SKILLS

Resources available to support managers

care | activities news

Creative Caring

As always, carers have been demonstrating their creativity

through fun and innovative events for their residents

Silent disco

Residents of Athena Care Homes’ Aria

Court in March, Cambridgeshire, put

on their dancing shoes for a silent disco.

With disco lights setting the scene,

attendees could select one of three

disco channels and enjoy the sounds

of the 50s, 60s or 70s through their

headphones. Guests were treated to a

buffet prepared by the home’s catering

team.

Pizza day

Residents at Friends of the Elderly’s

Little Bramingham Farm in Luton

became pizza chefs to celebrate National

Pizza Day, rolling out the dough, adding

their favourite toppings and finishing by

eating their creations. “It’s true what they

say, pizza is the perfect food because it’s

the only food that you can eat with your

hands and still look classy,” said resident

Nella Morely.

Thai adventure

Care home group Nellsar took staff

and residents on a week-long virtual

holiday in Thailand by immersing them

in Thai culture, food, crafts, music and

history. Residents at Lulworth House

Residential Care Home and Loose

Valley Care Home in Maidstone took

part in elephant-themed crafts, and

those at Bromley Park Care in Greater

London planned imaginary visits to

Bangkok. Throughout the week Nellsar’s

chefs served up pad Thai, red and green

curries and sticky mango rice.

Greatest show

Boutique Care Homes’ Chartwell House

in Broadstairs, Kent, marked its second

anniversary with a ‘Greatest Showman’

themed afternoon for residents, families

and community members. Entertainers

included Heather and Kristina from

Phases Pole & Aerial Studio, a dance

troupe from Quigley Theatre Arts and a

juggling act.

Work of art

MHA Brookfield in Oxford created a

calendar recreating famous paintings

with the help of 14 residents as models.

Works of art included ‘Girl with a Pearl

Earring’, Van Gogh’s self-portrait and

Joseph Karl Stieler’s ‘Beethoven’. Activity

coordinators Victoria Davidson and

Sally May dressed residents up by using a

range of items as props including kitchen

towels and various cloths.

Snakes alive

Children from Northgate Primary

School visited Avalon Nursing Home in

Eastbourne, East Sussex, to create paper

lanterns and snakes to help residents

celebrate Chinese New Year, the start

of the Year of the Wood Snake. The

children are regular guests at the home,

with groups of six taking it in turn so

everyone can visit.

Chinese celebrations

HC-One Scotland’s Darnley Court Care

Home in Glasgow celebrated Chinese

New Year with a festive meal. The home

was decorated with hanging red lanterns

as residents watched the Luna New Year

parades on the TV. Darnley Court’s

kitchen staff provided chicken curry

and rice, a sweet and sour chicken dish

with rice, spring rolls and prawn crackers

for all residents. Staff wore traditional

Chinese Liangmao straw hats while

serving the meals to residents.

Dance delight

In Hampshire, students from

Winchester City Dance school served

up a mix of contemporary and ballet

pieces in solo and group dances at

Colten Care’s Abbotts Barton. In a


activities news | care

specially cleared space in the residents’

lounge, they performed ballet routines

on the themes of Cinderella, Harry

Potter, Mary Poppins and Aladdin

alongside contemporary works.

Residents enjoyed afternoon tea while

watching the dancers.

Community care

Telford Hall Care Home in Shropshire,

part of Sandstone Care, has opened

its doors to the local community as a

donation point for the Telford Interfaith

Food Bank. Maria Armstrong, the

home’s activities co-ordinator, and

resident Ian Wray recently volunteered

at the Food Bank, assisting with sorting

donations, packing food parcels, and

learning more about how it supports

those in need.

Feathered friends

Residents at Black Swan Care Group’s

Valentine House care home in Silver

End, Essex, received a visit from a

wide variety of different birds of prey

including a tawny owl, barn owl, Harris’

hawk and a magnificent Eagle owl.

Some residents took turns to hold the

birds and commented on how tame and

settled they were.

Walk sport

Residents at Connaught Care

Collection’s Portsdown View in

Bedhampton, Hampshire, took part in

a game of walking netball. Residents

played in teams of seven and competed

against each other in games lasting eight

to 12 minutes. Walking netball was

developed by England Netball and Age

UK as a more inclusive and accessible

version of the game for people with

mobility challenges.

Neck and neck

Members of the Woking & District

Men’s Shed, based at Anchor’s West Hall

care home in Surrey, have restored the

home’s two giraffe sculptures, Gombo

and Adile. Men’s Sheds are community

workshops where men can create,

converse and connect. George Eric

Gwyther, a resident at West Hall, said: “I

think I speak for all the residents at West

Hall when I say that the place wouldn’t

be the same without Gombo and Adile.”

Football memories

Celtic fans at Anavo Group’s Newark

Care Home in Glasgow took part in the

football team’s Lion’s Lunch, a social

event where fans gather to reminisce

about Celtic FC, share stories, and

enjoy food and drinks in the club’s

iconic football ground. Resident Sammy

Rogers took the opportunity to stock up

on gifts at the team’s superstore.

Love and light

Coulsdon-based Orford House in South

London, run by charity Friends of the

Elderly, hosted a moving ‘Lights of Love’

celebration of life and remembrance

service for families of residents who are

no longer with them. The emotional

memorial event saw relatives of past care

home residents join current residents

and their family members to celebrate,

reminisce and remember the lives and

loves of those who are no longer with

them.

Jolly jive

Orchard Care Homes’ Green Lodge

Care Home in Billingham, County

Durham, lifted everyone's mood by

hosting a ‘Jolly Jive’, and had its people

dancing like it was 1945. Music was

provided by The Vatican Buskers,

comprising an acapella singer, a singing

keyboard player and seven guitarists.

Feed the birds

Residents at Camelot House and

Lodge dementia care home in Somerset

took part in the RSPB’s Big Garden

Birdwatch, a citizen science project

recording bird species spotted over the

course of an hour. They prepared fat

balls for their feathered friends and

placed them in the bird-feeders located

in clear view of the lounge.


care | state of care

Care leaders’ viewpoint

As Labour announces the Casey Commission, William Walter, managing director of

Bridgehead Communications, sits down with Vic Rayner, chief executive of the National

Care Forum, and Melanie Williams, president of the Association of Directors of Adult

Social Services, who offer insights on the urgent challenges facing care

In a wide-ranging discussion, subjects

included the scope and potential

impact of the Casey Commission,

the pressing workforce crisis, and the

need for immediate reforms rather than

prolonged deliberations.

Concerning the Casey Commission’s

scope and potential impact on the social

care sector, both Rayner and Williams

emphasise the urgency of action, noting

that the industry's challenges are well

understood and demand immediate

solutions.

“There isn’t time to wait for a long

and protracted discussion,” Rayner

states. “The longer you leave it, the more

complications arise because of the many

difficulties facing the sector right now.”

Williams echoes this concern,

stressing that “the fundamental issue

is that we haven’t got enough money;

there’s not enough public sector funding

to sustain the current adult social care

model.” Both suggest that while the

commission could shape long-term

reform, many pressing workforce and

integration issues can and should be

tackled immediately.

“The workforce strategy, for

instance, is something we don’t need a

commission for,” Williams notes. “We

know what we need to do, which is to

recruit more people, pay them fairly, and

provide career pathways, so why wait?”

Rayner agrees that the commission

must focus on the sector’s long-term

sustainability and economic role. “Social

care is one of the largest employers in

“There’s potential for

care workers to develop

new skills, but it must

come with proper

training, supervision

and funding.”

Vic Rayner

many localities,” she points out, “but we

don’t view it as critical infrastructure in

the way that we could. Proper reform

needs to recognise its contribution to

economic growth.”

Balancing technology and

human-centred care

A central question regarding the role of

technology in social care is how it can

enhance care without diminishing the

essential human element.

Williams sees enormous potential

for digital transformation but warns of

implementation challenges. “It’s not just

about having the technology,” she says.

“You need infrastructure, training and

support so that it becomes embedded in

everyday care.”

Rayner highlights the rapid shift in

digital adoption: “We’ve seen a major

move from digital care records to remote

monitoring, AI-based falls detection,

and back office automation. But we must

ensure that technology solutions are

aligned with the people receiving care

and the workforce delivering it.”

Both note concerns about the

government’s push for social care

workers to take on more clinical

responsibilities, such as monitoring vital

Melanie Williams

signs. “That announcement irritated me,”

Williams admits. “It assumed we aren’t

already doing some of these things and

ignored that every 15 minutes spent on a

delegated health task is 15 minutes taken

from social care.”

Rayner agrees that delegation needs

careful structuring: “There’s potential

for care workers to develop new skills,

but it must come with proper training,

supervision and funding.”

Workforce crisis

The shortage of carers remains one of

the most pressing issues in social care,

with a vacancy rate of more than 8% and

131,000 posts left unfilled in 2023/24.

“The core problem is that social care

isn’t seen as a professional career,” Rayner

argues. “It’s framed in simplistic terms –

getting people out of bed, putting them

back to bed, rather than as the deeply

skilled, life-changing work that it is.”

Williams agrees that recognition is

critical. “We need to celebrate social

care alongside the NHS. During the

pandemic the message was ‘protect the

NHS’, but really, it should have been

‘protect people’. That’s what social care

does, whether state-funded or privately

paid for, it exists to protect people.”


Both advocate for clear career

pathways and stronger links with the

NHS. “Around 30% of care workers and

social workers move into the NHS, but

there’s no structured support for that,”

Williams notes. “We’re training their

workforce, but they’re not investing

in us.”

Rayner points out that social care

offers many careers beyond direct care

work. “It could be engineering, catering,

gardening – there’s a place for everyone

in social care, but we don’t market it that

way.”

Integrating social care with

health

A long-standing challenge in social care

is the need for better integration with

the NHS. However, as Williams points

out: “Most of social care doesn’t actually

involve health. There are key areas where

integration matters, including mental

health, learning disabilities and older

adult care, but we mustn’t assume that all

social care needs to be part of a healthled

system.”

Rayner argues that care providers

must have a strategic role in shaping

integration efforts. “You wouldn’t

redesign hospital services without input

from hospitals, yet discussions about

health and social care integration often

exclude care providers.”

Both acknowledge that financial

constraints often hinder proper

integration. “Right now, a lot of time

is spent arguing about who pays,

rather than how we support people

better,” Williams notes. She highlights

positive examples, such as the NHS’s

‘neighbourhood health’ model, which

focuses on local coordination.

Rayner mentions promising

innovations, such as digital platforms,

that improve hospital discharge

coordination. “Some tech-driven

solutions help streamline the process,

but they need proper investment and

implementation.”

What can policymakers do?

As we near the end of our discussion,

we turn to the role of policymakers

in shaping the future of social care.

Williams expresses frustration over

delays in action: “There’s been a

manifesto commitment of a National

Care Service and fair pay agreement, but

nothing has started yet.”

Rayner points out that political will

exists, but must be accompanied by

financial commitment. “If you spent

a fraction of one percent of the social

care budget on research and innovation,

the savings down the line could be

significant.”

On the question of cross-party

support, both take a pragmatic stance.

“The issue isn’t really a cross-party

agreement,” Williams argues. “The Care

Act had parliamentary support but

was never fully implemented. The real

challenge is Treasury backing. Reform

will cost money, and that’s where this has

repeatedly stalled.”

Rayner highlights the importance

of ensuring the public understands the

value of social care. “We need to shift the

perception so that no MP can go into

the next election without a commitment

to sustainable social care. That’s how we

make reform stick.”

Reflecting on our discussion, Rayner

and Williams offer a clear view of social

care’s challenges and opportunities.

From workforce sustainability to

technological integration and policy

reform, they outline a path forward that

requires immediate action, not just longterm

reviews.

What remains to be seen is whether

the Casey Commission and the

government can rise to the challenge and

deliver the reforms that carers and those

in need of care so desperately require.


care | training

The what, why and how of

dementia care

Liz Norton, head of learning and development at Nottinghamshire care home group

and dementia specialist Church Farm Care, explains how to create a learning culture

where all staff are encouraged to grow, develop their skills and reach their full potential

Those working in the industry

will be acutely aware of how

dementia affects the lives of

those living with it, as well as their

relatives and loved ones – and cases are

rising, with a record 487,432 people

diagnosed by June last year. Giving the

best care for something so complex

is essential, and the key to this is

comprehensive training to help raise

awareness and retain experienced talent.

What?

Beyond our nurses and other clinical

roles, we don’t require care workers to

have already completed formal training.

We are aware that a high percentage

of people join the industry with no

prior training, as well as the number of

international staff who bring a myriad

of skills to hard-to-fill roles but with

different levels of qualifications and

experience.

To help these people thrive we put

together a training programme that uses

an overarching approach that applies

to all workers. This allows us to run it

across teams with different levels of skill

and experience, including maintenance

staff, clinical leads, those new to the

industry, and existing care workers. By

approaching training like this, we can

ensure that everyone is working in the

same way and giving the best possible

care.

As well as training on ways to support

and offer specialist dementia care, we

also incorporate a robust staff wellbeing

focus into our schedule. We’ve recently

signed up to Mind’s ‘Mental Health at

Work’ commitment, and as part of this

we have a dedicated wellbeing focus

every month with an accompanying

training session for staff focusing on

everything from stress to grief or the

effects of menopause.

Why?

Retention of staff has long been an

issue in the care industry, with Skills for

Liz Norton

Care reporting a 29.6% turnover rate

in care homes with nursing during the

2023/24 period.

However, evidence suggests that this

can be improved with regular learning,

training and development – Skills for

Care data also shows that turnover rate

reduces by almost 10% when these

opportunities are given.

Alzheimer’s Society suggests that

offering training around dementia

should span the entirety of the health

and social care system, calling for

reform with its recent report titled

‘Because we’re human too’. This outlines

the benefits of high-quality dementia

training across the industry and how

it would reduce strain on providers

across primary, emergency, hospital and

community care. By raising awareness

and empowering more people to

understand the warning signs, the

charity also believes it will have a

hugely positive impact on our local

communities.

Our main goal is ensuring that

training is both enjoyable and accessible

for all. The key to this is often simply

shifting the focus to ‘why’ rather than

just ‘how’. If someone is aware of why


they are doing something they are likely

to be more motivated than they would

be if they were simply going through

the motions.

How?

We also focus on peer-to-peer training,

whether in a group setting or more

focused one-to-one sessions. This is

supported by ‘champions’ in certain

areas of the business – a role that allows

us to highlight workers with certain

skillsets or higher level of knowledge,

creating an environment where

information and knowledge can cascade

down through all levels of staff more

effectively.

When working with international

workers, there are also ways we

can make training more accessible.

Government guidance outlines that

all international personnel must

have an appropriate level of English

to practise safely and communicate

effectively. However, for more complex

theoretical training, knowledge can be

strengthened by accessing e-learning

tools in their first language to support

their learning.

Alongside helping people succeed at

work, we also encourage them to look

at long-term career pathways such as

diploma level training. In addition, we

provide guidance on everything from

day-to-day tasks and understanding

cultural norms, to support with

accessing healthcare, applying for driving

licences and finding somewhere to live.

With a record number of people

being diagnosed with dementia, the

need for specialist care is ever growing.

By creating a varied and interesting

training programme that considers the

needs of a diverse team, we can increase

job satisfaction and create a workforce

which is committed to the industry

long term.


care | complex needs

The role of communities in

holistic care

Sophia Feurtado, service user engagement manager at Exemplar Health Care,

explores how providers can encourage and facilitate meaningful community

connections for adults living with complex needs.

When Alan first moved to

Acer Mews in Ashtonunder-Lyne,

Greater

Manchester, he was unsure about using

his mobility scooter and hesitant to go

outside, which left him feeling isolated.

The care team organised mock

driving lessons around the home and

gardens, and soon he’d earned his very

own mobility scooter licence. With this

support, Alan regained his confidence

and after just a few months, proudly

completed his first trip outside the

home. Now, he enjoys pub lunches at

his local and doing his own shopping,

boosting his confidence, independence

and wellbeing. For Alan, this wasn’t

just about learning to use a scooter – it

was about reconnecting with his local

community again.

This holistic approach, which

includes community integration,

is vital for health and wellbeing. It

fosters a sense of belonging, reduces

isolation, and supports physical and

mental health through meaningful

engagement.

However, people living with

complex care needs often face

physical, emotional and social barriers

that disconnect them from their

communities, leading to feelings of

exclusion. Take Karen, for example.

Karen moved to Tyne Grange in

Newcastle upon Tyne after a spinal

injury and personality disorder made

“People living with

complex care needs often

face physical, emotional

and social barriers that

disconnect them from

their communities.”

Alex from Havenmere at the Download Festival

it difficult for previous care homes to

meet her needs. When she first arrived,

she hadn’t been outside for months,

and often stayed in her room, feeling

anxious and withdrawn.

Over time, the care team worked

to build trust, helping her rebuild

her confidence and social skills. Now,

Karen goes out most days, which has

significantly improved her self-esteem,

mental health and physical health.

“One of my favourite things about

living at Tyne Grange is that I get to

choose what I want to do,” says Karen.

“The staff support me if I want to

go out daily. They also help with my

hobbies. I love collecting teddy bears

and dolls. We regularly visit a local

charity shop, and one of the staff there

has even started collecting items for me.

It means a lot to me.”

Karen has also become Tyne Grange’s

service user ambassador, meeting with

other ambassadors to influence how

Exemplar Health Care is run. “I enjoy

being an ambassador because it gives

me things to do, and I feel like I make a

difference,” she says.

Karen’s health has improved so

much that her 2025 goal is to walk

across Gateshead’s Millennium Bridge

with a walking frame – a milestone

she’s working toward through regular

physiotherapy.

Alex, a resident at Havenmere Care

Home in Immingham in Lincolnshire,


Karen at Tyne Grange

“People who live

and work in care

homes often enrich

their communities

with their

contributions.”

shares a similar story. After a spinal

injury, she thought her life was limited

to “watching TV in a room”.

“When I first moved here, I was very

scared and wouldn’t come out of my

room,” she recalls. “But the staff helped

me come out of my shell and make

friends.”

Now, Alex, a devoted rock fan, goes

to Download Festival with the support

of the care team and regularly attends

a local rock night, ghost-hunting trips,

and off-roading adventures in the

woods.

“I didn’t have this level of support

in other care services,” Alex explains.

“Havenmere has enabled me to get

my life back on track and make lots of

memories.”

Karen and Alex’s experiences

demonstrate how personalised,

community-focused care can change

lives. Moreover, the benefits of

community engagement go both ways.

People who live and work in care

homes often enrich their communities

with their contributions. For example,

Andy, a resident at Scotia Heights in

Stoke-on-Trent, volunteers at a local

bike hire centre. He interacts with

customers, looks after the bikes, and

has even learned to fit a bell – all

while building his confidence and

skills.

As care providers, we have a

responsibility to ensure that the

people we support feel valued,

connected and empowered to lead

fulfilling lives.

Around 50% of the people who

move into an Exemplar Health Care

home have experienced one or more

failed placements. It’s our role to

provide stability, encouragement and

opportunities to help them regain

independence and control of their

lives.

By combining clinical care with

meaningful community engagement,

we can achieve this, and create

environments where individuals thrive,

truly making every day better for adults

living with complex needs.

Alan at Acer Mews


care | carers

No respite for carers

Yvonne Richardson, operations director at Renaissance Care, recommends

collaboration across sectors to help avoid burnout among carers of loved ones

If you are looking for respite care

for your loved one in Scotland, you

might struggle to find temporary

relief. The demand for respite care

services has never been more urgent, yet

the number of care homes that provide

the service in no way meets the demand.

Following the pandemic, many people

opted to keep their loved ones at home

and provide care from within the family,

but a lack of temporary relief for primary

caregivers has resulted in burnout,

causing concern over their own health

and wellbeing, as well as their ability to

provide care longer term.

Scotland’s population is ageing, with

an increasing number of individuals

requiring long-term care. The number of

people living with dementia in Scotland

is projected to rise dramatically over the

coming years, with estimates indicating

that one in three people aged over 65

will have some form of dementia by

2050. Furthermore, as the need for

care continues to grow, so too does the

responsibility placed on family members,

many of whom already face challenges

such as financial strain, emotional

exhaustion and physical fatigue.

In rural areas, where services are often

limited or hard to reach, the situation

is even more alarming. Caregivers are

frequently isolated, with little respite or

support from formal services, leading

to burnout and, ultimately, negative

impacts on both the caregiver and the

individual being cared for.

For those who care for family

members, respite care is not a luxury

but a necessity. According to Carers

Scotland, more than 700,000 people

in Scotland provide unpaid care, and

more than a quarter of these carers are

providing care for over 50 hours a week.

Respite care provides invaluable

support to both the caregiver and the

person being cared for. For carers, it

offers the chance to rest, recuperate,

and attend to their own health and

social needs, which ultimately leads

to better outcomes in their caregiving

role. For the individuals receiving care,

it offers the opportunity to engage in

different environments or with different

caregivers, often leading to enhanced

social interaction and stimulation,

which is especially important for those

living with dementia or other cognitive

conditions.

Yet there’s a lack of services readily

available for carers to access in Scotland.

Many providers opt not to offer the

service or don’t actively promote that

the service is available. With the same

amount of administrative time taken

and a short window of time to settle a

resident in, providers often focus only on

residents who will stay longer term.

There is an appetite within the sector

to provide this invaluable service, but we

need to take a step back – collectively –

to review how we can efficiently provide

respite care through collaboration and

integration.

Policymakers must prioritise the

long-term sustainability of respite

Yvonne Richardson

care programmes by ensuring they are

adequately funded, and that access is

streamlined for those who need them

most. We can draw on successful models

from other regions, ensuring that respite

care is not just a stopgap measure but a

fully integrated part of the care system.

As Scotland faces the challenges of

an ageing population and an increased

demand for care services, the need for

accessible, high-quality respite care has

never been more urgent. By investing in

and expanding respite care services, we

can ensure that caregivers are supported,

families are strengthened, and the most

vulnerable members of our society

receive the care they deserve.

“Respite care provides

invaluable support to

both the caregiver and

the person being

cared for.”


Activity can cut costs

wellness | care

John Ramsay, founder of wellness and fitness service provider Social-Ability, explains

how local councils can reduce costs and improve care with activity-based interventions

The government’s recent

announcement of an extra

£3.7 billion in social care

authority funding is welcome news

to the sector. Yet, despite more than

£69 billion confirmed for council

budgets this year, councils face

significant financial pressures. While the

increased funding will help to alleviate

some of this strain, they’re still struggling

to meet the growing demand for social

care services, particularly for people with

cognitive disabilities.

This challenge isn’t just caused by

underfunding – resource allocation

is also a major barrier to the delivery

of long-term value. Councils must

rethink their approach and consider

how different strategies, like investment

in structured activities that promote

cognitive health, can not only improve

the lives of individuals, but also offer

cost savings in the long run.

The financial challenge

Social care already consumes a

significant portion of local council

budgets, with more than 40% of

spending going to adult social care.

Two-thirds of social care budgets are

allocated to working-age adults with

disabilities, and costs are expected to rise

further in the coming years. While the

additional funding is a positive step, the

reality is that councils are still struggling

to allocate funding where it could make

a real difference. This is particularly true

for vulnerable adults with dementia,

autism and learning disabilities.

One effective way that they could

do this is by shifting towards proactive,

Interactive light technology therapy

activity-based care. Structured activities

are proven to improve cognitive

function, reduce anxiety and promote

overall wellbeing. Importantly, these

interventions can also reduce the reliance

on more costly healthcare interventions,

such as hospital admissions and increased

medication use.

The case for interactive activitybased

care

Research consistently shows that

structured activities, particularly those

designed to engage the mind and body,

can have significant positive effects on

people living with cognitive disabilities.

For example, a study published in the

Journal of Alzheimer’s Disease found

that cognitive stimulation therapies

can slow the progression of dementia

and improve quality of life. Similarly,

research from The National Institute for

Health and Care Excellence (NICE)

highlights that structured activities that

promote cognitive engagement can lead

to improved mental health outcomes

for people with cognitive challenges. In

fact, cognitive stimulation therapy, often

involving interactive light technology,

is the only non-drug intervention

recommended by NICE for people

living with mild to moderate dementia.

At Social-Ability, we have seen firsthand

the positive impact specifically

of interactive light therapy, which

encourages movement and cognitive

engagement. Users of this technology

experience reductions in anxiety,

improved focus and a stronger sense of

physical and mental wellbeing. Sheffield

City Council, for example, reported

a 100% improvement in social and

cognitive wellbeing across 13 services,

and a 17% reduction in antipsychotic

medication use. While this is just one

example, it demonstrates the power of

structured, activity-based interventions.

The potential for longer-term

savings

While the idea of investing in nonmedical

interventions like these may

seem like an added cost, research

suggests that they can deliver significant

long-term savings. For example, recent

research published in The Lancet

Healthy Longevity found that structured

activity routines could save the NHS

money. By improving cognitive function

and reducing anxiety, councils can help

to reduce hospital admissions, lower

medication use and delay the need for

more intensive care.

This is particularly important given

the rising demand for services. Without

a shift towards more preventative,

activity-based care, the cost of social

care is likely to continue rising,

placing an even greater strain on local

councils. By investing in activities that

support cognitive function and mental

wellbeing, councils can not only improve

quality of life for vulnerable adults, but

also reduce pressure on hospitals and

other healthcare services.

The pressure on local councils today

is real, but we also have a massive

opportunity to change that in the long

term. With the additional funding now

available, they must choose strategically

where to invest it. Instead of focusing

solely on traditional care models,

councils should consider the longterm

benefits of investing in structured

activities and their numerous benefits.

By prioritising wellbeing and

cognitive engagement for people living

with dementia, autism and learning

disabilities, councils can improve

outcomes for individuals and create a

more sustainable care system. This is

not just a moral imperative, it’s a smart

financial decision.


care | technology

Digital pride can prevent the fall

Peter Skinner, programme director for Digitising Social Care, funded by

the Department of Health and Social Care, outlines what comes next for the

digital transformation of adult social care in England

More than three-quarters of

adult social care providers in

England will be using digital

approaches to care planning this year,

but this shift away from paper is just the

beginning.

There are so many opportunities for

technology to support the delivery

of social care, helping people to live

independently for longer and making

services more efficient, safer and personcentred.

As the sun rose on 2025, the

government set out a series of reforms

for adult social care, including a new

independent commission led by Baroness

Casey. The announcement also included

commitments to continue the digital

transformation of adult social care.

As we move into the new financial

year, we’ll be focusing our work in two

areas; setting technology standards for the

sector and using technology to join up

health and social care services.

What does this mean in practice?

Setting standards for the use of

technology in care

We all know that there’s lots of great

technology out there which can

support care and help people to live

independently. But finding it can be an

issue. You can only find what you need if

you know what to search for. We want to

make it easier for people to find relevant

care technology that’s fit for purpose and

meets a clearly defined set of standards.

This will mean that people who draw

on care, their families and care providers

can confidently buy care tech that works

best to suit their needs. Over the next few

years, we’ll be working with partners to

categorise different types of technology,

providing guidance on where it can be

used and the effect it can have.

Each category of technology will have

a list of minimum functionality that

must be offered, as well as the standards

that apply to that technology. We’ll

then publish a list of solutions that are

compliant with those standards.

Joining up health and care data

While care technologies will play an

increasingly vital role in supporting a

person’s care needs, connecting them

to other systems increases their benefit

even further. Linking care technology to

digital social care records and then linking

data across care and health will radically

change the way care can be managed

and delivered. Care staff will have the

information they need to support a

person’s care, when and where it’s needed.

Some of this is already happening.

The digital social care record solutions

that have been assured by us, now have

access to GP Connect. It means that care

providers will be able to see a restricted

view of the primary care record for

the people they care for – in particular

changes in medications. We will be

helping care providers to switch on and

use GP Connect in their care records over

the coming months. It will mean that care

staff will have relevant health information

at their fingertips whenever it’s needed,

saving valuable time spent trying to

contact the GP for updates.

Looking to the future, as people’s

Peter Skinner

homes become ever more connected

and smart technologies grow more

widespread, we will undoubtedly see

them being used differently as people age

or their care needs change. Whether it’s

a smart speaker giving medication alerts,

sensor-based lights that alert care teams

if someone hasn’t got out of bed in the

morning, or artificial intelligence that

tracks behavioural changes, there is already

so much out there helping us rethink how

care can be provided and how people can

have agency and control over their own

lives. And making sure front line staff have

the information they need will improve

the quality and safety of care.

Social care could be transformed in the

coming years. Our job is simple. We need

to enable that transformation to happen

and make sure it’s done in a safe and

secure way.

“We want to make it

easier for people to find

relevant care technology

that’s fit for purpose and

meets a clearly defined

set of standards.”


Develop your skills

learning and development | care

Rob Newby, head of national workforce development at Skills for Care, talks

about learning and development resources available to support managers

Developing your skills as a

manager is crucial if you want

to lead a service that performs

well and offers the best support possible.

Our latest ASC-WDS data showed that

stable and competent leadership is one

of the main factors affecting turnover

rates. This is because great managers

create a happier team and better cultures,

which typically leads to better retention

and better performance at Care Quality

Commission inspection.

To support managers who want to

learn, we’ve wanted to create a roundup

of all our resources, explaining who

they’re intended for and how they can

support you.

Introductory modules for

managers

Our e-learning modules to support

the development of aspiring and new

managers offer engaging introductions

to key topic areas and provide

opportunities to reflect, ideas to improve

practices, and motivation to learn

more. Based on the manager induction

standards, the modules include real-life

examples of good practice that learners

can connect with, relate to, and learn

from.

Adult social care providers can reclaim

the cost of purchasing the modules via

the new Adult Social Care Learning and

Development Support Scheme (LDSS).

Leading through digital change

programme

Together with the National Care Forum,

we offer a four-day programme designed

to build confidence and the ability to

identify and embed digital technology

in the delivery of care and support.

It’s suitable for all workplace leaders,

including registered managers.

The programme aims to support

managers in gaining the underpinning

skills, knowledge and models of digital

leadership that can be practically applied

when implementing technology in a care

service and promote best

practice.

Adult social care providers

can claim money towards

the cost of the programme

via the LDSS.

Moving Up

The Moving Up programme

is aimed at black and

Asian managers or aspiring

managers who want to

develop themselves and

progress in their careers at

all levels, in all roles and in

all types of social care and

health organisations.

It will help you develop

your leadership style,

grow in confidence and

overcome barriers to your

progress. You’ll also be

able to network with other

likeminded black and Asian

managers and aspiring

managers to share best

practice.

Rob Newby

Nurse leadership programme

Our nurse leadership programme is

designed specifically for internationally

educated registered nurses. You’ll learn

how to build leadership skills, enhance

your confidence, and advance your career

in social care.

Learning from accidents and

events

This e-learning module is designed to

support managers and leaders in all adult

care settings carry out learning reviews

that bring people together to explore

holistically an adverse event or near miss.

Adult social care providers can claim

back the cost of purchasing the module

via the LDSS.

Creating an inclusive

organisation

This e-learning consists of two modules

which explore the barriers to career

progression that people from ethnic

minority backgrounds often face. The

modules will support you to build

confidence to improve equality, diversity

and inclusion within your organisation.

Adult social care providers can claim

back the cost of purchasing each module

via the LDSS.

Visit the Skills for Care website to learn

more about our support for leaders and

managers


care | championing social care

Care Home Open Week

returns this year

From 16-22 June, care homes across the UK will once again throw open their

doors to celebrate Care Home Open Week, a nationwide initiative led by

Championing Social Care

A

celebration which connects

communities, Care Home Open

Week (CHOW) is a week-long

event that shines a light on the essential

role care homes play in our society. The

annual event is dedicated to raising

awareness of care homes as vibrant,

thriving spaces at the heart of their local

communities. It provides a fantastic

opportunity to highlight the incredible

work of care teams and how they support

residents in living fulfilling lives.

This year, Championing Social Care

has announced a partnership with Music

for Dementia giving this year’s event a

‘power of music’ theme. Care homes can

look forward to sing-along sessions three

times a day on m4dRadio.com, Music

for Dementia’s free online radio station

designed to engage residents, families

and local communities in a joyful

celebration of music’s power to uplift

and connect.

Care homes are encouraged this year

to embrace the power of music to bring

people and communities together. From

creating their own Glastonbury, hosting

garden parties, BBQs, or joining the

daily sing-along sessions, every moment

helps to raise awareness and spread

positivity within the care sector.

Supported by the teams at the

National Activity Providers Association

and Music for Dementia, Championing

Social Care provides a comprehensive set

of resources to ensure every care home

can make the most of CHOW 2025.

Music for Dementia will be posting an

activity pack to registered care homes

packed with ideas for fun and inclusive

musical activities designed to help care

staff use music as part of their daily care.

In addition, the Championing Social

Care website will include a huge range of

downloadable activity packs with useful

‘how to’ guides, a media toolkit, and

promotional items to spread the word

in the local community. There’s even an

origami pack.

Great British Care Cycle Relay

Care Home Open Week will be

supported again by Championing Social

Care’s epic Great British Care Cycle

Relay, which promotes community

connections and the importance of care

and wellbeing. In a change to previous

years, the cycle relay will take place a

week ahead of Care Home Open Week

from 12-16 June. The new format relay

will cover approximately 500km in

total via five individual day-long cycle


relays around different UK regions:

Edinburgh, Wales, York, East Midlands

and London.

A national celebration of care

This year’s CHOW is set to be the

biggest yet, with a passionate organising

committee ready to travel and join the

celebrations up and down the UK.

Ed Maxfield, director at Championing

Social Care, said: “Every year, Care

Home Open Week grows in scale,

impact and reach, and 2025 is no

exception. We can’t wait to visit

care homes across the UK, meet the

incredible teams making a difference,

and celebrate the fantastic work

happening within social care.”

Mitesh Dhanak, chair of Care Home

Open Week’s organising committee

and founder of Precious Homes,

added: “Care Home Open Week is an

invaluable opportunity for care homes

to showcase the enriching environments

they create for residents and the deep

connections they build within their

communities. We are incredibly grateful

for the continued support of Virgin

Money, Civitas, and Christie & Co,

and we are thrilled to welcome Person

Centred Software as a new supporter

this year.”

How can you get involved?

Care homes across the UK, through

managers and activity teams etc, are

encouraged to register their homes on

the Championing Social Care website

and get involved in Care Home Open

Week 2025.

Visit: championingsocialcare.org.

uk/care-home-open-week/register/ for

a wealth of resources, event ideas, and

promotional tools to make this year’s

celebrations truly unforgettable.

In addition, Championing Social Care

is eager for volunteer cyclists to take part

in the Great British Care Cycle Relay.

For updates and inspiration, follow

@ChampioningSocialCare on social

media and join the conversation using

#CareHomeOpenWeek or #CHOW25


care | team members

Employee of the month

We talk to Vita Donenko, head of housekeeping at Loveday Abbey Road in London

Tell us a bit about your

background – how did you get

into care housekeeping?

My journey into care housekeeping

began with a passion for creating warm,

clean and welcoming environments

that enhance people’s quality of life.

I’ve always enjoyed helping others and

this role allows me to combine that

desire with my organisational and

housekeeping skills. Knowing that my

work directly contributes to the comfort

and wellbeing of residents is incredibly

fulfilling, and it’s what initially drew me

to this career path.

How do you go about meeting

the needs of residents?

It starts with listening and observing.

Each person at Loveday Abbey Road has

unique preferences and requirements, so

I ensure to personalise the care I provide.

Whether it’s keeping their living spaces

tidy, ensuring they have fresh laundry,

or addressing specific requests, I focus

on attention to detail. Communication

is key – regularly checking in with

residents helps me understand their

expectations and adapt my approach to

make their environment as comfortable

as possible. I also collaborate closely

with other care staff to ensure a holistic

approach to meeting their needs.

What’s a typical day like?

A typical day in care housekeeping

is dynamic and varied at Loveday. I

start with a checklist of tasks to ensure

cleanliness and organisation across

communal areas and private rooms. This

includes vacuuming, dusting, sanitising

surfaces and managing laundry services.

Throughout the day, I restock essential

supplies, monitor hygiene standards and

respond to any immediate needs that

arise. Alongside these tasks, I make time

to interact with residents – whether

it’s sharing a friendly chat or offering

assistance which helps build connections

and provides reassurance. Each day

brings its own challenges and rewards,

but the ultimate goal remains the same

– creating a safe, clean and welcoming

environment for everyone.

What’s the most challenging

part of your job?

Balancing multiple responsibilities while

maintaining consistently high standards.

Every task, from deep cleaning, to

responding to individual resident needs,

demands attention to detail and time

management. Prioritising effectively

can be difficult, especially during busy

periods, but it’s a skill I’ve honed over

time. Additionally, emotional challenges

can arise, particularly when supporting

residents through difficult moments

or those living with dementia, but

these experiences also reinforce the

importance of the work we do.

Is there anything that would

surprise people about your job?

People might be surprised at how much

interaction and connection is involved in

care housekeeping. Beyond maintaining

cleanliness, we often become trusted

members of residents’ daily lives.

Small gestures, like remembering a

favourite scent for laundry or arranging

a resident’s room just the way they like

it, can make a huge difference. These

relationships are incredibly rewarding

and highlight the emotional impact of

this role. It’s more than just cleaning;

it’s about creating a sense of home and

belonging.

Has anything changed since you

started your role?

I’ve noticed advancements in cleaning

technology and techniques that have

made our work more efficient and

environmentally friendly. Personally,

I’ve grown in my ability to understand

and respond to residents’ individual

needs, developing deeper empathy and

adaptability over time. These changes

reflect both personal and professional

development, which makes the role

continuously engaging.

What’s special about the care

home you work for?

Loveday Abbey Road stands out because

Vita Donenko

of its strong sense of community and

commitment to residents’ wellbeing. The

team here genuinely care about creating

a welcoming, family-like atmosphere.

We collaborate closely, ensuring that

every aspect of care, from housekeeping

to medical support, is seamlessly

integrated. The residents feel valued and

respected, which makes the environment

uplifting for both staff and residents – it

really does feel like home for everyone.

It’s a privilege to contribute to a place

that prioritises dignity, comfort and

quality of life.

What skills and talents do you

need to be a great housekeeper?

It requires a blend of practical and

interpersonal skills. Attention to detail

and strong organisational abilities are

essential for maintaining high cleanliness

standards and managing multiple tasks

efficiently. Multitasking is crucial, as is

the ability to adapt to changing needs

throughout the day. However, technical

skills alone aren’t enough – patience,

empathy and effective communication

are equally important. These qualities

help in understanding residents’

preferences and building trust. A

genuine care for others and a proactive

approach to problem-solving are the

hallmarks of an exceptional housekeeper

in a care setting.


manager in focus | care

10 questions with…

Izabela Klaczkiewicz, registered general manager at Loveday Abbey Road in London

Why did you join the social care

sector?

Social care is such a vital industry, and

I have always loved caring for people

who have contributed so much to

society. I knew I could make a real

difference to the lives of others. I saw

it as an opportunity to pursue a truly

fulfilling career where I could do what I

love, continue to grow and always have

meaningful work. Helping people has

always been in my nature.

What do you enjoy most about

your job?

I love helping people and connecting

with them, whether it’s members,

families or staff. It genuinely makes

me feel at home and Loveday Abbey

Road is definitely my second home. I

take great pride in seeing the positive

outcomes we achieve for those who

need it most. Making people happy

brings me so much joy and makes

all the effort worthwhile. I also

enjoy inspiring my team, leaving a

lasting legacy and giving back to the

community.

Who is your social care hero

and why?

I can’t single out just one person

because every carer who looks after

someone is a social care hero in my eyes.

Family members who care for loved

ones at home without formal training

or preparation are truly remarkable –

they do it purely out of love. It can be

incredibly challenging and, in many

cases, life-changing. Similarly, nurses,

carers, ancillary staff and everyone

working tirelessly behind the scenes

make such an important contribution

– they are also heroes. Seeing my team’s

dedication every day reminds me that

we all do this for the same reason – to

care.

What’s the one thing you would

change about social care?

I would advocate for increased funding

across the entire social care sector to

address workforce shortages and ensure

Izabela Klaczkiewicz

carers are given the support, resources

and staffing they need to perform at

their best. The current pressures in the

UK are immense, with many carers

working under challenging conditions

and limited options. Additionally, I

believe it’s crucial to provide more

recognition, funding and practical

support to unpaid carers who selflessly

dedicate their time to caring for loved

ones.

What, in your opinion, makes a

great care worker?

A great care worker is someone with

empathy, compassion and humility,

someone who can truly see the world

through the eyes of the person they’re

caring for. If you can understand life

from their perspective, you’ll be able to

provide the very best care.

What do you do when life all

gets a bit too much?

I step outside and immerse myself in

nature – the fresh outdoors and sounds

of nature are so restorative. Sea fishing

and listening to the sound of the waves

is my happy place and I often go to

Eastbourne on the weekends. One day,

I’d love to have a camper van so I can

easily escape into nature whenever I

need a break.

Which three famous people

would you invite to dinner, and

why?

The prime minister so we could discuss

social care and explore solutions for the

industry’s challenges. Richard Branson

is a visionary, full of innovative ideas

and would make for a fascinating

and inspirational conversation on

driving change. And Keanu Reeves is

a renowned philanthropist who has

donated millions to cancer research

and children’s hospitals. Having cared

for his sister during her battle with

leukaemia, he embodies compassion

and humility, key qualities for social

care workers. He is a true inspiration

and the perfect dinner party guest.

What three items would you

bring with you on a desert

island?

First, a fishing rod – that takes care

of food. Second, a survival kit that

includes a device to turn saltwater into

drinkable water. Third, a selection of

books for relaxation. I’d also hope for

good company to share laughs with

while we’re stranded.

What’s your secret talent?

I love baking – chocolate cake is my

favourite, but I enjoy making all kinds

of baked treats and sharing them with

others. Seeing people enjoy my baking

brings me so much happiness.

I’m also a passionate gardener and take

pride in growing the biggest tomatoes

you’ve ever seen.

What advice would you give

your younger self?

Never doubt yourself, always believe

in your abilities and take the risks.

Looking back, I had some self-doubt at

the start of my career, but I’ve learned

that confidence and persistence open

doors to incredible opportunities.


care | care heroes

Who will

be the

Care Heroes

of 2025?

Care Heroes is a competition

designed to recognise brilliant

individuals working in care homes who

go above and beyond in their roles

Whether they are carers,

housekeeping staff, or

activity coordinators,

these dedicated professionals make

a profound difference in the lives of

residents. This initiative celebrates

those who bring kindness, creativity

and compassion to their daily work

– often in ways that extend beyond

their job descriptions. From small but

meaningful gestures, to innovative ideas

that enhance residents’ wellbeing, Care

Heroes highlights the positive impact

these individuals have in the care sector.

Why is Care Heroes important?

The care industry is built on dedication,

empathy and commitment, yet many of

those who work tirelessly in this field

don’t always receive the recognition

they deserve. Care Heroes is there

to acknowledge and celebrate the

incredible work being done every day

in care homes. By showcasing these

inspiring stories, the competition

helps to raise awareness of the vital

contributions made by care workers. It

also fosters a culture of appreciation,

helping to inspire others in the sector

and reinforce the importance of

person-centred care.

Why does Ontex sponsor Care

Heroes?

Ontex is passionate about supporting

the care sector and understands the

crucial role that care home staff play

in improving residents’ quality of life.

As a company that provides essential

incontinence care products, Ontex is

committed to enhancing dignity and

comfort for individuals in care settings.

Sponsoring Care Heroes aligns with

Ontex’s values by shining a light on

the remarkable individuals who make

a real difference every day. Supporting

this initiative is one way Ontex can

express gratitude to those who work

tirelessly to create warm, welcoming

and compassionate environments for

care home residents.

What are the judges looking

for?

The judging panel seeks individuals

who go the extra mile to make care

homes truly special places. This could

be someone who introduces creative

activities, offers heartfelt support, or

finds unique ways to enhance residents’

wellbeing. Care Heroes is there for

people who take initiative, show

extraordinary kindness, and make a

real difference in residents’ daily lives.

Judges will be looking for stories of

dedication, innovation and positive

impact, ensuring that those who bring

joy and comfort to care homes receive

the recognition they deserve.

What do the winner and

runners-up receive?

The overall winner of Care Heroes

receives a £500 Love2Shop voucher

and a feature in Caring Times magazine,

giving them well-earned recognition

for their exceptional contributions.

Three runners-up are also celebrated

with a £250 Love2Shop voucher each,

along with individual features in the

magazine. In addition to these prizes,

all winners receive certificates presented

at the Care Management Show,

providing further acknowledgment of

their outstanding efforts. These rewards

serve as a small token of appreciation

for the incredible work care home staff

do every day.

To nominate someone for Care

Heroes 2025 go to: caring-times.

co.uk/care-heroes-2025-opens-forsubmissions/


Last year's overall winner

Kate Smith, a support worker at Rebecca Homes, was the overall winner of

the 2024 Ontex Care Heroes Award, earning a £500 Love2Shop voucher

care heroes | care

There are thousands of people

working in UK care homes who

make a real difference, whether

it’s behind the scenes in the laundry

room, preparing meals in the kitchen

or providing direct personal care for

the residents. The Ontex Care Heroes

Award seeks out and recognises those

who go beyond the job description.

Whether it’s the gardener who brings

residents their favourite biscuits or a

housekeeper who helps residents to

rediscover their hobbies, the award is

designed to shine a spotlight on those

who bring a little bit of extra joy into

the care world.

“We’re excited to again sponsor

Care Heroes,” said Ontex marketing

manager Nicole Fenton. “It is always

tricky selecting the winners due to the

many worthy nominations submitted.

Our winners really will have gone above

and beyond in the workplace, so it’s

lovely that they are recognised by their

colleagues, residents or family members

who have nominated them.”

For last year’s Care Heroes Award,

Caring Times invited the overall winner

and three runners-up on stage at the

Care Managers Show at the National

Exhibition Centre in Birmingham

at the end of June to receive their

certificates and prizes.

The winner and runners-up were

selected after what was the most

competitive Care Heroes nominations

process yet.

As well as receiving their certificates,

each Care Hero was awarded a

Love2Shop voucher – £500 for the

overall winner and £250 for the

runners-up.

The winner was Kate Smith, a

support worker at Rebecca Homes in

Yoxall, Staffordshire.

Here’s what her colleague had to say

about her admirable dedication to the

role: “I believe Kate should be awarded

because of the huge positive impact she

has had working in our care home.

“A long-term member of staff left in

2022 and one person living at the home

Kate Smith

was particularly worried about this and

that his passion for gardening would

not be the same as the person who left

was a keen gardener.

“Kate a young member of care staff,

currently studying for a psychology

degree, and not an experienced

gardener, did some research and

volunteered without being asked to step

into a the role of continuing to support

this individual in his hobby.

“Kate has done an amazing job and

made great improvements in the garden.

She has created this beautiful vegetable

patch and arranged the greenhouse into

an organised workable area. She has

planted vegetables and flowers with the

person we support. She has successfully

grown seasonal vegetables, herbs and

spices that everyone living at the home

have enjoyed and tried. The various

vegetables have continued throughout

the year as well.

“She also improved the environment

of the home by planting pretty wild

flowers, so again everyone has enjoyed

her work and she has kept interest

going right from the moment she

offered to support this individual in

November 2022 until now. She has

also maintained the grounds painting

fences and doesn’t mind at all mucking

in digging up the garden and doing

physically demanding tasks.

“She has also asked to do her

dissertation for her psychology degree

on relatives’ perspectives of their son

or daughter as a young adult in a care

home. So her caring nature is from

all perspectives, as a young person

herself she has been such an inspiration

to all.”


care | wellbeing

Carers as teachers

Viv Stead, head of recreation and wellbeing at care home operator Nellsar, describes

how peer-to-peer learning among care home residents has brought about real benefits

Care homes can be vibrant hubs

of community life, offering

much more than a safe and

comfortable environment for residents.

At Nellsar, we embrace the philosophy

that age is no barrier to learning or

sharing talents. Peer-to-peer learning is a

cornerstone of our approach, enriching

residents’ lives by fostering engagement,

enhancing wellbeing and nurturing a

strong sense of purpose.

Promoting social connection

and reducing isolation

Loneliness and isolation are significant

challenges for elderly individuals, but

peer-to-peer learning offers a meaningful

way to foster social interaction. When

residents share skills and knowledge,

they not only engage with one another

but also create new friendships and

support networks.

At our Sonya Lodge Residential Care

Home in Dartford, Kent, one resident,

Margherita, began teaching her peers

Italian, turning her passion into a shared

experience. Residents practise greetings,

sing songs and explore new cultural

dimensions together. This initiative

has helped forge strong bonds and

significantly reduced feelings of isolation,

reminding residents that they are part of a

warm and supportive community.

Enhancing wellbeing and

renewing purpose

Participating in peer-led activities

fosters a sense of accomplishment and

a renewed sense of purpose. When

residents take on teaching roles, they

regain confidence and a feeling of

contribution, which positively affects

their mental wellbeing.

For example, Pam, another resident

at Sonya Lodge, initiated a craft circle

where she teaches her peers to create

delicate tissue-paper roses. These sessions

are not only creative outlets but also

provide therapeutic benefits. Engaging

in art and teaching others brings joy and

fulfilment, reinforcing a sense of selfworth

and purpose among residents.

Preserving and celebrating

individual talents

Every resident has a unique set of skills

and experiences that deserve to be

acknowledged and celebrated. Peerto-peer

learning provides a platform

for these talents to shine, preserving

personal legacies while enriching the

lives of others.

Whether it’s leading a singing session

or quiz, sharing culinary expertise, or

guiding a book club discussion, these

moments highlight the diversity and

value of each individual. Encouraging

residents to take pride in their

knowledge fosters a deeper connection

within the care home community.

Build a supportive and

inclusive community

When residents actively teach and

learn from one another, a sense of

unity naturally develops within the

home. These interactions help create

a nurturing environment where every

resident feels valued, contributing to a

strong collective identity.

Recreation and wellbeing programmes

should be designed to amplify this

spirit, ensuring that activities encourage

collaboration, mutual respect and

inclusivity. A culture of shared learning

strengthens relationships and reinforces

a sense of belonging among residents.

Tips for fostering peer-to-peer

learning

To implement peer-to-peer learning

initiatives successfully, consider the

following strategies:

• Identify and support individual

talents – Encourage residents to share

their hobbies or skills. For example,

if someone is a keen gardener, they

could lead a gardening group. Gentle

encouragement helps unlock hidden

talents and fosters confidence.

• Create structured opportunities for

sharing – Provide dedicated time and

space for residents to teach or learn

from their peers. Establish a regular

schedule of activities, such as language

“When residents actively

teach and learn from one

another, a sense of unity

naturally develops within

the home.”

lessons, art workshops, or cooking

demonstrations, which help integrate

peer-to-peer learning into daily

routines.

• Encourage collaboration across

groups – Fostering teamwork

ensures that everyone feels included.

Pair residents with complementary

interests or team up newer residents

with long-standing members to ease

transitions and strengthen community

ties.

• Equip team members to facilitate –

Care home staff play a crucial role in

identifying opportunities for peer-topeer

learning and supporting residents

in their efforts. They can guide

sessions, ensure inclusivity and provide

necessary materials or resources.

• Celebrate achievements together

– Recognising and celebrating the

outcomes of peer-led activities is

essential. Whether it’s showcasing

artwork, hosting a musical

performance or organising an informal

awards event, these celebrations

reinforce a culture of mutual

appreciation and encouragement.

Thriving communities through

shared learning

At Nellsar, our care homes are more

than just places to live – they are

places to thrive. By fostering peer-topeer

learning, we provide residents

with valuable avenues for connection,

creativity and personal growth. These

shared experiences not only enhance the

quality of life but also strengthen the

strong, empathetic communities that

form the heart of our care philosophy.


national care awards | care

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Caring Times, April 2025

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