Caring Times, June 2025

06/2025
June 2025 Edition
Care bed
crisis
The state of later living accommodation
Think differently
Neurodiverse recruitment and training
Take cover
Ensure your home is properly insured
Prepare for inquests
Prevention of Future Deaths reports
caring-times.co.uk

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14 PROTEST AND SURVIVE
Protect the sector from existential
threat
18 SUPPORT FOR PROVIDERS
Help with care home inspections
and growth across both markets. In
real terms, the US market tends to
yield higher AWFs than the UK;
however, these numbers are difficult
decisions and should provide further
22 STATESIDE COMPARISON
to compare directly due to differences
in pricing structures and underlying
product in some cases. Pricing strategy
itself is highly complex, influenced by
factors unique to each market. That
said, when indexed to Q1 2018, the
AWF in the UK has been growing at
a faster rate than in the US across the
different product types over the past six
years. While one might attribute this
growth to higher inflation in the UK,
both countries have generally followed
a similar inflation trend during this
period, suggesting that other factors may
be at play; perhaps the path to sector
maturity being trod in the UK is some
with high potential for healthy margins.
For non-domestic investors, these factors
play a crucial role in shaping investment
incentive to lean toward investing in the
UK care market.
US investment Conclusions in the – UK potential elderly care
market
consolidation and a base for
strong returns
Although pinpointing the exact reasons
behind the significant growth of US
investment in UK care, especially over
the past 18 months, is complex, we can
make some educated assumptions. A key
factor lies in the general composition
of the two markets – the US market
has a clear inclination and well-trodden
path toward consolidation, something
the UK has yet to embrace fully.
diligent execution of consolidation can
unlock significant upside.
One additional factor that hasn’t
been discussed at length, but is still very
important, is that US investors tend to
be much more knowledgeable and aware
of the intricacies of the senior living/care
home market. This is by virtue that the
market in the US is much more mature
compared to the UK and other overseas
counterparts. This gives US investors the
upper hand when it comes to experience
and knowledge, as compared to other
international investors.
Finally, it would be unjust to forego
mentioning the current political
environment, particularly in the US. The
Trump administration is likely to make
changes, many of which will impact
the care home market, and potentially
28 THINK DIFFERENTLY
Neurodiverse recruitment and training

business | welcome
Care matters
Chief executive officer
Alex Dampier
Chief operating officer
Sarah Hyman
Head of marketing
Carrie Lee
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 2025
The views expressed in Caring Times are not necessarily
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In Caring Times this month we feature
contributors who address several of the
pressing issues facing our industry at the
moment.
On page 10, Bluebell Care’s Jonathan
Gardner laments the fact that although
the Casey Commission is now under
way it’s unlikely to be in a position to
recommend any meaningful action
before we face yet another change of
government, sending any reform plans
the way of previous strategies that have
fallen foul of political expediency.
Gardener isn’t all pessimism however,
as he recognises Baroness Casey’s personal
qualities, in particular her track record
of tackling difficult social problems with
vigour and independence, and expresses
hope that under her leadership there
may eventually be a route through to the
cross-party consensus central to achieving
positive change.
And change we will desperately
need, as Amy France and Victoria Du
Croz tell us on page 12 in their article
about the state of the country’s later
living accommodation. Referring to the
rather shocking statistic that just 86 net
additional care home beds were added to
the national stock last year, they refer to
recommendations by The Older People’s
Housing Taskforce which has called for
the strengthening of planning policies to
ensure sufficient land is made available
to support the volume of new care beds
needed.
Despite a steady stream of government
planning announcements from Labour
since they took power, only 36% of local
plans in England have a specific policy
for local living. While being a nod in the
right direction, it’s not necessarily enough
to drive the sort of change required.
However, more positively, on page
22, Cushman & Wakefield’s Jack
Kelleher points out that UK elderly care
investment last year broke through the
£3 billion threshold, and that 56% of that
investment was provided by US-based
investors. What follows is an analysis
of why the sector is attracting stateside
investment, along with a comparison of
both country’s sectors.
Kelleher points out that the UK
market is highly fragmented, with 88%
of homes owned by small independent
operators, quite often family-run
businesses managing up to 10 homes.
In the US, in contrast, the market is
far more consolidated, with almost
half the nation’s homes operated by
larger groups managing 25 or more
properties. This, Kelleher says, is the
reason for US interest, with the lack of
UK consolidation attracting investors
tempted by the possibility of unlocking
economies of scale, driving operational
efficiencies and creating strong regional
or national groups.
Moving away from the macro
issues to focus on the operational side
of the business, we have a spirited
contribution on page 32 from Fairway
Healthcare’s Alex O’Neill, who urges care
management to focus on development of,
and reward for, the existing workforce,
rather than frittering away substantial
funds on recruitment and marketing.
Mangers, he points out, spend 20% of
their time attempting to hire, onboard
and orientate new employees, many of
whom leave within months. The solution
is then short-term agency cover leading
to inconsistent standards and fractured
teams. “It’s not sustainable, It’s not
working. And it’s not good enough,” he
concludes.
Elsewhere, Colliers’ Ali Willoughby
provides an overview of the Providers
Unite lobby group, organiser of
February’s National Day of Action, when
3,500 of us gathered in Westminster to
protest the way the sector is regarded and
in particular to plead for a reversal of the
government’s hike of employers’ National
Insurance contributions.
And finally, something to cheer us all
up amid all the challenges was the final of
the Care Sector’s Got Talent competition,
covered on page 54, a joyous event held in
Birmingham in April, which was won by
fabulous saxophonist Ola Ojekanmi from
Netherley, Liverpool, which you can view
on the Championing Social Care website.
Charles Wheeldon
Editor
Caring Times
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business | news
News in brief
POLICY & POLITICS
Ban on overseas workers
The government announced it is to
end the recruitment of overseas care
workers by 2028 in a move criticised
by operators and unions. Care
England chief executive Martin Green,
described the decision as “a crushing
blow to an already-fragile sector” and
accused the government of “kicking
us while we’re already down”. The
Homecare Association’s chief executive
Jane Townson said: “International
recruitment is a lifeline for the home
care sector, enabling us to provide vital
support to older and disabled people in
their own homes.
Guidance for international adult
social care recruitment fund
The government has published
guidance on its £12.5 million
international recruitment fund for
the adult social care sector which
aims to ensure individuals work
for legitimate care providers while
tackling exploitation. The money
pot comes as the government reports
“unacceptable increases” in unethical
practices and exploitation in the
adult social care sector. The money
will be made available in 2025/2026
to support migrant care workers
affected by sponsor non-compliance
or unethical practice and will address
poor employment practices. Othe
Wes Streeting
2024/2025 financial year, 15 regional
and sub-regional partnerships
across England have established the
infrastructure and processes to support
migrant care workers into new, ethical
employment with new sponsors.
TRAINING
Cutting-edge technology
introduced in social care
In a bid to shift adult social care
from analogue to digital as part of
the government’s Plan for Change,
the health and social care secretary
Wes Streeting has announced a new
qualification that will equip care leaders
with the skills to use and rapidly deploy
technology across care homes and other
support settings. The training will focus
on tools which have been shown to
improve the quality of care and reduce
pressure on staff. This includes: motion
sensors that can detect and alert staff
when a patient has a fall; video telecare
to allow remote appointments with
doctors and carers to reduce the need to
travel; and artificial intelligence which
can automate routine tasks such as note
taking or predicting when a patient
might need additional care
Free training programme for
young carers
West Midlands-based training provider,
Embark Learning Care Academy,
has joined forces with charity The
King’s Trust to deliver a free training
programme for young people to provide
them with the skills they need to
begin a career in care. Aimed at those
aged between 18-30 who have either
previously trained in health and social
care or have experience as young or
unpaid carers, it offers participants
expert-led support, hands-on training,
and a clear pathway into employment.
SUPPLIER NEWS
Hamberley launches dementia
strategy
Hamberley Care Homes has launched
a new dementia strategy to ensure
residents can live as independently as
possible. The ‘Bringing out the best’
6 | JUNE 2025 CARING-TIMES.CO.UK

news | business
strategy is headed up by dementia
expert, David Moore, who joined
the company last year as head of
dementia. The strategy is built around
the principle of ‘doing with’ residents
rather than ‘doing to’ residents, as they
progress through the different stages of
the illness.
FINANCE
93% of healthcare investors
look to deploy capital
Investment demand is set to rise in the
UK healthcare market this year, with
93% of investors planning to increase
their healthcare allocations, according
to CBRE’s ‘2025 UK healthcare
sentiment survey’. Investors predict that
the greatest demand this year will be for
specialist care homes, with confidence
in the subsector driven by continued
government investment into specialist
care services and increasing demand
for services across the population.
Elderly care homes continue to attract
investment as the needs of the ageing
population increase, and age-related
healthcare assets have proven resilient
against economic fluctuations, offering
sustainable long-term cash flows,
according to the report. Operators are
also optimistic, with 62% expecting to
grow their portfolios over the next five
years.
Constantia Healthcare
refinances for acquisitions
Yorkshire-based residential and
nursing care home provider
Constantia Healthcare has completed
a refinancing geared towards growth
and acquisitions. The group has
completed eight acquisitions since
2018, with the most recent being
the Millings residential care home in
North Yorkshire last year. The funding
package was provided by Barclays; law
firm Clarion advised on the refinancing.
DEVELOPMENT
Call to build more care homes
Developers and operators are being
urged to build more care homes across
the country as a new report reveals a
growing shortfall in bed numbers and
issues with existing buildings which
Training at Embark Learning Care Academy
are increasingly unfit for purpose. The
‘Healthcare development opportunities’
report from Knight Frank about the
state of healthcare’s ageing supply reveals
that care home supply over the past year
grew by just 86 beds – or 2.9% – despite
the population of over-65s increasing
by 20.7% over the same period. There
has also been an increase in the number
of deregistrations of care homes, driven
by the fact that older assets are no
longer fit for purpose – 76% of care
homes are more than 20 years old. This
is largely due to a lack of en suite or
wetroom facilities and concerns by the
Care Quality Commission, with 19%
of existing facilities currently rated as
Requires improvement or Inadequate
following inspections.
WELFARE
Multilingual helpline champions
carer wellbeing
Nellsar, a family-run group of 13 care
homes across the Southeast of England,
is using a dedicated helpline to give its
staff and their immediate family access
to free confidential support whenever
they need it. The helpline offers a safe,
multilingual space to talk with trained
professionals and provides emotional
reassurance, practical guidance, and
signposting in all languages required by
its diverse staff.
CARING-TIMES.CO.UK JUNE 2025 | 7

business | real estate & development
Property news
Partners (SLIP). They will be operated
by Audley under its Mayfield Villages
brand. Amenities will include a village
hall, health and wellness centre,
residents’ lounge, outdoor gardens and
terraces. SLIP is a partnership between
real estate investor Octopus Real Estate
and insurer of defined benefit pensions,
Pension Insurance Corporation.
Black Swan Care Group is opening a
care home in Taverham, on the outskirts
of Norwich, supporting up to 30 people
living with dementia. The home is the
former Eastlands care home which
closed in October 2022 and the new
facility will be renamed, reflecting its
change of ownership. The bedrooms
will be all fully furnished with en suite
wetrooms. There will also be large
communal living areas including a
conservatory overlooking the gardens, a
dining room, a hairdressing salon, and a
beauty treatment salon.
The RDCP and Monarch management
RDCP Care has acquired Nottinghambased
Monarch Healthcare which
provides nursing care, residential care
and dementia care across 13 care and
nursing homes, located across South
Yorkshire, Lincolnshire, Derbyshire,
Nottinghamshire and Staffordshire. The
company offers short-term, respite and
long-term residential care and employs
850 staff. It has a turnover of £25 million
and EBITDA of £6 million.
Muller Property Group has secured
outline planning permission for a new,
purpose-built 80-bed care home on
the outskirts of Hereford. The twostorey
care home will offer spacious
en suite bedrooms, a cinema, library,
a hair and nail salon and landscaped
gardens. Ancillary areas will include staff
facilities, offices and centrally-located
nursing stations and treatment rooms.
Optimo Care Group has acquired
Essex-based Spectra Care, which has
a portfolio of supported living units
across Ilford and Chingford, delivering
services to younger adults with learning
disabilities and autism. The sale was
facilitated by DC Care and Optimo and
advised by Freeths (legal), Hazlewoods
(financial and tax), and Knight Frank
(property). Spectra Care was advised by
Setfords (legal) and Azets (tax).
In London, Brent Cross Town’s 148
retirement living properties for over-60s
has been granted planning permission.
The units will be delivered by Audley
Group and Senior Living Investment
Braid Hills, a former nursing home for
119 residents, will be reopened in the
next few years following its acquisition
by Crown Care Group. It occupies
an extensive two-storey purpose-built
property from the 1990s, situated on a
3.84-acre plot in the Liberton suburb of
Edinburgh. It was previously owned by
Bupa Care Homes and ceased trading in
July last year. The plan is to redevelop the
site into a modern future-proof facility.
Business property advisor Christie & Co
facilitated the deal.
Macc Care Group has opened a
new care home in Great Wyrley,
Staffordshire, offering 90 bedrooms
with amenities including a café, cinema,
gym, and hair salon. It will offer nursing
care alongside specialist dementia
support and respite services. The home
is adjacent to Wyrley Court, Macc Care’s
latest retirement village.
8 | JUNE 2025 CARING-TIMES.CO.UK

real estate & development | business
Luxury care home provider KYN
will begin construction on a new
£30 million London care home in
Highgate this summer, set to open in
early 2028. Working with Studio PDP
architects, KYN will convert two former
residential buildings to create the home.
Covering 0.82 acres, the site will include
61 bedrooms, with interiors fashioned
by Nina Campbell. It will feature
facilities and social areas, including a
central shared dining room, a ‘Namaste
care’ room for residents living with
dementia, an art studio, a spa and gym, a
screening room and a library.
Muller Property Group has exchanged
contracts and made a planning
submission for an 80-bedroom
residential care home development,
arranged over two to four storeys, in
Oundle Woodston, Peterborough, to be
constructed by Wynbrook in partnership
with Synergy Care Developments. It will
be operated by Acacia Care. Healthcare
property consultant Knight Frank
marketed the site on behalf of Muller.
Lina Chirandura has purchased The
Graylyns Residential Home near
Haverfordwest, Pembrokeshire,
which is registered to provide residential
dementia and respite care to up to 15
residents. The home has been owned
and operated by husband and wife,
Graham and Lynne Jones, and their son
Andrew. The couple opened the home in
1998 and decided to sell as part of their
retirement planning.
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business | politics & policy
Realistic expectations
Jonathan Gardner, chief executive of Bluebird Care, says we must make the
most of the Casey Commission
The start of the long-awaited
independent review into social
care by Baroness Casey is finally
upon us. Launched with little fanfare, the
publication of the Commission’s terms
of reference, have left the sector with
very little confidence that it will achieve
meaningful change in a sensible time
frame.
Like many others across the sector,
I have mixed feelings about the
Commission. Its delayed start, excessively
long delivery timeline, and backseat to
the NHS 10-year plan are genuinely
disappointing.
There’s also the very real chance that by
the time the review’s recommendations
are ready for action, we will be amid a
change of government (if the recent local
election results are any indication) which
risks sending any substantial reform plans
the same way as previously mapped out
strategies that became political anathema.
Nonetheless, despite these significant
concerns, we must seize this imperfect
opportunity. The scale of the challenge
facing our sector is vast, and quick
wins simply don’t exist. Can the Casey
Commission deliver a real chance to
establish foundations for sustainable,
long-term change that our sector
desperately needs?
Casey’s track record of change
Yes, the delays and extended timelines of
the Commission are frustrating. But what
gives me some hope is the government’s
choice for leading the review. Baroness
Casey’s proven ability to tackle difficult,
deeply entrenched social problems with
rigour and independence brings major
credibility. While remaining cautious
about expecting too much from this
review, Casey’s independence is also at
least a safeguard against purely political
goal-scoring outcomes.
It is this independence that can offer
opportunities for cross-party support
behind the recommendations that
eventually materialise, which will be
crucial if they are to cross beyond the next
electoral cycle.
Realistic expectations within
financial constraints
“The commission’s recommendations
must remain affordable, operating within
the fiscal constraints of Spending Review
settlements for the remainder of this
Parliament.” This clause in the terms of
reference is perhaps the biggest blow
to hopes of meaningful investment in
reform of our sector – the review had yet
to hear a single piece of evidence before
its hands were tied to a Spending Review
process that had already happened and
will be made public next month. This
comes as little surprise in the context of
the fiscal challenges facing the country –
this is a Treasury decision, after all.
Given these financial constraints,
the Commission must surely focus on
reforms that don’t require major new
cash injections. Though no replacement
for proper long-term funding, practical
improvements can, and should, now be
delivered through smarter policy decisionmaking
and design, and more effective
and impactful use of existing resources.
Through data integration, crosssector
collaboration, and intelligent
long-term commissioning practices it
remains possible to make substantial
improvements without the need for huge
new investment.
We know from experience with our
Bluebird Care Assist free health check
programme for customers that improved
data-sharing between health and care
systems streamlines processes, reduces
inefficiencies, and enhances care quality
at minimal system cost. Coupled with a
shift towards long-term, outcome-focused
commissioning practices, and we can
begin to introduce much greater stability
across the sector.
Essential active engagement
from the sector
This Commission’s success will live or die
by how much it genuinely listens to the
many and diverse voices across our sector.
We all have a responsibility to engage
meaningfully and sustain our involvement
as the review progresses – there is certainly
Jonathan Gardner
more than enough time to do so.
It will certainly be tempting to leave
the advocacy and engagement to the
admirable work of our unions and
representative bodies across our sector
– but operators, front line teams and
those who use care services all have a
part to play in building our sector back.
Our voices must be loud, clear and
consistent to provide the detailed insights
that will ground the Commission’s
recommendations in reality.
Conclusion
There’s no doubt that the Casey
Commission terms of reference confirm
our worries that this review, and
meaningful reform, is not the urgent
priority it ought to be.
However, taken in good faith, the
Commission can present a critical
opportunity finally to break the
damaging cycle of short-term policy
interventions that have destabilised social
care for decades. While we await the
long-term delivery of recommendations
for reform, we will continue to fight for
more immediate interventions that boost
stability, sustainability and growth in our
sector for the good of those we care for.
We must not waste the chance for
long-term reform by writing off the
Commission entirely – our responsibility
now is to make sure that the review
doesn’t produce just another report,
but the foundation for real, sustainable
change.
10 | JUNE 2025 CARING-TIMES.CO.UK

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business | social care
Care bed crisis
Amy France and Victoria Du Croz comment on the state of later living accommodation following
the publication late last year of the report from The Older People’s Housing Taskforce
The statistics around the number
of new care home beds delivered
last year have recently been
revealed and are stark. Just 86 net
additional care home beds is nowhere
near the figure needed to meet existing
and projected demand. This lack of
provision is adding pressure to an already
struggling social care system and has a
critical effect on our ailing healthcare
system.
The challenge isn’t just around care
homes though; there’s an urgent need
for a range of suitable later living
housing options to meet varying needs.
It’s well understood that appropriate
housing in later life can improve health
outcomes, both physical and mental,
alleviating pressure on the health system
and improving individual wellbeing and
quality of life.
The Older People’s Housing
Taskforce was formed to address
the lack of suitable, accessible and
affordable housing options for older
people. Published nearly six months
ago it’s hard to understand what, if
any, progress is being made. One of the
key recommendations was the need to
strengthen planning policies to ensure
that sufficient land is made available
to support the volumes of new supply
needed, as well as ensuring older people’s
housing is given greater priority in the
creation of local plans. The government
has made a steady stream of planning
announcements since coming into
power, including restating housing
targets and adding a specific reference to
‘mixed tenure sites’, including ‘housing
designed for specific groups such as
older people’s housing’ in the National
Planning Policy Framework.
“Currently only 36% of
local plans in England
have a specific policy for
later living.”
Amy France
Currently only 36% of local plans in
England have a specific policy for later
living. While this nod to the need for
greater provision of suitable housing
for older people is positive, it is not
necessarily going to drive a large enough
step change in delivery. The Taskforce
did an analysis of the number of schemes
being approved or rejected at planning.
The analysis found that the approval
rate for older people’s housing schemes
is 57% of all applications made, but this
rate falls as schemes get larger, with just
45% of schemes with 120 units or more
being granted planning permission. This
is a particular challenge for later living
schemes where it is often necessary to
have larger schemes, as the number of
operational services required makes it
unviable unless certain economies of
scale are achieved.
The Planning and Infrastructure
Bill, which is currently making its way
through the House of Commons,
includes proposals to introduce
mandatory training for local councillors,
whereby they will need to receive a
certificate to sit on planning committees.
An essential part of this training needs
to be ensuring local councillors have a
thorough understanding of the need for
mixed tenure sites and the demand for
different types of housing. Historically,
schemes for older people’s housing have
come forward on unallocated greenbelt
Victoria Du Croz
sites as it cannot compete for greenfield
allocations on the same basis as open
market housing. The government’s
redesignation of some greenbelt land to
greybelt land may improve the chances
of older people housing schemes being
approved.
Fundamentally, though, there remains
significant challenges in delivering a
suitable quantity and range of housing
options for later life. While the
Taskforce identified several levers that
could be pulled to remedy the rate of
delivery, there’s no quick solution and
without a standardised methodology for
local assessment and specific allocations
within Local Plans there is going to
continue to be a severe undersupply
of suitable homes. This lack of supply
affects the wider supply of housing in the
market, as older people are staying put in
larger family homes, affects individuals
mental and physical wellbeing, and puts
pressure on the UK’s health system.
The only silver lining from the
growing supply and demand is that
the fundamentals are becoming more
attractive to investors and lenders into
the market. These market forces should
combine with the planning levers
discussed in this piece to accelerate
delivery.
Amy France is a partner and Victoria Du
Croz a partner and head of planning at law
firm Forsters
12 | JUNE 2025 CARING-TIMES.CO.UK

sponsored content | business
Financing the next care home
By Anthony Newman, senior specialist relationship manager at Allica Bank
Finding finance to buy a new care
home is often a struggle for care
home operators. Whether you
have decades of experience or are just
starting out, the complexities of the
sector mean many banks just aren’t
prepared to lend to you.
But you shouldn't give up hope. There
are still lenders, like Allica Bank, keen
to support this vital sector. And one
way to really boost your chances is by
making a strong application.
So, I thought I’d share a few
considerations from a lender’s
perspective that, if they’re addressed
upfront, should help you make the best
start.
The property
When it comes to the building itself,
lenders pay close attention to its design
and capacity. Is it purpose-built or
a conversion? Conservative lenders
typically only finance purpose-built
properties.
Equally important is the number of
beds – a key driver of revenue potential.
Some banks typically want to see
40-plus beds, whereas some like Allica
will consider 20-plus.
Lenders also look at the general
longevity of the building – if it’s
been well-maintained and whether
the essentials are in good repair (for
example, lifts) or high quality (for
example, room sizes).
Zooming out a little, the lender will
also assess the local area for demand
and competition – now and in the
future.
The business
For existing operators, a strong
regulatory track record is crucial –
many lenders require a minimum
Good rating from the Care Quality
Commission. Some lenders like Allica,
however, may look beyond this or
consider external mock inspections if
past ratings are a barrier.
A capable management team is
also key, particularly for operators
expanding into multiple homes. While
experience in the sector helps, lenders
are open to supporting newcomers
who can clearly demonstrate their
commitment to delivering high-quality
care.
Anthony Newman
“Many lenders
require a minimum
Good rating from
the Care Quality
Commission.”
Finally, financial strength matters.
While EBITDA remains a core metric,
lenders will also assess underlying
cash flows to ensure the business can
comfortably support new borrowing.
The biggest question of all
Ultimately, the key question for a
lender could be ‘Would I be happy if a
loved one was staying here?’ At Allica,
at least, this is the real litmus test. If
not, it’s hard for us to justify saying yes.
Ready to grow?
I hope that’s helped. By focusing on the
above when engaging a lender, you’ll
help them see a fuller picture of your
business and your commitment to the
sector.
If you’ve got plans to grow, we’d
love to see if we can help – especially
if you’re struggling with traditional
lenders. I can promise a considered,
personalised conversation from Allica.
If you’re ready to explore your
options – or just want to understand
what’s possible – we’d love to talk.
CARING-TIMES.CO.UK JUNE 2025 | 13

business | politics & policy
Protest and survive
Ali Willoughby, associate director in real estate company Colliers’ healthcare team,
investigates calls for change to protect the care home sector from existential threat
Recent changes to National
Insurance and other rising
operational costs have prompted
leaders within the care home sector to
set up a pressure group called Providers
Unite. Its purpose is to lobby the
government to give greater priority to
the sector when many operators are
faced with the possibility of not being
able to fulfil care contracts, threatening
the viability of a significant number of
small and medium-sized homes.
Industry experts estimate 8%-10%
increases in staffing costs will
necessitate fee increases of around
5%, which can be passed on through
cross-subsidisation in homes with a mix
of private and state-funded residents
(but will presumably result in even
bigger fee increases for privately funded
residents). Smaller homes which focus
to a greater extent on local authority
fees will be particularly affected.
According to the Office for Budget
Responsibility it is estimated these extra
costs amount to £800 per employee per
annum.
Providers Unite is raising awareness
of the growing social care crisis and a
National Day of Action was called in
late February, urging the chancellor
to reverse the National Insurance
increases. A survey conducted just
before the Day of Action reported
that 47% of 570 care providers would
be handing back contracts to local
authorities or integrated care boards
due to funding pressures.
“This isn’t about noise, it’s
about real change rooted
in purpose, powered by
those who live and breathe
social care every day. We
need accountability over
chaos. Parity over power.”
The House of Lords tabled
amendments to overturn the NI ruling,
but to no avail – and the social care
sector looks set for yet another blow to
its finances and morale as the system
has failed to address current and longprojected
demographic change.
Nadra Ahmed, chairman of the
National Care Association, explained
the raison d’etre for Providers Unite:
“We fully support the long-term goals
of improving adult social care, but
immediate action is essential to prevent
more people in our communities from
having to fight for the care and support
they need. That is why Providers Unite
was formed and why we held the first
rally at Parliament, enabling over 3,500
sector advocates to voice their genuine
concerns about the impact of National
Insurance changes, on top of years of
funding pressures.
“Providers Unite members welcome
continued discussions with Treasury
and DHSC colleagues to identify
practical solutions that protect both the
sector and the people it serves.”
A member of the campaign added:
“This isn’t about noise, it’s about real
change rooted in purpose, powered by
those who live and breathe social care
every day. We need accountability over
chaos. Parity over power.”
Consequences for commercial
real estate
Care home real estate is a significant
business – total UK values reached
£26.2 billion at the end of 2024,
compared to £22.2 billion in March
2023. However, operational markets are
only viable if the service they provide
can continue, and the sector is faced
with significant harm inflicted on
many providers, especially those reliant
on council-funded placements which
already struggle to reflect the true cost
of care.
Worst case scenario? A slew of homes
may be forced to close, destabilising the
sector having corresponding adverse
effects on the care home market. There
Ali Willoughby
are currently 16,566 care homes in the
UK employing approximately 1.59
million people looking after 441,479
residents and non-residents. 51%
(226,319) of these are funded by local
authorities – suddenly the 47% statistic
from the Providers Unite survey looks
very ominous indeed.
The cover image of the March
issue of Care Markets magazine is
that of a pulverised orange above the
caption ‘The squeeze on price’, with a
full-page grab quote two pages later
from William Laing, the chairman
of LaingBuisson, the main provider
of market intelligence for the sector:
“This discrepancy between council
and private payer prices can’t continue,
but it’s difficult to see how it can be
resolved.”
Essentially, the social care sector is
facing a perfect storm of a range of cost
hikes (that is, National Living Wage pay
increases which concertina up through
the grades), and rising energy costs in
24/7 facilities. The imposition of NI
increases could well be the last straw
for a significant number of providers
that simply cannot meet all financial
expectations, as well as future-proof
premises which were not designed for
easy 21st century net zero conversion.
And that’s not all – a survey of the
County Councils Network found
14 | JUNE 2025 CARING-TIMES.CO.UK

85% of rural authorities are in a worse position that before
the Autumn Budget and recent local government finance
settlements, which is likely to result in further cuts to services
and a further whittling away at sector resilience.
are Home Finance
So what is the cure for the care sector?
Mike Padgham, chairman of the Independent Care Group
up to
– a non-profit organisation supporting the sector across
80% funding against
Yorkshire, said: “For me, the answer lies in creating a
national full care market service. Not value a nationalised system that removes
the independence of providers, but a unified, national
• 80% organisation for high quality that gives modern social care purpose and health equal footing.
built One homes that values and supports care in the same way it does
healthcare.
• 75% for “We converted could learn a homes lot from how GPs operate within the
• 70% NHS. for first They’re time independent, buyers self-employed professionals,
yet they function within a stable national framework. That
• 100% structure for extensions gives them clear and expectations, purchasing financial security and
further professional homesrespect – something the social care sector sorely
lacks. But structure alone won’t fix the system. To truly raise
the status and sustainability of social care, we need to back it
Worried about the impact of NI & NMW, we can
with fair and consistent funding.
range up to 5 years interest only, for any purpose.
“This also means setting a national rate for care services.
Repayment Too often, profiles providers of up to are 25 forced years to available. negotiate wildly different
Fully sanctioned fees with local facilities authorities, before creating valuations a postcode then lottery and
constant
subject
financial
to valuation
strain.
and
A single,
legals.
fair rate across the country
would bring greater stability – and respect – for the work we
Please email do.” a brief summary of your funding
requirement Finally, it’s to: worth mvhwiddows@aol.com
bearing in mind that in mid-2022 there
were 1.7 million people aged 85 years and over, making up
2.5% of the population. By mid-2047, this is projected almost
to double to 3.3 million, representing 4.3% of the total UK
www.globalbusinessfinance.net
population. Perhaps these are the most important numbers in
this article.
Care Home Finance
up to 80% funding against
full market value
• 80% for high quality modern purpose
built homes
• 75% for high quality converted homes
• 70% for older style converted homes
• 70% for first time buyers
• 65% for homes with ‘requires
improvement’ rating
• 100% for extensions and purchasing
further homes
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
CARING-TIMES.CO.UK JUNE 2025 | 15

business | insurance
Take cover
It is important to ensure that your care home is adequately protected in the event
of a business-endangering event
Underinsurance is a problem
facing a variety of industries.
In fact, it’s estimated that
commercial buildings are only covered
for an estimated 69% of their true
reinstatement value, according to
industry experts.
For the care home sector, the Average
Clause is an important stipulation
to underinsurance which often gets
overlooked; one which could threaten
the quality of care provided and cause
huge financial shortfalls for UK care
homes.
Ensuring the safety and support for
individuals receiving care to live and
thrive with dignity is the number one
priority. Understanding the Average
Clause of your policy to ensure you
have adequate cover is paramount to
upholding this commitment, protecting
your staff, residents and members of the
public from a variety of risks.
Alan Kirkwood, director at insurance
broker WH&R McCartney, explains:
“Most property insurance policies will
likely include an Average Clause – this
is a clause for an insurer to pay out a
proportionate amount for what you are
claiming, based on how much you are
underinsured by.
“For example, a care home might
“Most property
insurance policies
will likely include
an Average Clause
– this is a clause for
an insurer to pay
out a proportionate
amount for what you
are claiming, based
on how much you are
underinsured by.”
be insured for £10 million, but a true
rebuild cost is more like £15 million
– this care provider is underinsured
by one third. So, when they needed to
make a claim on some fire damage, at
approximately £3 million, the insurer
would only cover the costs of the initial
two thirds of the claim, leaving the care
home to self-fund for the remaining
million.
“In this way, the Average Clause is a
bit of a curse. If applied on a claim, it
can lead to a financial shortfall, which
might disrupt the normal running
of the business, impact care home
residents and even result in closure.
“We saw it with a second-generation
family-run care home group, who
narrowly avoided breaching banking
covenants after a routine insurance
review uncovered millions of pounds
worth of underinsurance across
its property portfolio. The group,
which operates six care homes, had
expanded rapidly over three years
through acquisitions, but insurance
arrangements had not kept pace with
growth.
“Four of the six homes were insured
for well below their actual rebuild
value. Working with an approved
valuer, our review team discovered
that two older, stone-built properties
were insured for just £4 million each.
In reality, the cost to reinstate them
was £8.2 million and £9.5 million
respectively – a shortfall of 52% and
58%.
“The insurance review found the
group was technically in breach of its
funding agreements, which required
full reinstatement cover. Had a major
loss occurred, the insurer’s payout
would have fallen drastically short,
potentially triggering loan recalls and
even repossessions.
“At a time when the UK’s care
facilities are already under financial,
social and legislative scrutiny, it’s
important they can feel empowered to
provide a continuity of care for those in
need.”
Alan Kirkwood
Underinsurance happens because
of several reasons, many of which are
out of the control of the care provider.
For example, rising construction costs,
outdated rebuild valuations and costs
associated with compliance to new
regulations are all factors influencing
the value of your business. To ensure
you can deliver exemplary care for your
residents, it’s important you review
the total sum insured with a specialist
broker.
Kirkwood continues: “Crucially, we
can help those who have been let down
by other insurance companies, who
haven’t necessarily made policyholders
aware of the Average Clause and how it
could impact their entitlement. Perhaps
they have made a claim on their care
home policy and have realised too late
they could’ve been entitled to more.
“To mitigate the risk of
underinsurance, a trusted broker can
manage the complex administration so
you can focus on delivering a high level
of care. Whether it’s adjusting policies
for inflation, accounting for all rebuild
costs, or providing the necessary legal
counsel, a broker can act quickly on
your behalf for complex claims to
minimise business disruption and save
on costs. Ultimately, this approach
ensures that extra layer of care for your
facility, staff and residents.”
16 | JUNE 2025 CARING-TIMES.CO.UK

sponsored content | business
Three data-backed tips to convert
website traffic into enquiries
Right now many groups are experiencing high occupancy. However, with fewer care seekers
looking for placements, care homes face growing competition to secure future residents
To stand out and convert interest
into admissions, marketers
must track the full journey and
capture every touchpoint that leads to
a call.
Analysing data from over three million
care home website visits and one million
care home calls, the 2025 spring edition
of ‘Mediahawk’s care home trends
report’ uncovered fascinating insights
into care seeker habits. The data shows
a competitive market where visitor
volumes don’t always translate into calls.
Inspired by this analysis, here are some
quick wins to help you convert more
traffic into enquiries for your care home:
1. Your visitor-to-call ratio is
more important than you think
The ‘2025 State of call tracking report’
revealed that only 16% of respondents
ranked the visitor-to-call (VCR) ratio
as one of their top five metrics. Yet it’s
an important measure of how effectively
you’re converting care seeker interest
into intent. It compares how many visits
your website gets versus how many calls
originate on your website. There was
an overall drop in this metric between
March 2024 and March 2025.
If you’re seeing a lot of visits but few
calls, it can mean one of three things:
1. Care seekers are spending more
time on research and comparing
options before calling.
2. You’re prioritising brand awareness
and reaching people too early in their
journey.
3. There’s a gap in your care seeker
journey that’s preventing conversions.
Whatever the cause, if you’re seeing
a drop in VCR, it’s time to audit your
website for opportunities to boost
conversions.
“Detailed resources that answer care
seekers’ questions and moves them
onto the next stage in the journey will
improve your conversion rate,” explains
Faye Thomassen, head of marketing for
Mediahawk. “Even something
as simple as making your phone
number more prominent makes a
difference.”
2. Track all sources for full
marketing attribution
Mediahawk’s ‘State of call
tracking report’ shows a decline
in marketers using trackable
numbers across channels. With
tighter budgets, many care home
marketers are making cutbacks –
but without tracking performance,
there’s a risk of overspending on
channels that don’t drive move-ins.
Over the past year, data shows a
more tactical use of pay-per-click, with
leads from Google PPC falling while
Google organic’s share increased.
“More care home marketers are relying
on organic search to bring in care seekers
while occupancy rates are high, with
targeted investment in PPC to boost
visibility for care homes with more
space,” says Thomassen. “It’s a smart way
to manage spend without losing out on
key channels.”
Call tracking attributes every call
across your marketing channels, helping
you take a more tactical approach and
spend your budget in the right places.
3. Use artificial intelligence in a
way that suits your care home
AI is a powerful tool when you use it
in the right way – but adoption can
be complex. Some care home leaders
are hesitant to embrace AI, as they’re
worried about potential risks.
“It’s understandable that leaders are
cautious about AI in care where the
human touch is so important,” says
Thomassen. “Introducing a chatbot or
using generative AI for ads might not
be the right choice for you, but there
are other ways to take advantage of AI’s
capabilities.”
Analytics is one of AI’s most mature
and widely used applications, allowing
marketers to dig deep into their data
without hours of manual work.
AI-driven analytics comes in many
different forms – but conversation
analysis is especially powerful for
care homes, where phone calls are a
key source of enquiries. It securely
and automatically analyses each call,
identifying key topics, logging the
outcome, and measuring the care seeker’s
intent. This helps you understand who’s
calling you, and the best ways to convert
them; all positive signals you can use to
optimise your PPC ads.
Summary
In a competitive market, small changes
make a big difference.
Understanding your VCR and
tracking your sources helps you optimise
the care seeker journey, while AI-driven
analytics reveals who’s calling and
what matters most to them – giving
you the insights to increase leads and
conversions.
Explore the figures and analysis that
inspired these tips; get your copy of
the latest ‘Care homes trends report’:
mediahawk.co.uk/care-trends
CARING-TIMES.CO.UK JUNE 2025 | 17

business | regulation
Support for providers
Dr Kevin Groombridge, chief executive of Care Inspections UK, describes how his
company is helping resolve some of the issues surrounding care home inspections
The care sector in England is
under strain, and confidence in
the systems designed to oversee
it is starting to fracture. The Care
Quality Commission is facing growing
criticism over delays, backlogs and a
perceived failure to provide timely or
consistent oversight. Concerns are
growing about a lack of independence
and conflicts of interest. Providers and
families alike are asking whether the
current model is still fit for purpose.
At the start of this year, the CQC
reported a backlog of around 5,000
unresolved Notifications of Concern,
alerts raised by care workers, managers
and members of the public about
potential safeguarding or service quality
issues. Many of these have yet to be
investigated. Alongside this, research
conducted by the company I lead, Care
Inspections UK (CiUK), an accredited
and registered independent care
inspection body, found that thousands
of care homes are still waiting for their
first full inspection since the start of
the pandemic. The data analysed earlier
this year revealed that more than 6,000
care homes in England had not received
a comprehensive review since before
2020.
Political pressure is also mounting.
Last year, health secretary Wes
Streeting described the CQC as not fit
for purpose, pointing to inconsistent
standards and slow responses to
concerns. The regulator’s inspection
framework has been criticised for
relying too heavily on historic data,
with many providers waiting months
for reports to be published, leaving
families and residents with limited
visibility into the current quality of
care.
CiUK offers a model that operates
alongside regulation, focusing on
improving care outcomes, not through
condemnation but through evidencebased
feedback and genuine support.
A system in crisis
The delays and backlogs plaguing
the CQC have real consequences.
Providers report waiting up to four
months to receive inspection reports,
during which time avoidable problems
can escalate. In an environment where
timely intervention is crucial, these lags
leave providers vulnerable, and families
uninformed.
The implications for residents and
their families are deeply troubling. The
government needs to get real about
the fundamentally flawed CQC. Not
only is it monumentally behind, but its
metrics are skewed. It bases ratings on
subjective and biased opinions rather
than rigorous evidence and data. It
leaves care home operators out in the
cold, offering criticism without support.
CiUK’s model has been shaped in
Dr Kevin Groombridge
response to these systemic issues. The
organisation delivers reports quickly and
focuses on practical outcomes, ensuring
that providers are given the tools to
respond to challenges rather than being
criticised and left hanging. Its inspections
are rooted in real-world evidence and led
by professionals with direct experience in
health and social care.
Subscription-based service
To support providers in a more
structured and sustainable way, CiUK
“We know from
experience that
care improves
when providers are
supported, not just
scrutinised.”
18 | JUNE 2025 CARING-TIMES.CO.UK

Berehill House became the first home in Hampshire
to achieve a certificate of compliance from CiUK
has launched a subscription-based
inspection service which allows care
homes to choose from three tiers:
Silver, Gold and Platinum, depending
on their operational needs, size and
ambitions for improvement.
At its core, the service aims to make
external inspection and feedback
continuous rather than reactive.
Regular visits, personalised action
plans, and fast turnaround reports offer
providers a clearer view of where they
stand and what to improve. For many, it
is the first time they have had access to
consistent, expert feedback without the
anxiety of regulatory penalties.
We know from experience that care
improves when providers are supported,
not just scrutinised. Our role is to give
them the information and advice they
need to deliver better outcomes, not to
catch them out.
Uptake of the service has grown
steadily, with providers reporting
greater confidence in their ability
to prepare for statutory inspections,
engage staff and demonstrate quality to
families.
A call for regulatory reform
CiUK is also calling for broader reform.
Central to our message is the idea that
inspection and regulation should be
distinct functions. The current system
conflates enforcement with evaluation,
creating a culture of fear rather than
improvement.
Inspection and regulation should
not be conflated. Providers deserve fair,
expert evaluation from professionals
who understand the nuances of care,
not just box ticking. The current
system is broken. It is time for a more
intelligent approach.
CiUK believes that accredited,
independent inspection bodies can play
a key role in a more responsive system,
where a statutory regulator focuses on
enforcement and governance. At the
same time, trusted inspectors provide
frequent, meaningful insight to help
services improve.
A team grounded in experience
What makes CiUK’s approach
distinctive is the people behind it.
Our inspection teams include former
regulators, clinicians and sector leaders
who bring practical understanding to
their assessments. This experience allows
them to identify risks others might
miss and to offer relevant, achievable
and compassionate advice. We know
what good care looks like because we
have delivered it ourselves. We don’t
just tell providers where issues must be
addressed; we help them fix them.
Building momentum
As confidence in the traditional
system wavers, CiUK’s approach is
gaining attention across the care sector.
Providers, sector advocates and policy
thinkers are beginning to support
the idea that care quality should be
driven by consistency, expertise and
collaboration, not by fear of punitive
visits or bureaucratic standards.
Subscription-based inspection is
no longer being seen as a nice thing.
For many, it is becoming essential in a
landscape where regulatory visibility is
patchy and expectations are high.
Legislative change will take time, but
CiUK is already demonstrating what a
more balanced, supportive future could
look like, one where quality care is not
just demanded but enabled.
CiUK’s recent growth points to
something bigger than business success.
It reflects a growing belief that the
care sector deserves better tools, better
systems and better support. For a sector
long overshadowed by uncertainty and
underinvestment, this may finally be a
step in the right direction.
CARING-TIMES.CO.UK JUNE 2025 | 19

business | coroners
Prepare for inquests
Keara Bowden-Nicholas explains how a coroner may issue a Prevention
of Future Deaths report and what to do in those circumstances
By their nature, inquests are
emotional proceedings, fraught
with legal technicalities and
potential pitfalls, especially for those in
the care sector. One very serious risk is
that the coroner will issue what’s known
as a Prevention of Future Deaths (PFD)
report.
What is a PFD?
When coroners are concerned that
further deaths may occur if something
isn’t changed or addressed, they are
required to issue a PFD report. These
are public, published online, and
require responses to be sent within 56
days. The response should set out what
action has been taken, what is proposed
to be done about the issues raised in the
PFD, or an explanation if no action is
to be taken.
Coroners are not restricted to the
central issues of the inquest when
issuing a PFD. For example, a recent
report issued to a care provider raised
concerns about an unclear falls policy
(specifically when falls should be
reported internally and externally),
poor audits and poor record-keeping.
A PFD can adversely affect a service’s
reputation and require resources to be
used in dealing with the PFD, not to
mention that such reports can attract
unwanted attention from regulators
such as the Care Quality Commission.
When there is a death in a service,
there can be a risk of a health and safety
prosecution by CQC, as well as civil
“By their nature,
inquests are
emotional
proceedings,
fraught with legal
technicalities and
potential pitfalls.”
compliance action. The entirety of the
circumstances must be managed.
Can PFDs be avoided?
It might not be possible to avoid a PFD
altogether but there are steps that can
be taken to mitigate the risk of one
being issued by the coroner:
1. Proper investigation and analysis
of incidents
If there is evidence that proper
investigation and analysis is
undertaken when incidents occur,
this can be helpful in demonstrating
that there are robust procedures in
place and that the risk of a similar
situation happening again has been
mitigated.
Any investigation should set out
learnings points that have been
identified as a result of the incident.
2. Identify who should give evidence
Providing evidence from the right
people is absolutely key. It might not
be appropriate to have statements
only from the staff who were ‘on
hand’; further evidence from a
manager or director, dealing with
wider issues, may also be required.
3. Clear and robust witness evidence
Any witness evidence should be
clear, detailed and ideally given in
a chronological manner. Relevant
documentation should be referred
to and exhibited as part of the
statement.
4. Proper witness preparation
Giving evidence is a stressful
experience and witnesses should
be properly prepared, with a full
understanding of the matter and their
role in the proceedings. Having a
strong witness statement is only the
first step in preparation – witnesses
should make themselves familiar
with all of the evidence that is before
the coroner and should expect to be
questioned.
Keara Bowden-Nicholas
“While it might not
be possible to avoid
a PFD, it’s essential
to prepare properly
for an inquest if
there’s a risk that a
PFD report may be
issued.”
Conclusion
While it might not be possible to
avoid a PFD, it’s essential to prepare
properly for an inquest if there’s a risk
that a PFD report may be issued. Early
identification of the risks and robust
witness statements from the right
people are key to reassuring the coroner
that you have a handle on the matter
and that a PFD is not required.
The health and social care team at
RWK Goodman provides support
to care providers in preparing for
and dealing with inquests, and also
managing the wider set of potential
regulatory and other ramifications that
flow from them.
Keara Bowden-Nicholas is a senior
associate in the health and social care
team at law firm RWK Goodman
20 | JUNE 2025 CARING-TIMES.CO.UK

What’s next for digital?
technology | business
The Digitising Social Care programme has started work on a new Social Care
Interoperability Platform to connect health and social care, says Chris Elkington,
the programme’s assistant director
My eldest son, Stanley, has a rare
genetic condition called Kabuki
Syndrome, which means he’s
got quite complex needs. When he was
diagnosed at the age of two, we landed in
the world of health and care with a bump.
My experience of caring for a disabled
child and navigating the complexities
of the system drives my passion both
professionally and personally – about
creating truly connected digital
infrastructure in social care.
I started learning about the world of
additional needs from my family life and
found the disconnect between councils
difficult and disheartening. In my working
life, I headed the team at NHS Digital
which launched a safeguarding service
called Child Protection Information
Sharing (CP-IS).
Lessons learned from the Baby P
case and other national tragedies drove
the requirement to connect 152 local
authority services to the NHS. We
deployed the CP-IS service to more than
1,000 healthcare sites so that when a child
showed up at an A&E it would be able
to tell that child was protected, all the
time establishing robust data protection
measures and a firm legal basis.
During my career I’ve also worked on
digitalising vaccinations programmes as
well as the GP Connect service, so it’s
probably fair to say I have experience
when it comes to building complex digital
infrastructure.
Now aged 13, the prospect of Stanley
leaving school and losing all the support
he has had as a child when he turns 18 is
scary. So, I jumped at the chance to join
the Digitising Social Care programme
and make a difference in adult social care.
What I’ve realised in my time here is that,
while health is largely nationalised with a
large amount of control over what data is
collected and who can access it, the world
of social care doesn’t work in the same way.
Everything is held locally or in supplier
systems and there’s no way to look across
the entire care activity to see how it all
links together. Despite this, when it comes
to direct care, I’ve seen health and care
teams and professionals work incredibly
well together, sharing information for the
benefit of individuals. And that is what
we are hoping to build on with the Social
Care Interoperability Platform (SCIP).
There’s no doubt we’ve got a long way
to go before we crack interoperability and
can support seamless, joined up working
across health and care. But here in the
Digitising Social Care programme we’re
busy laying the foundations.
We have been rolling out GP Connect
access through assured digital social care
record solution suppliers and releasing a
set of minimum operational data standards
for adult social care. Our next phase
will include creating a national, central
infrastructure to support interoperability
and safely share data to support better
care. Through SCIP we aim to join up
health and care data to help us deliver
truly integrated, efficient, person-centred
health and care. It will help us close the gap
between health and care systems, enabling
collaborative working and improving
outcomes.
Having an interoperability platform
in place will mean that teams and
professionals won’t have to connect with
hundreds of different health and care
systems – people delivering care will be
able to access all the information in one
place. It’s not a new app or website; it’s a
much more fundamental piece of digital
infrastructure. Think of the telecoms
companies laying out fibre optic cables in
our streets. We don’t necessarily interact
with those companies directly, but they
run the infrastructure that all our home
broadband runs off.
Major IT infrastructure projects require
an agile approach. This means starting
with a journey of discovery – carrying
out user research, hearing from health
and social care professionals at every level
about what they need, then building
small, testing, iterating, and slowly scaling
up, improving and testing it as we go. It’s
the opposite of spending vast sums of
money and many years building a great big
Chris Elkington
“We’ve got a long way
to go before we crack
interoperability and can
support seamless, joined
up working across health
and care.”
machine behind closed doors, making it fit
the letter of the brief we started with, only
to throw open the doors on completion to
find that the world has changed and it’s no
longer fit for purpose.
This means whatever we build can
continue to evolve as user needs evolve.
SCIP will help us join up previously
fragmented services, enable seamless
communication and data exchanges, and
help improve both continuity and quality
of care.
It means that in the future, I can be
confident when my son reaches adulthood
that he can go between education, work,
a supported living setting or healthcare
settings and everyone will have the
information they need to be able to
support him.
None of this will happen fast, but we
have committed to creating a base system
by March next year. And that’s when, little
by little, things will start to change.
CARING-TIMES.CO.UK JUNE 2025 | 21

business | investment
Stateside comparison
What has driven the growth in US investment in the UK elderly care market?
asks Jack Kelleher, senior analyst at real estate firm Cushman & Wakefield
2024 was a major year for UK
elderly care investment with
volumes breaking the £3 billion
threshold for the first time since
Cushman & Wakefield began analysis.
Underneath this, we have observed
that over the past three years, the UK
care market has attracted ever-growing
interest and investment from US-based
investors. Last year alone, US investment
in the UK reached £1.7 billion,
representing 56% of total deal flow –
with nearly £1.3 billion concentrated in
Q4 alone.
The key question is: why has the share
of investment shifted so significantly
toward US-based investors?
To understand this shift, we first need
to examine the fundamental differences
between the care offerings and market
dynamics in the UK and the US. In the
US, senior housing and care are divided
into four distinct community types, each
providing progressively higher levels
of care – and typically commanding
higher fees: They are independent living,
assisted living, memory care, and nursing
care.
In contrast, care in the UK is less
stratified and contains a notable smaller
component of seniors housing, thus
generally categorised into two main
types of homes: residential homes and
nursing homes.
The first major difference between the
two markets lies in market maturity. The
US senior housing and care sector is
far more developed, with an estimated
3.2 million units of investment supply
and an elderly population (aged 65-plus)
of approximately 58 million, resulting
“The key question is:
why has the share of
investment shifted
so significantly
toward US-based
investors?”
in a penetration rate of 5.5%. In
comparison, the UK market has around
460,000 beds for an elderly population
of approximately 12.9 million, yielding
a penetration rate of 3.6%.
It’s worth noting that the US has
invested significantly more in seniors
housing (offering zero to low levels of
care) and has embraced this model more
widely than the UK. Nevertheless, the
data makes it clear that the US market is
considerably more established by scale
and penetration.
One of the most significant differences
in market dynamics is the level of
operator consolidation – specifically,
the number of homes managed under a
single operator.
The UK market remains highly
fragmented, with 88% of homes owned
by small independent operators, often
family-run businesses managing up to
10 homes. In contrast, the US market
has undergone significant consolidation,
with 48% of homes operated by larger
groups managing 25 or more properties.
This lack of consolidation in the UK
presents a compelling opportunity
for US investors, as acquiring and
integrating smaller operators could
unlock substantial economies of scale,
drive operational efficiencies, and create
stronger regional or national platforms.
This driver is perhaps nothing
new when it comes to non-domestic
investment looking at the UK market,
but the fact remains, and we continue
to observe US investors with active deal
flow on this basis.
Investment volumes and the
effect of macroeconomic
events
The larger size of the US market means
it trades with far higher volumes than
the UK. However, when analysing
investment trends over the past six years,
it’s clear that both markets respond
similarly to key macro socio-economic
events.
• The onset of Covid-19 had a
significant effect on both economies,
Jack Kelleher
and the care sector within each was no
exception with transaction volumes
declining sharply in Q1 2020.
• Both markets saw a rebound in
investment activity, with volumes
picking up after a short lag once
Covid-related legal restrictions were
lifted (US: late 2021, UK: mid-2021).
• The steady rise in base interest rates
throughout 2022 and 2023 slowed
transaction flow in both markets
versus historic levels. However,
investment activity increased
following either speculation or official
announcements of rate cuts in the
short to medium term.
Scale aside, these patterns highlight
how key macroeconomic events affect
both the US and UK care markets
in similar ways. This correlation is
unsurprising, given that elderly care
is inherently a ‘people product’ tied
to social infrastructure. Regardless of
wider economic shifts, demand for care
services persists, and the sector continues
to operate with relatively limited
disruption in the long run.
Average weekly fees and fee
growth
The term Average Weekly Fee (AWF) is
more commonly used in the UK market
(versus ‘rent’ in the US), but it serves
as a strong indicator of performance
22 | JUNE 2025 CARING-TIMES.CO.UK

and growth across both markets. In
real terms, the US market tends to
yield higher AWFs than the UK;
however, these numbers are difficult
to compare directly due to differences
in pricing structures and underlying
product in some cases. Pricing strategy
itself is highly complex, influenced by
factors unique to each market. That
said, when indexed to Q1 2018, the
AWF in the UK has been growing at
a faster rate than in the US across the
different product types over the past six
years. While one might attribute this
growth to higher inflation in the UK,
both countries have generally followed
a similar inflation trend during this
period, suggesting that other factors may
be at play; perhaps the path to sector
maturity being trod in the UK is some
way behind the US.
Several factors could be contributing
to the higher AWF growth in the
UK. One notable observation by the
Cushman & Wakefield team is that the
market’s response to inflation in terms
of occupancy levels has been minimal.
While basic supply and demand
principles would suggest that higher care
home prices should lead to a drop in
occupancy, the demand from users has
proved to be relatively inelastic. Since the
Covid-19 pandemic, average occupancy
has steadily increased, and by mid-2023,
it has stabilised at around 88%.
This combination of rising fees and
stable occupancy presents a strong
foundation for well-performing assets
with high potential for healthy margins.
For non-domestic investors, these factors
play a crucial role in shaping investment
decisions and should provide further
incentive to lean toward investing in the
UK care market.
Conclusions – potential
consolidation and a base for
strong returns
Although pinpointing the exact reasons
behind the significant growth of US
investment in UK care, especially over
the past 18 months, is complex, we can
make some educated assumptions. A key
factor lies in the general composition
of the two markets – the US market
has a clear inclination and well-trodden
path toward consolidation, something
the UK has yet to embrace fully.
There remains a strong argument for
consolidation in the UK and we’ve seen
steps in this direction in the form of the
large and small WholeCo transactions
by US-based investors in the past year
or so. It’s certain that the consolidation
project is far from compete in the
UK, whether by operational buyers or
PropCo investors.
The positivity is supported by strong
trading key performance indicators in
the UK market, with robust fee growth
coupled with high, stable occupancy
rates, creating an attractive environment
for profitable margins. While many
factors influence this, including a strong
operator (brand identity, marketing,
level of care, etc) and quality real estate,
diligent execution of consolidation can
unlock significant upside.
One additional factor that hasn’t
been discussed at length, but is still very
important, is that US investors tend to
be much more knowledgeable and aware
of the intricacies of the senior living/care
home market. This is by virtue that the
market in the US is much more mature
compared to the UK and other overseas
counterparts. This gives US investors the
upper hand when it comes to experience
and knowledge, as compared to other
international investors.
Finally, it would be unjust to forego
mentioning the current political
environment, particularly in the US. The
Trump administration is likely to make
changes, many of which will impact
the care home market, and potentially
effect overseas investment. However, it
is far too early to draw any conclusions
relating to the political landscape, one
that seemingly is changing every day.
All being said, it’s unlikely – and not
anticipated in the short to medium term
– that the UK care market will mirror
its US counterpart. There are numerous
factors that shape each market,
including differing market dynamics,
fundamental geography and variation
in demographics, political influence,
and an entirely different consumer base
with distinct needs and expectations.
However, the data points to the
importance of US investors in the UK
care market and it wouldn’t be surprising
to see this trend continue.
CARING-TIMES.CO.UK JUNE 2025 | 23

business | technology
The next step forward
Johan Jardevall, chief executive of Person Centred Software explains
why the future of care depends on data and performance
If you take a moment to look at how
we live today – how we manage
our homes, shop, travel, bank, or
monitor our health – it’s clear how
deeply digital and data-driven our lives
have become. And yet, in the sector
entrusted with caring for our most
vulnerable – residential care – we’re
only just scratching the surface of what
technology can really do to help us
improve lives.
That’s changing. And it needs to.
I’ve built my career on data and
artificial intelligence empowered
solutions, and I’m convinced it’s the
answer to so many of the complex
challenges this sector grapples with.
I’ve seen just how committed, hardworking
and caring people in this
industry are. But I’ve also seen how
often they’re let down – by disconnected
systems, paper trails, and a lack of
visibility that makes it almost impossible
to understand, let alone improve, the
quality of care being delivered.
This is a pivotal moment for the
care sector, and we believe data and
technology – used in the right way –
can make the difference between just
getting by and genuinely improving lives
– and running better care businesses.
Because the thing we often forget is,
care providers are also businesses, and
like every other business, they need to
be effective, efficient, competitive and
profitable.
“To put it simply,
the care sector
needs to move
from recording
what happened, to
knowing what to do
next – proactively,
confidently, and
based on evidence.”
From digitalisation to
intelligence
In recent years, many care homes have
taken big steps in moving from paper
to digital systems. That’s no small feat,
and it’s delivered some real efficiencies.
But it’s not enough. The increasingly
complexity and pressures on this sector,
and rising expectations of families
buying care, call for something more.
Digital forms alone don’t raise care
quality. They don’t show you what’s
working or not working. And they
certainly don’t give families, regulators,
or care teams a clear view of outcomes.
We’ve digitalised. Now we need
intelligently to connect, interpret, and
act on that data.
To put it simply, the care sector
needs to move from recording what
happened, to knowing what to do next
– proactively, confidently, and based on
evidence.
If we can move the needle in this way,
it delivers the visibility, confidence,
actionable improvements and
competitive business advantages that will
enable a better care experience for every
stakeholder in the ecosystem.
The untapped potential of AI
and data in care
AI is already shaping industries from
retail to healthcare. In care, it has
the potential to revolutionise both
business and resident outcomes.
Imagine knowing which residents are
most at risk of a fall before it happens.
Or spotting early signs of isolation or
health decline. Or being able to answer
the question: “Are we delivering the
best possible care for this person – and
how do we know?”
Imagine being able to demonstrate
to families deciding which home to
entrust a loved one that your setting
was objectively and comparably better
versus an equivalent setting – and
charge accordingly. For this capability
to be possible, you need two things:
structured data at scale, and a system
through which to manage and make
Johan Jardevall
use of it. This is where Person Centred
Software (PCS) has invested heavily.
The data
At PCS, we’ve been building care
software for over a decade – tools like
mCare, Atlas eMar, and ResHub that are
used every day in thousands of homes.
But what’s really powerful is the data
behind those tools. We now support
more than 300,000 residents every day,
with more than 400 million care notes
recorded daily and 13 million medicines
administered monthly. We have more
than four times the structured care data
of any other provider in the UK.
The volume and velocity of our
data allows us to offer meaningful,
comparative, predictive insights into
care performance. The next challenge is
delivering this in a comprehensive, userfriendly
solution that allows homes to
utilise and benefit from these powerful
insights – and power continuous
improvements.
Why care needs a management
system
Think about any well-run school,
hospital or airline. What do they all have
in common? A management system – a
structured way to plan, deliver, review,
and improve their core service. Care
hasn’t had this. Not really. Instead, we’ve
24 | JUNE 2025 CARING-TIMES.CO.UK

technology | business
“Our research
shows families are
willing to pay more
for care when they
can clearly see the
outcomes.”
had forms, inspections, anecdotes, and
a lot of reactive problem-solving. Even
outstanding homes can’t easily prove
why they’re outstanding – or learn
what to improve. And that’s incredibly
frustrating for managers and front line
carers alike.
That’s why we’re building what we
believe is the first true care performance
management system – a connected,
intelligent ecosystem that makes care
outcomes visible, comparable and
improvable.
CarePilot is the platform we’ve
always believed care should have. It’s
not just another system. It’s a full
ecosystem, designed to support the
entire cycle of care delivery – from
planning and doing, to reviewing and
improving. It brings together the best
of what PCS already offers – tools for
medication, staffing, wellbeing, family
communication, and care planning –
and connects them with one unifying
brain – data. Lots of it.
CarePilot helps teams:
• Plan care based on individual needs
and risk.
• Deliver that care safely and efficiently.
• Review outcomes using real-time
benchmarking – this crucial missing
link.
• Improve, based on evidence, not
guesswork.
It gives carers insight. It validates what
they’re doing well and shows where to
focus and it gives managers confidence.
It’s not just a clinical tool, it’s a
commercial one too. Our research shows
families are willing to pay more for care
when they can clearly see the outcomes.
The full CarePilot platform rolls out
later this year, but the journey starts now
with IQ, the analytics and benchmarking
engine. IQ lets care providers compare
performance against similar homes, spot
early warning signs through predictive
AI, and track improvements over time. It
helps turn insight into action, and action
into outcomes.
The future of care
For years, we’ve said we want care
to be person-centred. But without
performance data, person-centred care
is hard to prove – and even harder to
improve. CarePilot changes that. It puts
data in the hands of people who need it
most – carers, managers, families – and
helps them make smarter, faster, more
confident decisions.
This isn’t just about digital
transformation. It’s about
professionalising care performance.
It’s about making outcomes visible. It’s
about rewarding the good, fixing the
gaps, and raising the bar for everyone
involved in care.
And at the end of the day, it’s about
what really matters – improving quality
of life for the people we care for, and the
people who care for them.
CARING-TIMES.CO.UK JUNE 2025 | 25

business | recruitment
Fair value for care
Toby Gavin, director at care staffing agency We Are Care says he wishes to
redress the economic imbalance in today’s care market
In the wake of increasing financial
pressures, including the recent
National Insurance contribution rise
affecting care providers, the care sector
finds itself at a critical crossroads. While
external economic factors continue
to squeeze the industry, an internal
issue remains largely unaddressed –
the significant imbalance in how care
services are valued and priced.
The economic significance of care
in the UK is vastly underappreciated.
According to figures cited by the
Homecare Association’s chief executive
Dr Jane Townson, the care sector
contributes approximately £60 billion
annually to the UK economy, exceeding
the contribution of sectors like
agriculture fivefold. Yet, despite this
economic importance, the sector faces an
unprecedented workforce crisis.
Data from Skills for Care estimates
that more than 350,000 people leave
care roles annually, with vacancy rates
consistently hovering around 10%.
The National Care Forum projects
that without intervention, the UK will
face a shortage of hundreds of thousands
of care workers within the next decade.
This staffing crisis isn’t merely a sector
concern – it represents a national
emergency that threatens the wellbeing
of millions who depend on care services.
Traditional agency models typically
apply substantial markups of
20-40% between what carers earn and
what providers pay. This approach
creates a fundamental disconnect that
“Data from Skills for
Care estimates that
more than 350,000
people leave care roles
annually, with vacancy
rates consistently
hovering around 10%.”
undermines the sustainability of the
entire care ecosystem, particularly as
financial resources grow increasingly
constrained across the sector.
Fairness in care
The current economic climate demands
a fundamental rethinking of how value
is distributed within care services. When
carers struggle on minimum wage while
agencies maintain high profit margins,
the system becomes fundamentally
unbalanced and ultimately unsustainable.
We Are Care has pioneered an alternative
approach built on a simple principle –
fairness must flow in both directions. This
means:
• Fair wages for carers – Committing to
the Real Living Wage from day one,
recognising the professional value and
essential contribution carers make.
• Fair rates for providers – Offering
transparent, competitive pricing
without the excessive markups that
artificially inflate costs.
• Fair quality for care recipients –
Ensuring that more resources go
directly toward improving care quality
rather than administrative profit.
This balanced approach creates
natural efficiencies that benefit the
entire care ecosystem rather than
extracting disproportionate value for
intermediaries.
The business case for fairness
Some might view our commitment
to the Real Living Wage as idealistic,
but our experience demonstrates it’s
fundamentally good business. When
carers receive fair compensation:
• Staff turnover decreases dramatically,
reducing recruitment and training
costs.
• Carer satisfaction translates directly
to higher-quality care and better
outcomes.
• Service reliability improves as carers
develop deeper relationships with
those they support.
The sector’s reliance on the National
Minimum Wage as a standard has
Toby Gavin
created a fundamental competitiveness
problem. Care work – complex,
demanding and emotionally
challenging – competes for talent
with retail, hospitality and other
sectors that often offer better pay with
fewer responsibilities. This makes
attracting graduates and career-minded
professionals particularly difficult,
limiting the sector’s ability to innovate
and evolve.
Skills for Care statistics show that
approximately 21% of the workforce
is on zero-hours contracts, and staff
turnover rates in some areas exceed
30%, all clear indicators of a profession
struggling to retain talent. Meanwhile,
the National Care Forum reports that
enhancing career progression pathways
and compensation models could
significantly improve retention rates,
reducing the £3.2 billion estimated
annual cost of staff turnover and
recruitment.
By offering providers fair, transparent
rates without excessive markups, we help
stretch increasingly limited care budgets
further while ensuring compensation
that recognises carers’ true value. This
approach recognises that in challenging
economic times, all participants in
the care ecosystem must adapt their
expectations and that includes care
agencies themselves.
26 | JUNE 2025 CARING-TIMES.CO.UK

The role of technology
We Are Care’s commitment to
fairness extends beyond compensation
models. Fair pay is just the beginning,
the sector must also address the
administrative burden that makes care
work unnecessarily arduous. We’re
actively developing a comprehensive
portfolio of care-enabled solutions, a
single integrated platform connecting
carers and care providers to generate
efficiencies, cost savings and improved
experiences.
According to research cited by the
National Care Forum, care workers
typically spend 20-40% of their time
on administrative tasks rather than
direct care. This not only reduces job
satisfaction but diminishes the quality of
care recipients receive.
Technology that streamlines these
processes isn’t merely about efficiency,
it’s about restoring the human element
that attracts people to care professions
in the first place. Our platform approach
addresses this critical inefficiency in
traditional care models – fragmented
systems that create administrative
burdens and communication gaps. By
integrating scheduling, communication,
training, documentation and payment
systems, we create additional value
through reduced administrative
overhead for both carers and providers,
enhanced communication between
all stakeholders, and streamlined
compliance and documentation
processes.
For new graduates and careerchangers
considering care work, the
combination of fair compensation and
sophisticated technology tools presents
a more attractive proposition than the
current industry standard. The result is a
digital ecosystem that complements our
economic model, generating cost savings
and improved experiences for everyone
involved in care delivery, while making
the profession more appealing to the
next generation of care talent.
A blueprint for sector-wide
transformation
While external economic pressures –
including government policy decisions
– often feel beyond our control, the
care sector retains significant ‘currency’
in determining its internal economic
structure. By embracing a more
balanced approach to value distribution
and leveraging technology to create
additional efficiencies, we can build
a more resilient care system even in
challenging times.
The maths is simple but sobering
– Skills for Care projections indicate
that the UK will need to fill 440,000
additional care roles by 2035 to meet
growing demand from an ageing
population. Without fundamental
changes to how we value, compensate
and support care workers, this target
appears increasingly unattainable.
Competing with other sectors for
talent requires acknowledging that care
work’s complexity and responsibility
deserve compensation beyond minimum
wage. Meanwhile, transforming the
administrative experience through
technology addresses another critical
barrier to recruitment and retention.
Together, these approaches represent
our best chance at turning around the
ongoing sector challenges.
We Are Care’s approach demonstrates
that this isn’t merely aspirational
thinking, it’s a viable business model that
delivers measurable benefits:
• Carers receive dignity through
fair compensation and reduced
administrative burden.
• Care providers access quality services
at sustainable rates with improved
workforce stability.
• Care recipients benefit from improved
service quality and consistency.
• The wider economy benefits from a
sustainable care sector that continues
to contribute its £60 billion annual
value.
As economic pressures continue to
mount, the traditional high-markup
agency model appears increasingly
anachronistic. The path forward requires
a fundamental reimagining of how
value flows through the care ecosystem,
with technology as an enabler of new
efficiencies and fair compensation as the
foundation of workforce sustainability.
Those who embrace this transition
will not only weather current economic
challenges but help shape a more
sustainable future for care in our
country, one where fairness flows in all
directions, and technology amplifies
human connection rather than replacing
it.
CARING-TIMES.CO.UK JUNE 2025 | 27

business | recruitment
Think differently
Berkley Care Group’s Laura Purvis and Paul Brady explain the luxury
care provider’s approach to neurodiverse recruitment and training
Poor recruitment and retention
rates continue to place significant
pressure on care providers, and
Berkley Care Group’s people resourcing
director Laura Purvis and operations
director Paul Brady are implementing
neurodiverse-friendly recruitment
strategies and job adaptations to bolster
recruitment efforts.
Developing an inclusive
workforce
Employing more than 1,100 personnel
across 12 homes, Berkley Care Group
is a firm believer in the benefits of
encouraging diversity within its teams.
Its latest initiative, a neurodiversity
training programme, works to provide
an inclusive setting where both
neurodivergent residents and staff
are appreciated and supported. In
partnership with neurodiversity expert
Theo Smith, this programme is already
beginning to yield results.
Purvis says: “We recognise that
neurodivergent employees bring
distinctive strengths to our organisation,
whatever that may be – logical thinking,
reliability, or the ability to approach
problems from a unique perspective. By
making sure everyone feels comfortable
and at ease, we are not only supporting
our staff but also making sure that we
are positioned to provide the highestquality
care to our residents.”
Retention and recruitment
Purvis and Brady are of the view that
promoting neurodiversity awareness is
a great measure to reduce stigma and
cultivate a more compassionate work
culture where employees feel valued and
empowered.
“We have found that neurodiversity
awareness and training initiatives
are great ways to improve retention,”
explains Brady. “If our staff feel respected
and understood by management and
colleagues, they are more likely to be
committed to their job. They’re more
likely to enjoy not just what they do, but
the environment in which they work.
Laura Purvis
We already have some indication that
our strategy is working with some homes
reporting increased staff satisfaction and
reduced turnover.”
Berkley is also adapting its recruitment
processes, aimed at ensuring talented
individuals are not overlooked by
‘traditional’ hiring methods – which
often don’t accommodate diverse ways of
approaching tasks.
“Traditional recruitment processes
can be stressful and put neurodivergent
candidates at a disadvantage.” says
Purvis. “Simple changes, like sharing
our interview questions in advance or
adjusting the setting, can make a huge
difference. Some people feel more at ease
walking around the home while talking,
rather than sitting in a formal interview
room. It is about making sure we don’t
miss out on excellent candidates just
because the traditional process doesn’t
work for them.”
Strengthening market presence
Berkley’s work in this area is
undoubtedly having an effect. The
organisation has been certified as a UK
top employer for the second consecutive
year, an award that recognises
organisations’ “commitment to fostering
outstanding HR strategies and people
practices”.
“Being a top employer is a testament
Paul Brady
to the effort we’ve made to develop a
supportive workplace culture,” Purvis
says. “It also makes us more attractive
to the best people in a very competitive
field and allows us to differentiate
ourselves from other care providers.”
Brady goes on, “When prospective
employees see that we have a genuine
commitment to neurodiversity
awareness, it communicates that we
really care about our teams’ wellbeing.
That differentiation positions us as
an employer of choice and ultimately
enables us to establish a stronger, more
engaged workforce.”
Operational efficiency
Berkley’s neurodiversity training and
awareness programmes extend beyond
“Promoting neurodiversity
awareness is a great
measure to reduce
stigma and cultivate a
more compassionate
work culture where
employees feel valued and
empowered.”
28 | JUNE 2025 CARING-TIMES.CO.UK

recruitment | business
care staff; home managers and the senior
leadership team are included as well.
As this becomes increasingly well
known throughout the care group,
Berkley is starting to notice the
advantages of having neurodiverse
employees in the workforce. “We’ve seen
hard working team members shine in
many areas. For example, some of our
neurodiverse employees have fantastic
attention to detail and excel at retaining
complex information about our residents’
needs,” says Brady. “Having diversity
of thought within teams is genuinely
invaluable, particularly in a field where
the ability to think on your feet and make
speedy decisions is so important.”
“Our intention is to build a culture
where everybody can succeed”, Purvis
adds. “When people are comfortable
and supported by their team members, it
lifts the entire team up. And, ultimately,
that means better care for our residents.”
Beyond regulatory compliance
While many care providers focus on
meeting the Care Quality Commission’s
compliance requirements, Berkley Care
Group is taking steps to go above and
beyond by embedding neurodiversity
into its approach to care. The CQC’s
‘Right Support, Right Care, Right
Culture’ model highlights the
importance of inclusive care, and Berkley
is working to make neurodiversity a core
part of its practice.
“We don’t just want to tick a box when
it comes to regulations – we want to
lead the way in creating a more inclusive
care culture,” says Purvis. “By making
neurodiversity a key focus, we hope to
set a higher standard for the sector.”
Brady adds that this approach benefits
not just the team but also the residents.
“Some of our residents are even
neurodivergent themselves, so having
carers that understand their unique
needs means they are getting better,
person-centred care.”
An ongoing commitment
Berkley is rolling out its training
programme across all 12 of its homes and
putting dedicated neurodiversity leads in
place to drive the initiative forward.
“This isn’t just a one-off initiative. We
want to make real, lasting change,” says
Purvis. “We’re making sure that every
new employee, from carer to manager, is
given the necessary insights and training
“We don’t just want
to tick a box when it
comes to regulations
– we want to lead the
way in creating a more
inclusive care culture.”
from day one. The more awareness we
build, the more confident our teams
will be in supporting each other and our
residents.”
Brady adds: “Having dedicated
neurodiversity leads in our homes means
this isn’t just something we talk about
– it’s something we put into practice
every day. Whether it’s changing how we
communicate or making small changes
to the way we work, the programme
aims to make sure everyone feels a sense
of belonging.”
By making neurodiversity awareness
a key part of its care operations, Berkley
is demonstrating the potential it has to
improve both workforce stability and
care quality.
CARING-TIMES.CO.UK JUNE 2025 | 29

business | providers
The Waitrose of care
The founding director of Worcester-based Severn Vale Home Care,
Stuart Callister, says he has redefined the concept of home care by
integrating quality, dignity and creative problem-solving
Severn Vale Home Care began
operations in 2021 and we now
employ a team of 40 professionals
delivering home care across Worcester,
Malvern and the surrounding areas.
At the heart of Severn Vale Home
Care’s philosophy is a simple yet
profound adage: ‘Easy decisions lead
to a harder life and harder decisions
lead to an easier, more successful and
fulfilled life.’ This isn’t just about taking
risks; it’s about embracing the discipline
required to make tough choices that
foster long-term success. In today’s
culture, where trends toward passivity
and a sense of entitlement often
prevail, our approach is refreshingly
countercultural. Stepping away from
the lure of ‘woke’ ideology, which
can sometimes promote inaction and
a blame-the-system mentality, makes
space for more traditional work ethics
that prize responsibility, hard work and
self-reliance.
For Severn Vale Home Care the
willingness to make hard decisions
has been the cornerstone of our
growth strategy, proving that with
determination, a business can not only
overcome adverse conditions but also
set new standards in the industry.
The action-centric culture is at the
core of the company’s daily operations.
This isn’t a call for reckless haste but
an insistence on constant, deliberate
progress. Every morning, team members
are encouraged to ask themselves: “How
are you going to make the care for clients
measurably better today and how are you
going to grow the reputation of Severn
Vale and grow the business today, not
tomorrow?” This daily commitment to
immediate, measurable improvements
fosters a work environment where
progress is tangible and accountability
is key.
The emphasis on acting translates
into a nimble management style.
Rather than waiting for problems
to escalate, we tackle issues head-on,
viewing mistakes as invaluable learning
opportunities. This approach not only
minimises setbacks but also fosters a
culture of continuous improvement.
In an industry that can be fraught
with uncertainty, such agility and
responsiveness is crucial for sustainable
growth.
We pride ourselves on being ‘the
Waitrose of care’, an analogy that
highlights our commitment to quality,
service and an exceptional customer
experience. Our success is built on
recruiting individuals who share the
company’s core values: dedication,
compassion and a drive for excellence.
This commitment begins with a
robust hiring process designed to
identify those who not only have
the requisite skills but also embody
a genuine desire to improve lives. By
investing in people – through training,
support, and fostering a collaborative
environment – the business ensures that
every team member is both capable and
motivated to contribute to its success.
Stuart Callister
Instead of operating solely from
the top-down we actively involve
care professionals in shaping the
company’s future. The Severn Vale Care
professional consultative committee is
a formal forum where care professionals
are encouraged to share insights,
30 | JUNE 2025 CARING-TIMES.CO.UK

voice concerns and suggest innovative
solutions. This not only leads to
stronger, more sustainable decisions,
but also instils a sense of ownership
among staff, which is crucial for longterm
commitment and growth.
Similarly, we actively engage with
clients beyond traditional feedback
channels. By organising community
coffee mornings and other informal
gatherings, we ensure that the voices of
those we serve are heard and integrated
into service improvements.
While many businesses are tempted
to prioritise short-term gains, we
have consistently chosen to invest in
the company’s future – sometimes
at significant personal sacrifice.
In the early days, I did not draw a
salary, opting instead to reinvest
every available resource back into
the business. The hard decisions for
long-term gain even included me
transforming the upstairs of my home
into an Airbnb to fund the company’s
operations.
Investing in the business and
its people goes beyond financial
commitment. It’s a demonstration
of a deep-seated belief that the best
outcomes arise from putting people
first and nurturing the very culture that
will drive innovation and excellence.
This approach, often encapsulated in
the idea of ‘Givers Gain’, is a reminder
that sustainable growth is not achieved
through shortcuts but through
consistent, thoughtful investments in
every aspect of the business.
No entrepreneurial journey is
without its missteps. I don’t lead by
merely delegating responsibilities from
a distance; I’m deeply involved in the
day-to-day operations. Whether it’s
strategising with the management team
or personally assisting a care professional,
reinforces that no task is too small or no
person too important when it comes to
delivering exceptional care.
My key takeaway tips from what I’ve
learnt so far on this journey are:
1. Embrace hard decisions –
Understand that the willingness to
make tough choices today paves the
way for an easier, more successful
future. Avoid the trap of constant
indecision or reliance on endless
preparation.
2. Cultivate a culture of action –
Ensure that every team member
is empowered to take immediate,
effective steps. Daily accountability
and a focus on measurable
improvements can drive significant
progress.
3. Invest in your people – Prioritise
hiring individuals who share
your vision and values. Create an
environment where continuous
learning, participatory decisionmaking,
and personal growth are not
just encouraged but expected.
4. Learn from every mistake – Adopt
a mindset where errors are viewed as
opportunities to innovate rather than
failures. This resilience is crucial in a
sector known for its unpredictability.
5. Lead by example – Be actively
involved in all aspects of your
business. Show that no task
is beneath you and that every
interaction is an opportunity to
reinforce your commitment to
quality care.
6. Engage with your community –
Listen actively to both your staff
and your clients. Create formal and
informal channels for feedback,
ensuring that every voice contributes
to the evolution of your service.
In a world where the care sector often
appears beleaguered by challenges, I
hope this is powerful reminder that
sustainable growth is possible – even
in the face of overwhelming odds. By
prioritising hard decisions, fostering
an action-driven culture, investing
in people, and learning from every
setback, it is exactly this path that leads
to long-term success and fulfilment.
It teaches us that when you invest in
the right people, commit to a culture
of continuous improvement, and
never shy away from making the hard
decisions today, you lay the foundation
for a brighter, more sustainable future
in care – and in business as a whole.
By holding fast to these principles,
any social care entrepreneur can not
only survive in today’s tumultuous
environment but also flourish,
transforming challenges into stepping
stones towards a legacy of excellence in
care.
CARING-TIMES.CO.UK JUNE 2025 | 31

business | recruitment & retention
Reimagine the system
It’s time to rip up the rulebook on social care before the sector collapses
completely, says Alex O’Neill, operations director at Fairway Healthcare
Why are care shifts always
8 to 2, 2 to 8, or 8 to 8?
Why do some providers
still avoid paying for staff development?
Why is quality of care staff described
as vital, yet decisions around it are
always tied to what can be afforded,
not what is actually needed? These
aren’t theoretical questions. They are
real reflections from real people in real
services, and they point to a sector
stuck in the past.
No punches pulled
The Health and Social Care
Committee’s latest report ‘Adult Social
Care Reform: The Cost of Inaction’,
pulls no punches. It highlights a system
that fails to meet demand, burdens
families, underpays staff and yet costs
us all more each year. Despite spending
£32 billion annually on adult social
care, too many people still live without
the support they need, and too many
care workers feel they are invisible.
Too often, these issues are met with
shrugs. “That’s just the way it is.” And
that’s precisely the problem. Social care
continues to operate with a structure
and mentality that hasn’t meaningfully
moved forward in decades. While the
world evolves and expectations rise,
many providers are still functioning
with a 1990s operational model. It’s a
model based on short-termism, reactive
thinking and a reluctance to challenge
entrenched habits.
We are still obsessed with patching
rotas and filling shifts, often at the last
“Many care services
still rely on hastily
placed job ads, crisislevel
use of agency
staff, and reactive
decisions rather than
forward planning.”
minute. Many care services still rely on
hastily placed job ads, crisis-level use
of agency staff, and reactive decisions
rather than forward planning. Longstanding
carers are often promoted into
leadership roles without training or
mentorship, and many services refuse to
grow simply because they fear what lies
beyond their postcode.
At the same time, too many providers
reduce training to a compliance
exercise. Staff are expected to sit
through generic online modules that
fail to inspire or build meaningful skills.
Skills for Care has estimated that it
costs around £3,000 to recruit one care
worker, yet we routinely resist spending
on his or her development. This sends a
clear message - your potential is not our
priority.
Fundamental issues
There’s also a persistent belief that the
biggest issue is pay. Wages, without
doubt, matter. But an overemphasis
on hourly rates is a distraction from
the more fundamental issues of poor
planning, weak infrastructure and an
industry-wide avoidance of proper
investment in people. Too many
providers, large and small, build their
models around paying the least they
can. This strategy has led to a race to
the bottom in quality, morale and
outcomes.
I still regularly hear owner-managers
explain how proud they are of their
local footprint, how their recruitment
is fine within a six-mile radius, and how
the business just doesn’t expand beyond
that. Why? “Because we don’t need to.”
These same services are often struggling
to find the right people, relying heavily
on drivers or converting senior carers
into coordinators with little training.
Nothing evolves. Five years later, they’re
still doing what they’ve always done,
because change is seen as risk.
Throwing money away
Meanwhile, the sector continues to
throw money into recruitment and
Alex O’Neill
marketing with little return. Managers
spend up to 20% of their time trying
to hire, onboard and orientate new
staff, many of whom leave within
months. The response is to bring in
more short-term agency cover, leading
to crisis management, inconsistent
standards and fractured teams. It’s not
sustainable. It’s not working. And it’s
not good enough.
We must be honest about the message
we send to staff when we expect them
to sit through compliance-based
online training with no engagement,
no mentoring and no follow-up. It
tells them they are arms and legs, not
professionals. And then we wonder why
they don’t stay.
Clear pathways
It’s time we moved past the bare
minimum. Care should be a profession
with clear pathways for progression,
tailored development plans and
leadership built on capability, not just
longevity. That requires time, thought
and proper investment, not just more of
the same. Building a resilient, valuesled
workforce isn’t easy, but it pays
dividends. Retention improves. Morale
lifts. Standards rise. The return on
investment is tangible.
The truth is that many providers
are simply not equipped to tackle
32 | JUNE 2025 CARING-TIMES.CO.UK

Social care trainees and trainers during a practical
demonstration at Fairway/Embark headquarters
workforce sustainability because
recruitment itself is a specialist skill.
Understanding the local employment
market, assessing competition from
retail and hospitality, knowing what
motivates candidates – this is complex
work. Yet we leave it to chance or
delegate it to the same overstretched
teams that are also managing rotas,
medication and inspections.
We also have to confront the cultural
issues head-on. Too many settings foster
cliques, internal power dynamics and
environments where new staff burn out
quickly or are pushed out because their
‘face doesn’t fit’. I see this every single
day. It has to stop.
We have got to stop fishing in the
same shallow pond as everyone else,
hoping for better results. The pool
of available workers is shrinking. The
pressures on unpaid carers are growing.
The public cost of inaction is rising.
But still, we obsess over whether a 50p
increase in hourly pay is affordable,
while ignoring the thousands wasted
on failed recruitment, ineffective
onboarding and endless agency
reliance.
The system reimagined
It’s time to reimagine the system.
We need to invest in people, not just
plug gaps. We need to develop real
leaders, not just survivors. And we
need to build a culture that values
professionalism, champions growth and
actually believes that care work matters.
The cost of doing nothing is no
longer hidden. It’s visible in every
rota panic, every failed Care Quality
Commission inspection, every
exhausted carer and every individual
left without the support they need. We
“Care should be
a profession with
clear pathways
for progression,
tailored
development plans
and leadership built
on capability, not
just longevity.”
cannot afford to ignore it any longer.
Social care can be better. It should
be better. The question is not whether
we can afford to change, but how much
longer we can afford not to.
CARING-TIMES.CO.UK JUNE 2025 | 33

business | legal
Cygnet Health Care case settled
Law firm Mills & Reeve’s regulatory partner Amanda Narkiewicz explains the
outcome of the Care Quality Commission’s attempt to challenge the High Court
ruling that found it had acted unlawfully and breached its own conflicts policy in
relation to several inspection reports at Cygnet Health Care mental health settings
In a decision that will be of interest
to care providers, the Court of
Appeal has refused the Care
Quality Commission’s application for
permission to appeal the High Court
decision in R (Cygnet Health Care
Limited) v Care Quality Commission
(2025) an important judicial review
challenging the CQC’s approach to
apparent bias, its compliance with
its own conflicts policy, and several
inspection reports.
Cygnet’s claim arose following the
CQC’s appointment of an inspector
tainted by apparent bias due to his
historic connection as a service user in
two of Cygnet’s hospitals. The CQC
eventually admitted failure to follow is
own conflicts policy. The High Court
allowed the challenge following a twoday
hearing, finding that the CQC’s
reports, and enforcement action were
affected by that bias, and that the CQC
had failed to follow its own conflicts
policy in this and other cases.
The High Court judge refused the
regulator’s application for permission
to appeal. The regulator then proceeded
to seek permission from the Court
of Appeal, seeking to challenge the
judge’s findings and the evaluation of
the evidence and overturn his decision,
“Cygnet’s claim arose
following the CQC’s
appointment of an
inspector tainted
by apparent bias
due to his historic
connection as a
service user in two of
Cygnet’s hospitals.”
which is a high bar. On 2 April, the
Court of Appeal refused the CQC’s
application for permission to appeal.
It is now the end of the road for the
regulator.
The point of broader interest to
care providers is likely to be why the
CQC chose to take further action,
disregarding the High Court’s findings
and judgment. We expect that many
providers will be disappointed to know
that the CQC invested in challenging
the High Court’s decision, rather than
investing in learning from it. Some
might argue that this is a classic case of
the regulator of health and social care
‘failing to take its own medicine’.
One of the grounds of appeal put
forward was that the High Court was
wrong to treat breaches of the CQC’s
conflicts policy as indicative of a real
possibility of bias. This ground relates
to the reliance by the High Court on
the CQC’s failure to follow its own
conflicts policies because the decision
to appoint the inspector to the Cygnet
role was not taken by a sufficiently
senior person, and because the
inspector failed to renew his interest
declarations prior to each inspection.
The Court of Appeal found that the
breach of the CQC’s conflicts policies
to which the High Court had principal
regard was “AA’s failures to disclose
these complaints which was required by
CQC’s policy” (that is, the complaints
he had made about Cygnet’s treatment
of him). The Court of Appeal also
found that the High Court correctly
noted that, as a result, the CQC’s own
policy showed that a conflict existed
throughout.
The Court of Appeal notes Justice
Chamberlain in R (CPRE Somerset) v
South Somerset District Council (2022)
where “breaches of conflicts policies are
not determinative but nevertheless are a
relevant factor in considering apparent
bias”. The Court went on to conclude
Amanda Narkiewicz
that there was “no arguable error of law
in the judge taking into account the
CQC’s failure to follow its own conflict
policies, and the appellant does not
meet the high burden for challenging
an evaluative judgment”.
Comment
This case raises important issues for the
regulator and health and care providers.
Regulators like the CQC must take
steps to improve transparency and
mitigate any risks of apparent bias
and conflicts of interest. Ensuring
impartiality and fairness is not just
about avoiding explicit bias but also
avoiding perception of bias.
We anticipate this case may prompt
other care providers to consider
challenging the CQC in similar
circumstances where they have serious
concerns relating to the CQC’s
governance of its conflicts.
Challenging the CQC is very
difficult for health and social care
providers because of the clear power
imbalance and ongoing nature of the
relationship. Few providers feel able to
do it. Cygnet’s challenge has revealed
systemic failures and will therefore
benefit other providers in the sector.
34 | JUNE 2025 CARING-TIMES.CO.UK

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care | activities news
Creative Caring
As always, carers have been demonstrating their creativity
through fun and innovative events for their residents
travelling photo exhibition. The ‘What
my Nurse means to me’ exhibition,
hosted at Sheffield’s Meadowhall and
Birmingham’s NEC, featured a collection
of photographs of Exemplar’s residents
and their nurses. The exhibition also
showcased personal testimonials from the
people they support.
Baby ducklings
Residents at Glasgow’s new Meallmorerun
Kelvinside Manor care home in
Anniesland, were treated to an egg-stra
special experience – hatching baby
ducklings. The eggs, which arrived from
County Durham, were carefully placed
in a small incubator where they were
watched closely by staff and residents.
The eggs began showing signs of life
within hours, with all five ducklings
successfully hatching the next day.
Victory Day fun
To celebrate the anniversary of VE Day
in style, Millway House care home in
Andover, Hampshire enjoyed musical
theatre duo George & Ginger who
donned forces uniforms to sing all the
hits of the 1940s. Afterwards staff and
residents tucked into a selection of
afternoon tea treats including sausage
rolls, corned beef sandwiches and a giant
Victoria sponge.
Nurse exhibition
Exemplar Health Care celebrated
International Nurses Day with a creative
Muddy challenge
Last month 13 team members from
Excelcare took on a five-kilometre
Tough Mudder course to raise funds
for the Excelcare Foundation, the
care company’s registered charity that
provides financial aid to its front line
workers when they face challenging life
circumstances, through loss of a loved
one or terminal illness. The group’s
efforts raised £3,603.
All that jazz
At Bernard Sunley, a residential, nursing
and dementia care home run by charity
Friends of the Elderly, in Woking,
Surrey, the care team hosted a jazz café
event for the music-loving residents to
celebrate this year’s Jazz Appreciation
Month. The event was a huge success
with everyone’s jazz hands waving.
Police visit
Last month HC-One Wales’s Abermill
Care Home in Abertridwr, Caerphilly,
welcomed local police officers for a
special visit filled with smiles, laughter
and community spirit. Residents, took
the opportunity to interact with officers,
learn more about their work, and sit in a
police car – with the sirens on.
Dementia fundraiser
Chestnut Lodge care home in Yeovil,
Somerset, invited the local community
to join residents and staff for homemade
cake and a cuppa at its dementia
fundraiser. The funds raised have been
donated to Alzheimer’s UK which
supports research, care and advice for
people affected by dementia.
Bean there, done that
Pamela Mulqueen, who is a carer and
activities coordinator at Dove Court
care home in Wisbech, Cambridgeshire,
took fundraising to a whole new level –
by sitting in a paddling pool filled with
baked beans to raise funds for a special
day out chosen by the home’s residents.
Thanks to Pamela’s commitment – and
a lot of beans – more than £400 was
raised.
First birthday
Residents at Larchwood Care-owned
36 | JUNE 2025 CARING-TIMES.CO.UK

activities news | care
conversations, and provided an
opportunity to learn about the lifechanging
work these remarkable animals
do for people with sight loss.
Cameron House Basildon, Essex are
enjoying regular visits from the care
home’s youngest ‘team member’ – one
year old Edie, who has been visiting the
care home since she was three weeks
old. Edie visits the care home with her
grandmother Dawn Morrell, who is
activities coordinator at Cameron House.
She had her first birthday celebrated by a
party hosted by the home’s residents.
Spring fair
MHA Priceholme in Scarborough,
North Yorkshire, raised more than £350
at its spring fair with guests including
family members and members of the
public. The fair also has some special
guests as Butterwick Alpaca Retreat
brought alpacas, guinea pigs and rabbits.
There was a whole host of activities and
games to keep people busy, as well as
various stalls.
Guide dogs
Residents at Sandstone Care Group’s
Oak Springs Care Home in Wavertree,
Liverpool, were all smiles as they
welcomed highly skilled four-legged
visitors from the national charity Guide
Dogs UK. The visit gave residents the
chance to meet and make a fuss of
the trained guide dogs – Peppy, Kit
and Dotty. It lifted spirits, sparked
Pick up a penguin
Two penguins visited MHA The
Homestead in Carterton, Oxfordshire,
on International Penguin Day in late
April. Pringle and Widget waddled their
way into the hearts of residents and staff
at they spent time wandering round the
home, much to the delight of everyone.
Home manager Pawel Wisniowski said:
“Having animals visit the home helps
enrich the lives of those who live here.
Penguins are perhaps the most unusual
animals we have had visit and they were
loved by everyone. Residents had the
opportunity to let them sit on their lap
and give them a stroke.”
Fashion show
Sandstone Care’s Fleetwood Hall care
home in Fleetwood, Lancashire, recently
opened its doors to the local community
for two lively open days including a talk
from community organisation Healthier
Fleetwood, and a performance by
entertainer Bobby Woodings. Residents,
visitors and staff enjoyed a packed
programme of activities, culminating in a
brilliantly bonkers ‘through the decades’
fashion show, where staff strutted their
stuff in wild and wacky outfits.
Earth Day
Residents and staff at Berkley Care
Group Blenheim House in Melksham,
Wiltshire, celebrated Earth Day in April,
bringing the community together with
a day of education, hands-on activities,
and a ceremonial tree planting in the
home’s garden. The day began with an
interactive session exploring ecosystems
and the importance of recycling. A
remote-controlled shark even made an
appearance, helping to illustrate the
effects of plastic pollution on marine life.
Bug hotel
Residents and staff at Black Swan Care
Group’s 22 care homes across East
Anglia held a competition to create
and construct bug hotels from recycled
materials in gardens at the homes. Most
homes opted for sturdy constructions
using old pallets and drilled holes in
sawn-through branches and small pieces
of wood. Other materials like twigs,
leaves, shells, pine cones and stones were
then placed to create hiding places and
cosy nooks for bugs, beetles, butterflies,
insects and bees.
Garden squad
A party of volunteers from Colten Care’s
St Catherines View, dementia care home
in Winchester, Hampshire did their bit
to help improve a community centre’s
garden so it can be used by nurseryage
children. The clean-up involved
weeding, trimming and other garden
tasks.
CARING-TIMES.CO.UK JUNE 2025 | 37

care | providers
Care from the heart
Caring Times talked to senior management at recently expanded provider Aria Care
Aria Care’s chief executive
Caroline Roberts began her
care career at just 15 years old
as a carer, working her way through the
ranks to her first management role at
just 26. Since then, she has held roles
including regulatory inspector, director
of regulation, director of quality and
governance and group director of care
and operations.
Under her leadership, Aria Care
has grown significantly, expanding
its portfolio with the acquisition and
merger of Future Care Group’s 18
communities in July last year. Beyond
Aria, Roberts plays a key role in shaping
the broader care sector. As a board
member of Championing Social Care,
she advocates for the advancement
of social care, raising awareness and
pushing for positive change.
“Since we launched in December
2022, I believe we have established
Aria Care as a trusted leader in the
sector,” Roberts says. “Everything we
do is driven by a shared purpose – to
enrich the lives of those we care for
and those we work alongside. We are
committed to and passionate about
driving innovation, investing in our
people, and most importantly, delivering
exceptional care to every resident across
our communities.
“In organisations of any size it’s
vital to win the hearts and minds of
every individual if you’re really going
to have impact. Our values, created
through genuine collaboration with
our colleagues, reflect who we are and
where we’re going – a care home group
recognised not only for our quality and
innovation but for our compassionate,
person-centred approach. We live and
breathe our philosophy ‘care from the
heart’.
Caroline Roberts
“Every single member of our team
plays a vital role in shaping this journey.
From housekeeping and catering to
clinical care and home leadership, our
people are the heartbeat of Aria. They
bring our values to life every day, making
a difference in the lives of thousands
of residents and their families. It was
“Every single
member of our team
plays a vital role in
shaping this journey.”
38 | JUNE 2025 CARING-TIMES.CO.UK

only fitting that our vision and values
were co-created with them – because
together, we will achieve our ambition to
be the leading provider and employer of
choice in the care sector.
“One of our most significant
milestones to date was the merger with
Future Care Group’s homes. Over the
course of seven months, we united
two strong care organisations into one
cohesive family of 67 communities and
nearly 4,000 colleagues. This merger
was about more than operational
alignment, it was about honouring
the best of both worlds, and creating a
shared future rooted in respect, quality
and continuity of care. Throughout
this process, we made it a priority to
maintain the highest standards for our
residents and to ensure our teams felt
engaged, informed and truly part of
the journey. I’m incredibly proud that
we retained every single home manager
during this period – an achievement that
speaks volumes about the strength of
our culture and leadership. Together, we
are now delivering care from the heart,
and we are better positioned than ever to
grow with intention and impact in 2025
and beyond.
“Looking ahead, Aria is advancing
an ambitious but grounded strategy for
growth. We currently have six new-build
care homes in development, the first
two in Orpington, Greater London
and Fareham in Hampshire have
started and planning has been granted
for a further home in Gerrards Cross
in Buckinghamshire, designed with
purpose to meet the evolving
needs of older people in modern,
thoughtful environments. Alongside
these developments, we’ve allocated
£8.4 million towards vital refurbishment
and revival projects.
“Over the past 18 months, we’ve
undertaken a significant refurbishment
project across several of our
communities. Working with furniture
and products suppliers such as
Shackletons and Opera, we’ve enhanced
the appearance of our homes and
improved the functionality and comfort
of these spaces. Modern café bistros,
elegant hair salons, spa bathrooms, and
the thoughtful redesign of communal
and private spaces are all part of our
effort to uplift the living experience
of our residents. These innovations in
design have not only revitalised our
homes but have also contributed to
the overall wellbeing of our residents –
promoting relaxation, social connection,
and a greater sense of dignity and
independence.
“But our growth isn’t limited to our
portfolio of homes, it’s primarily about
people. We are deeply committed
to investing in the development of
our colleagues through leadership
programmes, our chef academy, and
a dynamic apprenticeship initiative.
Across 32 of our communities, nearly
100 apprentices are progressing through
qualifications in care, hospitality, project
management and more. We know
that by nurturing talent from within,
we strengthen the foundations of our
organisation for the long term.”
The shortfall of expertise in the care
sector, particularly of those aged under 25,
is well-known. Aria has an above average
number of younger staff; 11% compared
with the national average of 8%. Roberts
says: “We actively foster relationships with
colleges by offering student placements
and through our apprenticeships. It’s vital
that we unpick the stereotype of what it
means to work in care; we are extremely
proactive in demonstrating that there
is real career progression within Aria,
that there’s fun to be had, that you will
not ‘burn out’ through long hours and
unrewarding work. Opportunities abound
within Aria in care and nursing roles, but
also in management, hospitality and >
CARING-TIMES.CO.UK JUNE 2025 | 39

> business-related roles such as marketing
and graphic design. Many of our student
placements report how different working
in care is to how they imagined and,
as a sector, it’s our duty to amplify that
message.
“Colleague wellbeing is extremely
important to us and we believe that
having a balanced approach between
work and home life enables individuals
to be fulfilled, engaged and satisfied in
their role – whether that be through
remote and hybrid working, to offering
flexible working patterns. We are focused
on retention and development of our
colleagues – when people are happy in
their work, progressing, and feel that
they are part of something meaningful,
they want to stay.
“We launched our Inspiring Leaders
and Emerging Leaders Development
Programmes last year, which have been
instrumental in helping colleagues
grow in confidence, strengthen their
leadership skills, and deepen their
understanding of business operations.
With a focus on communication,
excellence in quality, strategic thinking,
and commercial performance, these
programmes are already making a real
difference – we’ve even seen internal
promotions as a result.”
Aria Care’s people development
manager Janet Burrows adds: “Our
development programmes are designed
not just to build capability, but to
embed our values into everyday
practice. Through collaboration,
learning and shared experiences, our
colleagues develop the confidence to
lead with empathy, integrity and a deep
commitment to excellence – qualities
that lie at the heart of delivering
exceptional care.
“A key component of the programme
involves delegates working in project
groups to tackle real business challenges.
Initiatives like ‘Innovation from the
heart’, which looks at how emerging
technologies can enhance life in our
communities, and ‘Start from the heart’,
which aims to improve recruitment,
onboarding and retention, are already
bringing fresh energy and insight into
our organisation.
“Continuous improvement is always
a focus for us, we encourage colleagues
to challenge the way we do things, but
equally to put forward ideas and solutions.
Innovation is a key element of our strategy
and we continue to drive forward using
our experiences combined with data to
make measured, informed decisions that
will contribute to our success.”
40 | JUNE 2025 CARING-TIMES.CO.UK

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CARING-TIMES.CO.UK JUNE 2025 | 41

care | technology
Smart solutions for care
Paul O'Rourke, managing director of engineering and design firm Next Stage,
explores how artificial intelligence-driven tools can enhance quality of care and
alleviate providers’ concerns
The social care sector is under
pressure from a growing shortage
of support workers and the strain
on the system is becoming increasingly
visible. Last year, 131,000 vacancies
were recorded in the adult social care
workforce, three times higher than the
national average. With front line teams
stretched thin and personalised support
becoming harder to deliver, we urgently
need smarter, more scalable solutions
that enhance care without losing the
human touch.
Artificial intelligence-driven
technologies offer part of the answer.
If used properly, they can free up time,
improve safety, and empower staff
to focus on delivering personalised,
compassionate care. For example,
remote check-ins and optimised
monitoring systems facilitate proactive
welfare checks without the need
for constant physical presence. This
then enables support workers to
oversee more residents safely and
focus their time where it’s needed
most, ultimately improving efficiency
without compromising on care, even as
workforce pressures grow.
Smart homes as a new standard
across care
The benefits of smart technology in
supported housing and care are farreaching.
By streamlining administrative
tasks to enable remote monitoring, the
right tools can free up time for support
workers to focus on delivering care.
Smart locks, motion sensors and voiceactivated
controls give residents more
independence, while features like smoke
detectors help teams respond to risks in
real-time. These tools reduce the reliance
on staff assistance for everyday tasks,
creating a safer living environment.
Digital technology doesn’t just
improve safety, it also enhances
communication and supports more
effective care planning and autonomy.
Skills for Care has reported that
85% of care providers have improved
productivity as a result.
As technology becomes embedded in
housing, the need for clear, consistent
standards grows. PAS frameworks and
BSI Kitemark certifications, already used
to uphold health and safety in workplaces,
can be adapted to define excellence in
supported housing. These benchmarks
ensure that systems contribute to safer
environments for residents.
At Next Stage, integrating smart
technology functions has modernised our
approach to care, shifting from reactive to
proactive support. By offering personalised
living experiences and care that enhances
residents’ quality of life, we can ensure that
as an industry, we are evolving with the
needs of our staff and residents.
These innovations should enhance, not
replace, the elements of care in which
we take pride. Technology must never
come at the cost of human connection.
The relationship between resident and
support worker is central to successful
outcomes, so it’s vital we invest in
their development. By combining staff
training and development with the right
tools and technology, we can create more
sustainable and rewarding
careers in the sector.
Through access to
innovative technologies
suited to staff, we enable
meaningful engagement
and personalised support
for better outcomes. To
achieve this, we must
provide continuous
training, upskilling and
a culture where support
workers feel confident
in using digital tools to
deliver care.
The challenges facing
social care are only going
to grow, but so are the
opportunities. By using
smart technologies and
AI to support, rather than
replace human care, we
can ease the pressure and
Paul O'Rourke
burden on overstretched teams while
improving outcomes and efficiency.
The future of care depends on both
innovation and people. With continuing
investment in staff training and wellbeing,
technology becomes a tool to empower
the potential of every resident. By
combining digital tools with a skilled,
confident workforce, we can deliver care
that is more proactive and personalised.
Smart elements can be added to supported housing to
improve the safety and independence of inhabitants.
42 | JUNE 2025 CARING-TIMES.CO.UK

CARING-TIMES.CO.UK JUNE 2025 | 43

care | training
Encourage improvement
Victoria Collier, head of national workforce development, capability and skills at
Skills for Care, says social care leaders must promote professional development
Helping your staff develop new
skills and improve their existing
ones should be a big part of
your strategy as a social care leader. Our
sector is one that is constantly evolving,
with new knowledge and innovative
approaches becoming available regularly
that can improve the quality of care
we’re able to deliver.
In addition to supporting better
standards of care, learning is a crucial
part of career development, which is
one of the best tools we have at our
disposal when it comes to addressing our
retention challenges. Our data shows
that the turnover rate of staff working in
the adult social care sector was 24.2% in
2023/24. It also shows that just under
half of the adult social care workforce
hold a relevant social care qualification
(46%), while 54% have no relevant social
care qualifications recorded.
As a leader, you shape the culture
of your organisation through every
interaction. Knowledgeable and
compassionate leaders and managers are
needed to achieve well-led organisations.
This includes creating the conditions
where people want to stay, including a
commitment to continuous professional
development at all levels.
The Care Workforce Pathway is the
first universal career structure for the
adult social care workforce. It sets out
clearly what a career in social care means
and the level of knowledge, experience
and skills required to deliver highquality
care in the various roles available
within the sector.
The Pathway empowers people
working in adult social care to develop
themselves and their careers and is a
tool for leaders and managers to use in
planning the career development of care
staff. To support providers in embedding
the Pathway, we’ve put together two
useful guides on its application:
‘Adopting the Care Workforce Pathway’
and ‘Empowering managers and leaders’.
You can access funds to support your
organisation’s training requirements.
The Learning and Development Support
Scheme (LDSS) is available to all nonregulated
care staff, including deputy
“As a leader, you
shape the culture of
your organisation
through every
interaction.”
and CQC-registered managers and
agency staff, within the adult social care
workforce. To access LDSS funding, you
must also be registered with the Adult
Social Care Workforce Data Set – a free
online service that helps the government
make informed decisions about the care
sector.
Leaders must not only consider the
development of their colleagues and
workforce, but also the continuous
improvement of their own skills. A
well-led organisation with a progressive,
learning-friendly culture requires
leadership that is always striving to
improve its approach to leading people
and delivering great care. In turn, this
encourages staff to pursue opportunities
to develop themselves and increase their
knowledge and skills. We have a range
of resources and programmes to help
develop leaders and managers.
Make sure to visit Skills for Care’s
leadership campaign web page to learn
more.
44 | JUNE 2025 CARING-TIMES.CO.UK

CARING-TIMES.CO.UK JUNE 2025 | 45

care | company profile
Boutique Care Homes five years on
Boutique Care Homes recently celebrated its fifth anniversary year, so Caring Times
talked to its senior leadership to reflect on the company’s development to date
From its inception, the vision for
Boutique Care Homes was
clear – create environments where
residents and team members can truly
flourish, says Ameet Kotecha, founder
and managing director, whose experiences
with the challenges of planning care for
his own parents led to the organisation’s
foundation. Kotecha envisioned
something beyond the standard care
home, he says – “a space that exuded
warmth, love, and a sense of belonging.”
Origins and vision
“Boutique Care Homes grew from many
conversations about the urgent need
for more and better care homes for our
ageing population,” Kotecha explains.
“Like many others, I grappled with the
reality of my parents growing older and
the importance of planning for their
future, as well as my own. While visiting
care homes, I saw some truly exceptional
places and thought ‘Why not create more
of these, and even better ones?’ From the
beginning, it was important to us that our
homes felt like warm, loving communities
where everyone is valued and nurtured.
Although we didn’t formalise it in words
at the time, we wanted each home to have
a special feeling the moment you walked
through the door.”
Over the years, Boutique Care Homes
has remained true to this core vision
while evolving to meet the dynamic needs
of residents, families, and communities.
For director Priya Bhayani, maintaining
this balance has been a cornerstone of the
organisation’s success.
“Since its inception, Boutique Care
Homes has remained steadfast in its
Ameet Kotecha
core vision while embracing growth
and change,” Bhayani says. “Our familycentric
culture has been the foundation
of everything we do, and as we’ve
expanded, we’ve ensured these values
remain at the forefront. Initiatives like
our Life Enrichment Programme enhance
residents’ wellbeing through tailored
activities, music therapy, and community
sessions, while our refreshed branding
authentically reflects our identity. Last
year, we introduced a bold new website
Andrew Mangion
featuring imagery exclusively from our
homes and launched careers marketing
that celebrates our ethos with the tagline
‘Keep doing what makes you happy’.
Together, these steps reinforce a culture
where both residents and team members
feel empowered and valued.”
Achievements and growth
According to Kotecha, Boutique Care
Homes’ proudest moment came when the
group won ‘Best small group provider’ at
“Boutique Care Homes
grew from many
conversations about the
urgent need for more and
better care homes for our
ageing population.”
46 | JUNE 2025 CARING-TIMES.CO.UK

company profile | care
“To be recognised by
peers in the industry
– who understand just
how challenging it is to
run a care group – as the
best in the country was a
tremendous honour.”
the National Care Awards.
“To be recognised by peers in the
industry – who understand just how
challenging it is to run a care group – as
the best in the country was a tremendous
honour. Beyond the award itself, it has
inspired our team to continue raising the
bar in every department across our homes.
It’s a moment that celebrated what we had
achieved while motivating us to strive for
even greater excellence.”
Evolving approach
Operations director Andrew Mangion
reflects on how Boutique Care Homes’
approach to care has evolved over
time. Early in his career, he believed in
performing tasks for residents. However,
he soon realised that encouraging
independence was key to enhancing their
quality of life.
“When I started in the care sector, I
believed in doing everything for residents,
but I soon realised that encouraging
independence was just as important,”
Mangion explains. “At Boutique Care
Homes, we’ve designed facilities and
systems to support residents in retaining
as much independence as possible.
Moving away from task-driven care,
we focus on engaging and enabling
our residents, embracing positive risktaking
to help them live fuller lives. This
evolution has shaped not just how we
operate but also the way we design our
homes and train our team.”
Bhayani underscores the importance
of fostering deep connections within the
communities where Boutique operates.
“These relationships, built on trust and
inclusivity, have become a defining
characteristic of the organisation,”
she says.
“Our ability to create that
special feeling of inclusion is
what sets us apart,” Bhayani
notes. “Visitors often tell us
they immediately feel part
of the Boutique family when
they walk through the door,
and that connection is a
testament to our warm and
welcoming team. From local
partnerships with schools
and nurseries, to events
that integrate our residents
with the community, we’ve
built homes where residents
thrive, not just survive.
These relationships are the
heartbeat of Boutique Care
Homes and have firmly
established us as the home of
choice in our communities.”
Overcoming
challenges
Challenges have also played a
role in shaping Boutique Care
Homes. The organisation has
faced hurdles, including the
complexities of growth and
the unprecedented effect of
the Covid-19 pandemic.
“Each stage of growth and every
new home brought unique challenges,
transforming Boutique Care Homes with
each addition,” Kotecha says. “One of the
biggest hurdles was formalising our ethos
and values to ensure everyone understood
our vision and their role in making it a
reality. Turning something as intangible as
a feeling into words took time, but it was
worth every effort. We listened closely
to feedback from colleagues, residents,
CARING-TIMES.CO.UK JUNE 2025 | 47

care | company profile
Priya Bhayani
Carl Roberts
Jodie Pike
“Each stage of growth
and every new home
brought unique
challenges, transforming
Boutique Care Homes
with each addition.”
families, and our wider community,
which proved invaluable. Their insights
helped us refine our values and embed
them across everything we do. By
involving everyone in this process, we not
only got it right, but strengthened the
very fabric of our culture.”
Mangion says the pandemic presented
an unexpected challenge that tested the
team’s resilience. “Covid was by far the
most testing of times,” he recalls. “While
we were prepared for a pandemic, no
one could have anticipated the scale of
its impact. However, it was also a time
when teamwork and mutual support
were at their strongest. Relationships
with residents and families grew closer
despite the restrictions, as we found new
ways to connect and support each other.
Getting through such a difficult period
showed us the power of collaboration and
strengthened our resolve to overcome any
obstacle together.”
Jodie Pike, associate HR director,
highlights how these challenges brought
the team closer, reinforcing a culture of
trust and shared purpose. “Relationships
are at the heart of our success,” she
explains. “We all genuinely respect and
trust each other, which makes challenges
easier to navigate. Having an open
culture means that during tough times,
we can reach out for
support and appreciate
each other’s expertise.
Managing unexpected
challenges forced us to
adapt quickly and work
together even more closely.
These moments build
resilience and reinforce our
commitment to continuous
improvement, ensuring we
grow stronger as a team.”
Strong relationships
Kotecha says strong
relationships have been
built with residents and
families over the years.
“From the moment
someone steps through our
doors, we focus on creating
trust and connection,”
he states. “I’ll always be
grateful to the residents
and families who placed
their faith in us during our
early days, when we were a
new and unknown group.
Over time, I’ve loved
hearing updates on families
and seeing the impact of
the special moments we
create, from summer barbecues to festive
celebrations. These ‘magic moments’
become cherished memories for residents,
families, and even myself – they’re what
make this work so rewarding.”
Bhayani says Boutique’s collaborative
48 | JUNE 2025 CARING-TIMES.CO.UK

company profile | care
spirit is essential to its culture. “Our
team is defined by its strong ‘one team’
approach,” she says. “Collaboration across
all departments, from activities and
care to housekeeping and management,
creates a relaxed, welcoming atmosphere
that enriches residents’ lives and builds
strong bonds within the team. By
focusing on recognising and nurturing
internal talent, we ensure our team
feels supported and valued. Initiatives
like upskilling programmes and career
development opportunities bring out
the best in everyone. This retentionfocused
approach has been key to creating
a culture of trust, stability and shared
purpose.”
Mangion shares a story illustrating
the connection between residents and
the Boutique team. “There are so many
moments that stand out, but two come
to mind,” he recalls. “During the height
of the pandemic, the home manager at
The Burlington was seriously ill with
Covid and struggling to breathe. Yet,
she called every day to check on the
residents, ensuring they were okay. On a
happier note, our manager
at Chartwell House
recently got married, and
the team recreated the
wedding at the home.
One of our first residents
walked the manager down
the aisle and gave the
most heartfelt speech.
Moments like these truly
highlight the depth of
connection within our
homes.”
For Pike, sustaining the
company’s culture requires
continuing engagement
and alignment with
the organisation’s
values. “Aligning the
team’s passion with our
values starts with clear
communication and
meaningful engagement,”
she says. “It’s about hiring
people who share our
vision and fostering a
sense of ownership in
their roles. We regularly
share stories that illustrate
how our values are lived out, whether
it’s a resident’s success, a team member’s
outstanding contribution, or feedback
from families. Initiatives like our ‘thanks
app’, ‘wow cards’, and team recognition
awards celebrate these moments,
reinforcing the importance of our values.
Giving the team the freedom to make
decisions and celebrating their successes
ensures they remain committed and
passionate about what they do.”
Looking ahead
As Boutique Care Homes looks to the
future, Kotecha envisions continued
growth while navigating challenges such
as recruitment and rising costs. “I’m most
excited about welcoming more residents
and families into our Boutique family,”
he says. “There’s so much to learn as we
continue to grow, and I believe seeking
feedback and staying proactive is essential
to making things even better for our
residents, families and colleagues. Of
course, challenges like rising operational
costs and recruitment pressures will
require careful navigation. But I have
“There’s so much to
learn as we continue
to grow, and I believe
seeking feedback and
staying proactive is
essential to making
things even better for
our residents, families
and colleagues.”
absolute confidence in our team’s ability
to overcome these hurdles and continue
to thrive.”
Mangion says: “We have exciting plans
for steady growth, with new locations
already secured. Recruitment will
always be a challenge in this sector, and
remaining the employer of choice is key to
our success. I believe our honest ethos and
strong values will continue to set us apart.
While embracing innovation, especially
in areas like artificial intelligence, we must
always ensure we retain the human touch.
Boutique Care Homes is, at its heart, a
people-first organisation, and that will
never change.”
Bhayani says: “The biggest opportunity
lies in meeting the growing demand
for high-quality care home services.
Many older facilities are no longer fit for
purpose, and there’s a real need for homes
that provide exceptional care in a modern,
welcoming environment. However, the
challenge comes with the increasing
competition in some of our locations.
We’re confident that our offering, both
operationally and aesthetically, is second
to none. Technology, particularly AI, will
play an increasingly important role in
enhancing our care and operations, and
continuing to embrace this will be critical
to staying ahead.”
In conclusion Kotecha says: “I’d like for
everyone, in each of our homes, to be able
to say that they feel part of a warm and
loving Boutique family, that they truly do
feel at home in our care homes. Because
that, to me, is the most important goal for
us every day.”
CARING-TIMES.CO.UK JUNE 2025 | 49

care | regulation
Be inspection-ready
Barchester’s director of regulation and quality improvement,
Sue Sheath, explains how to satisfy external regulatory assessments
At Barchester Healthcare, we
know that external regulatory
assessments aren’t sufficient or
frequent enough to assure the quality
of our services, as we know most ratings
are currently out of date or misleading.
We can’t rely on this to tell us we are
doing a great job. Instead, we need to
focus on continuous internal assurance
to ensure we are always inspectionready.
Just like everyone else in the care
sector, our focus at Barchester is on
delivering great care for residents and
patients, but it needs to be designed by
us, not dictated to us by the regulators.
Delivering quality cannot just be when
you are inspected or audited, it needs
to be every minute of every day; that’s
what our residents and patients deserve.
I want to share how we, at Barchester,
do that.
First, I want to talk about quality.
This is defined by the needs,
preferences, and likes and dislikes of
our residents and patients; we need to
understand these and capture them.
Quality doesn’t happen by chance,
especially as, at Barchester, we deliver
more than 100 million recorded
care interactions every year. We need
to know that every one of those
interactions is to a high standard and is
making people’s lives better.
We all like to focus on our external
ratings and compare ourselves
with others and proudly display
great ratings. But they don’t define
everything we do. The reality is, that’s
simply not sufficient. We can’t wait for
the regulators to tell us how well we are
doing. We all need to define our vision
and aspirations and put systems in place
to achieve these.
At Barchester we aspire to be the best
by:
• Focusing on the resident and patient.
• Having the right people in place
doing the right things at the right
time.
• Promoting clear standards, processes
and procedures.
• Monitoring the quality through our
assurance and governance processes.
• Delivering our best day-in, day-out,
not just on inspection day.
We recognise moving into a
care setting marks a new phase in
someone’s life and we want to make
that experience the best it can be. So,
our focus is not just on delivering great
clinical care and support but actually
Sue Sheath
enabling people to live their best lives
through our care and life enrichment
framework.
The framework has seven key pillars.
“Delivering quality
cannot just be when
you are inspected or
audited, it needs to
be every minute of
ever y day.”
50 | JUNE 2025 CARING-TIMES.CO.UK

“We communicate
with our residents
and their family and
friends so they know
what they can expect
from us.”
It starts in the centre where we
put the people we care for and is
underpinned by our people delivering
great care through:
• The support and involvement of
residents, family and friends.
• Providing the best living
environments.
• Creating good nutrition and a
positive dining experience.
• Facilitating life enrichment.
The overarching element is
quality assurance and continuous
improvement to ensure we deliver on
our commitments. And, of course,
delivering safe and appropriate care
This has become the way in which we
operate:
• We communicate with our residents
and their family and friends so they
know what they can expect from us.
• We induct our teams so they know
what is expected of them.
• We operate a whole home approach to
delivery and everyone gets involved
and does what it takes.
In order to ensure we comply with
the framework, we have in place a set
of governance arrangements to help us
monitor, measure and assess the quality
of our services.
In addition, there are a number of
game-changers we have been using.
The Barchester way – when people
join the company, they learn about
the ethos, the culture and the way we
do things – everyone does the same
thing in the same way and to the same
standard.
Quality dashboard – An online
data capture of key metrics we use to
drive quality whether that’s regulatory,
clinical, resourcing, people or other.
Central action plan – A plan for
each service with central oversight.
Quality improvement review –
Each service receives at least one
internal quality improvement review
annually depending on risk. These are
unannounced but supportive visits to
assess quality against 32 key areas.
Divisional quality review meetings –
Attended by the most senior people
in our business who all have a keen
interest in the quality of our services.
Quality first conferences – Held
twice a year where we get every general
manager/hospital director, regional
director and managing director and
our senior management team together
in plenary sessions and a series of
workshops.
Rewarding our staff – We reward
our managers and their teams on their
successes. The quality ratings (internal
and external) are an essential element of
our bonus system.
Quality is a consistent theme through
all aspects of what we do. In summary,
we believe you make quality happen by:
• Aspiring to excel.
• Being clear about the standards your
residents/patients can expect.
• Working as one team with everyone
invested in quality and encouraged to
play a part.
• Having good governance and quality
assurance systems in place.
• Assessing the quality of care and
support against the standards.
• Taking action when things aren’t
right.
• Monitoring progress.
• Driving a culture of learning and
continuous quality improvement.
CARING-TIMES.CO.UK JUNE 2025 | 51

care | team members
Employee of the month
We talk to Jackie Westrap, head of housekeeping, at Oakland Care’s
Woodland Grove care home in Loughton, Essex
Tell us a bit about your
background – how did you get
into housekeeping?
My journey into housekeeping began
back in February 2015. Over a decade
ago I decided to transition to cleaning
in care with a desire to find a more
meaningful and rewarding role. I
initially interviewed for a position at
Oakland Care’s Woodland Grove care
home during its early construction
phase but was not selected. Yet, I
remain undeterred and returned a year
later, securing a job in the position of
housekeeping assistant. This was an
excellent decision, and since this point I
have not looked back in my career.
How do you go about meeting the
needs of residents?
My role is focused on leading the team
that ensures that our care home remains
clean and hygienic for residents, team
members and visitors. As a housekeeping
team we are not only focused on
minimising health risks and the spread
of germs, but also supporting the positive
mental wellbeing of those at Woodland
Grove who benefit from a wellmaintained
environment.
What’s a typical day like?
Both busy and rewarding. No two
days are ever the same, which keeps
the role dynamic and engaging. My
primary responsibility is to manage the
housekeeping team, ensuring every part
of the home is meticulously cleaned
and well-maintained. Infection control
is a top priority, as it is crucial for
maintaining the safety and wellbeing
of our residents. Additionally, my role
involves a variety of tasks such as placing
orders for supplies, overseeing the
laundry service, conducting audits to
uphold standards, and having one-to-one
meetings with team members to support
and develop them. It’s a challenging role,
but it’s deeply satisfying to know that my
work contributes to creating a clean, safe
and comfortable environment for our
residents.
What’s the most challenging part
of your job?
Managing staff effectively, which is both
a responsibility and an art. Building
a strong and cohesive team has taken
time and dedication, but it’s something
I’m incredibly proud of. Many of my
team have been here for years, and
we’ve cultivated an environment built
on mutual respect and trust. While
challenges do arise, I work hard to ensure
that everyone feels supported, confident
in their roles, and motivated to uphold
the high standards we’ve set together.
Managing people is always dynamic,
but seeing the team thrive and knowing
we’re making a difference to the lives our
residents make it all worthwhile.
Is there anything that would
surprise people about your job?
What might surprise people is how
integral housekeeping is to the overall care
provision in the care home. When people
think of care homes, they often focus
solely on the direct care for residents, but
excellent care is supported by many other
areas, including catering, housekeeping
and lifestyle activities. Together, these
elements make for a complete and highquality
care experience. Housekeeping
plays a vital role in the business structure,
though it’s sometimes overlooked. At
Woodland Grove, our housekeeping team
is exceptionally efficient, and our home
is consistently praised for its cleanliness.
This contributes significantly to the
comfort, safety and wellbeing of our
residents, and I take great pride in the role
we play in delivering outstanding care.
Has anything changed since you
started your role?
In the past 10 years I have transitioned
into roles of increasing responsibility,
which has led to my eventual promotion
to head of housekeeping. While initially
hesitant about accepting the role due
to a lack of confidence, after much
encouragement, I’ve made the step up.
While my role is much different than
when I first began, with oversight of a
Jackie Westrap
team and involvement in making more
important decisions which impact
all at the care home, I’ve relished the
opportunity.
What’s special about the care
home you work for?
The sense of community and connection
that runs through every aspect of
the home. I treasure the bonds I’ve
formed with my incredible team and
our wonderful residents. Having been
established for over 10 years, our team
feels like a family. We support one
another and have an environment where
collaboration and mutual respect thrives.
Our home manager, Maryum Ahmad,
and deputy manager Silvia Mammarella
are always present to guide and support
me. Their leadership has been invaluable,
and I’ve learned a great deal from them,
particularly in developing my management
style. This combination of teamwork,
guidance and a shared goal of providing
the best for our residents is what makes
Woodland Grove truly special.
What skills and talents do you
need to be a great housekeeper?
To be a great housekeeper, you need
a combination of practical skills and
personal qualities. Attention to detail is
essential to maintaining high standards
of cleanliness and infection control and
ensuring a safe environment for residents.
Strong organisational skills and the
ability to manage time effectively are
also key to balancing tasks like cleaning,
laundry and stock management.
Communication and leadership skills are
equally important when working with a
team, ensuring everyone is motivated and
tasks are carried out efficiently. Above
all, empathy and respect are vital, as they
help create a welcoming and comfortable
atmosphere that truly makes a house feel
like a home.
52 | JUNE 2025 CARING-TIMES.CO.UK

care | competition
Sax appeal
The annual Care Sector’s Got Talent contest shone a light on the amazing
hidden talents within its workforce
Oladayo ‘Ola’ Ojekanmi from
Netherley, Liverpool, was
crowned the winner at the
annual Care Sector’s Got Talent contest
held at the Rep Theatre in Birmingham
on 2 April. Cheered on by hundreds
of people in the live audience and
selected by an independent judging
panel, saxophonist Oladayo blew
away the judges with the energy of his
performance.
This was the fifth Care Sector’s Got
Talent event, a key programme of
Championing Social Care, designed to
shine a positive light on the incredible
and often overlooked range of talents
within the care sector.
The judges received and reviewed
scores of audition entries spanning
the whole remit of the care sector –
including residents, team members,
contractors and care home entertainers
and staff. Just eight talented contestants
were selected to take part in the live
final.
The finalists included a soul singer
business administrator from Ipswich,
a crooner care assistant from Essex,
care home staff-turned harmony choir
from Cardiff, an activity and wellbeing
officer magician from Glasgow, a
care home admin officer powerhouse
singer from Barnet, an Indian dancer
healthcare assistant from London and a
Makaton singing choir made up of staff,
community members and residents
from Worcestershire.
On the day, the four judges selected
Ola who works as carer at 365 Support,
a residential care service for users
dealing with mental health illness, as
the winner and it was announced by
the chair of Championing Social Care,
Avinish Goyal.
Ola received a cash prize was invited
to perform at Championing Social
Care’s special launch event for Care
Home Open Week on 16 June at
Loveday Belgravia Care Home in
London.
An ecstatic Ola said: “I’m so grateful
to have won this amazing competition
simply by doing what I love. It’s been a
great opportunity and I’ve thoroughly
enjoyed the experience of meeting
all the other finalists. Really, we’re all
winners.”
In addition to the main prize, the
audience had the opportunity to vote
for the act they believed deserved a
scholarship fund prize. It was won by
Kunal Barot, a Bollywood dancer and
healthcare assistant at Acton Care
Centre in West London, part of Gold
Care Homes, who was praised for
bringing his passion of movement to
the stage.
Aneurin Brown, chair of the Care
Sector’s Got Talent committee, said:
“The calibre of talent on display at this
year’s Care Sector’s Got Talent event
was phenomenal. The judges were
blown away by the diversity of talent
and the quality of performances on
show. Well done to all of our finalists
Oladayo Ojekanmi
54 | JUNE 2025 CARING-TIMES.CO.UK

Kunal Barot
today, but specifically to Ola, who
definitely had the X-Factor.
“We’re delighted by how well
this event is attended by those who
travelled to Birmingham. Care Sector’s
Got Talent not only recognises and
celebrates the unique and individual
talents of our workforce, but it also
fosters unity across the sector.”
Care Sector’s Got Talent is made
possible thanks to the support of its
funding partners:
• Florence
• West1 Services
• Compass Recruitment Services
• Boutique Care Homes
• Care Home Interiors
• Leaders in Care
• Care Shop
• Morgan LaRoche
• ADG Architects
• Sensio
• Brents Insurance
CARING-TIMES.CO.UK JUNE 2025 | 55

care | manager in focus
10 questions with…
We speak with Kimberley Lord, registered manager at Sandstone Care’s
Fleetwood Hall in Fleetwood, Lancashire
Why did you join the social care
sector?
Working in health and social care
allows me to make positive differences
in people’s lives. I have the opportunity
to provide care, support and
compassion to those in need, making a
meaningful impact on their wellbeing
and happiness.
What do you enjoy most about
your job?
Being able to make a difference to
the lives of the people who live in our
home. I enjoy spending time with
residents and their friends and families.
Who is your social care hero
and why?
My first ever senior operations manager
who is called Wendy, who always
made time for me, especially through
the Covid pandemic when she wasn’t
allowed into our homes, but phoned
two or three times a day to see if she
could support with anything remotely.
Wendy always knew what to say when
things became tough. She would come
in and complete audits within the home
and take you round with her and would
support you in rectifying any concerns.
She would talk to you and not at
you, offer to support you to complete
actions, but would also teach you.
Wendy is a fantastic role model and is
very well appreciated and respected.
What’s the one thing you would
change about social care?
Within health and social care,
improvements can be made by focusing
“Working in health
and social care
allows me to make
positive differences
in people’s lives.”
Kimberley Lord
on prevention, embracing technology,
and addressing inequalities in access
and care.
What, in your opinion, makes a
great care worker?
Being compassionate, kind and caring
and wanting to make a difference to
people’s lives. Going above and beyond
their role.
What do you do when life all
gets a bit much?
When I feel overwhelmed and feel like
things are a little too much, I will take
myself of and go for a walk. If things
become too overwhelming within the
workplace I will speak to my regional
manager, as I feel a problem or feeling
shared is a problem halved.
Which three famous people
would you have to dinner, and
why?
I would have dinner with Celine Dion,
Adele and Will Smith. I would invite
these artists to dinner because I’d love
to discuss why they had chosen this
career path and what inspired them to
do this. I’d love to find out more about
them as people and what they were like
growing up.
What three things would you
bring with you to a desert
island?
I would take a bottle of sauvignon, my
make-up and my phone.
What’s your secret talent?
I’m good at hiding my emotions
What advice would you give
your younger self?
Not to be too hard on yourself. When
things get tough, talk about them, seek
advice and support. Life is for living;
you only get one life, make every day
count. Seek new challenges; always try
your best.
56 | JUNE 2025 CARING-TIMES.CO.UK

Just press play
championing social care | care
Ellen Bassam, research and communications officer at Music for Dementia
says you can bring music into your care home for Care Home Open Week
Ask anyone who has worked in
a care home about music, and
they will have a tale to tell.
A memorable song can lift a resident
into the moment who may appear
withdrawn. A choir can create bonds
between care workers and residents. A
local musician can host a singalong that
sparks laughter and joy.
Music connects people to their local
community and helps residents to
reconnect to themselves again. That’s
why this year’s Care Home Open Week,
organised by Championing Social Care,
has a Power of Music theme and why
charity campaign Music for Dementia
came on board as a partner. Music for
Dementia is the campaign to make
music an integral part of dementia care.
Between 16-22 June, thousands of
care homes nationwide are expected to
take part in the week-long celebration of
care homes and the people who live and
work in them, by hosting a wide range of
activities for residents, families and the
wider community.
Visit the Championing Social Care
website to view an interactive map.
Whether you’re in Lincoln, London or
Lancashire, you can find out what’s taking
place and add your own to the festivities.
And it’s not too late to get involved.
The website has a wide range of free
Lots of fun was had at last year’s Open Week
resources, activities and ideas from a
host of partners that your activities
coordinator will love for Care Home
Open Week, to make it as easy and fun
as possible to put music at the heart of
your events. Just register on the website
and download our resource packs.
There’s a musical quiz, musical bingo and
set of decorations to help you create a
festival feel.
And we’ve made it easy for you to
host a singalong during the week by
tuning into our free online radio station,
m4dradio.com, which is available free
online, all year round. It offers six online
channels, each streaming music from a
different decade without ads. During
Care Home Open Week we will be
interrupting our usual schedule to offer
a one-off episode of the Singalong Show,
three times a day on the Mix Channel, to
fit with your care home’s routines.
Hosted by actress and singer Sian
Reeves (who you may remember from
Coronation Street), and featuring the
Bakewell and District Community
Choir and Amarillo legend, Tony
Christie, the Singalong Show will be
broadcast at 10.30am, 2pm and 7pm.
There will be a range of songs for
everyone to enjoy, including The Beatles
and singalong favourites. Download
your lyrics sheets in advance.
It doesn’t matter whether you sing in
or out of tune, or just want to sway along
to the classics, everyone’s invited. Just
press play on the Mix Channel and join
in the fun.
As we head towards this special week,
we want as many care homes as possible
to feel empowered to bring music into
their home and help spread the magic.
You may never have done something like
this before, but by simply giving it a go,
you can have a transformative effect on
the people you care for by just pressing
play.
CARING-TIMES.CO.UK JUNE 2025 | 57

care | technology
Software solutions
Fiona Hale, managing director of software firm CoolCare, says technology can
make care management significantly easier for UK care providers
The UK care industry is
undergoing severe challenges
with the 65-plus age group
projected to increase by 38% by 2040,
from 10.5 million to 14.5 million. This
will necessitate an additional need for
approximately 540,000 extra care staff
to keep up with the demand.
With an ageing population, a rising
need for high-quality care, and ongoing
staffing issues, care providers are putting
in extra effort to uphold their high
standards.
But amid these challenges lies a
powerful solution – admin software.
Designed specifically for the care
industry, these systems are helping
care home managers streamline their
operations, improve visibility across
teams and ultimately provide better care.
Rostering by spreadsheet, paperbased
resident records, and manual
payroll calculations are still surprisingly
common. These systems not only waste
time but also leave room for human
error and can delay vital decisionmaking.
It’s within this gap that care
home admin software proves its worth.
The software isn’t about replacing
people – it’s about supporting them to
do their jobs more effectively.
From simplifying admin to
supporting staff and enhancing the
experience for visitors, here are some
ways care home software can support
smoother, smarter operations:
Effective occupancy
management
Occupancy management is critical for
financial sustainability in care homes.
Revenue losses often result from
inefficient enquiry handling, lengthy
admission processes or inadequate data
visibility. Through technology, realtime
visibility into expected occupancy
enables managers to plan staffing
efficiently, ensuring consistent quality
care. For instance, a rise in private
enquiries – typically slower to convert
– may prompt a different planning
approach than faster local authority
admissions.
Data-driven enquiry management
also supports strategic decisions, like
choosing to hold beds for higherrevenue
private admissions despite
longer conversion times. With detailed
data analysis, care homes can align
resources with financial goals, optimise
occupancy and ensure staff are prepared
– improving resident experience and
operational performance.
Reducing reliance on agency
workers
While care home occupancy remains
strong at 85.7% nationally, staffing
challenges continue to be a significant
concern. Shortages, absence and late
notice shift changes result in frequent
use of agency or temporary workers,
with attendant disruption of continuity
of care. Advanced scheduling software
Fiona Hale
provides a solution by predicting
staffing shortfalls well in advance.
Automated rostering systems
balance factors like staff preference,
qualification and shift requirement.
This ensures schedules are fair and
efficient, helping prevent overstaffing
or underutilisation. These tools offer
a comprehensive overview of staff
availability, allowing for strategic
workforce planning that minimises the
need for expensive agency workers.
With this technology, care homes are
better able to manage their resources,
“The software isn’t
about replacing people
– it’s about supporting
them to do their jobs
more effectively.”
58 | JUNE 2025 CARING-TIMES.CO.UK

reducing agency usage by up to 80%
in some cases. Staff morale is not only
improved, as in-house staff are offered
shifts as a priority, but the delivery
of care will always be consistent and
personal.
Payroll and administrative
efficiency
Payroll errors can be expensive and
undermine staff trust. Automated
attendance reporting, like biometric
clock-in, eliminates this by providing
consistent, accurate attendance data.
They integrate with payroll software,
reducing manual corrections and
providing fast, accurate pay. For care
homes, this means saving time and
boosting staff satisfaction.
Create a welcoming
environment for visitors
With 99.5% of care homes in England
welcoming visitors to meet their
loved ones as of March this year, the
way a home presents itself – both in
person and digitally – can significantly
influence how a care home is perceived.
Digital visitor management
systems, such as electronic visitor
books, simplify the experience while
enhancing security and compliance.
These systems log visitor information
securely, helping care homes align with
regulatory requirements. Families view
this as proof of professionalism and
transparency, offering reassurance that
their loved one is in capable hands.
Virtual noticeboards encourage a
sense of community by presenting
menus, activities and staff updates.
These small but significant steps
contribute to creating a warm, friendly
atmosphere which resonates with
residents and visitors alike.
Real-time operational insights
Digital platforms consolidate data
from staffing schedules, resident
records and financial reports into one
accessible system. This holistic view
enables managers to track performance
statistics in real time, observing trends
and making proactive adjustments.
Live occupancy figures, for instance,
can identify underperforming areas,
triggering targeted marketing to fill
vacancies.
Empower staff through digital
tools
Digital scheduling tools enable staff
to manage shifts easily, allowing them
to view rotas, request holidays or swap
shifts via mobile apps. This autonomy
enhances work-life balance and trust
between management and employees.
Add-ons such as earned wage access
reduces financial stress, enabling
workers to receive a portion of wages
ahead of payday. These actions function
better amid economic recessions,
enhancing morale and retention.
Shape the future of care with
digital tools
At CoolCare, we provide admin
software that empowers managers with
real-time data. Our recent partnership
with Doveleigh Care has seen
significant time savings and improved
efficiency for managers. Rota and
timesheet administration, which took
over 50 hours a month, has also been
drastically cut.
The role of admin software in care
is only set to grow. As expectations
around digital transformation increase
and the Care Quality Commission
places greater emphasis on efficiency
and visibility, care homes that embrace
this technology will be better placed to
adapt.
Importantly, the success of these
systems lies in their ability to
complement care – not replace it.
When implemented well, admin
software empowers care staff at every
level and creates stronger, more
sustainable care environments.
In an industry built on compassion,
efficiency might not be the first word
that comes to mind. But when care
homes run more smoothly behind
the scenes, everyone benefits. Admin
software might not deliver care directly,
but it provides the foundation for it to
flourish.
CARING-TIMES.CO.UK JUNE 2025 | 59

Getting down to
business
When it comes to health and social care, we mean business – with
award-winning products, and specialist support from our team of
experienced Relationship Managers.
Here are some of the sectors we work with:
• Aged, specialist and childcare facilities
• Dentists and dental practices
• Hospitals and medical centres
• Real estate and development finance
• Pharmacists and pharmacies
• Doctors and medical practices
For more info call:
Derek Breingan
Head of Health and Social Care
07818 454674
Subject to eligibility. Virgin Money is a trading name of Clydesdale Bank plc. registered in Scotland (No. SC001111). Registered Office: 177 Bothwell Street, Glasgow, G2 7ER.
VM41259