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Chief Editor
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Editor’s Letter December 2024
The time has come to close the doors on 2024 and look forward to 2025, meaning it is the perfect time to reflect on the incredible dedication, compassion, and innovation that make care homes such vital communities. This December edition of Care Home Magazine is all about renewal and resilience—bringing fresh ideas to the forefront while addressing the ongoing challenges of care home life.
One of our key focuses this month is Activities. A well-planned activities calendar can transform the daily experience of residents, fostering joy, connection, and mental stimulation. But how can care homes keep their offerings fresh and engaging year after year? We’ll explore creative strategies for reinvigorating activities calendars in 2025, showcasing how innovation and resident feedback can drive meaningful change. From tapping into new trends to revisiting beloved classics with a modern twist, our insights will inspire your plans for the year ahead.
Equally pressing is the issue of Staffing. Care home staff are the backbone of our industry, but burnout remains a significant concern. This edition delves into Reducing Staff Burnout in Care Homes, offering proven strategies and emerging practices to support the wellbeing of your teams. From fostering a culture of self-care to practical approaches like improved scheduling and enhanced training, we’ll discuss how prioritising staff wellness ultimately benefits residents and the care home as a whole.
As always, we bring you our regular features: Industry News, Essential 5, Care Home of the Month, Activity of the Month and Dishing Up.
Whether you’re planning a festive celebration, brainstorming for the new year, or simply looking for inspiration to enhance your care home’s environment, this edition is packed with insights and ideas to help you thrive.
Wishing you a warm and joyful holiday season, and a vibrant start to 2025!
Jade Evans, Chief Editor
Table of Contents
6 Industry Update
Providing insights into what’s currently happening within the care sector, we share some of the latest news.
10 Guest Article
In a piece from, Leonie Lowrie, Practice Educator Rennie Grove Peace Hospice Care, we dive into whether care homes could become the hospices of the future.
12 Essential 5
As part of our wider staffing focus, Andrew Kennedy, Recruitment Manager at Ascot Care Agency, shares five best practices for recruitment in the care sector based on his previous experiences.
20 Staff Wellbeing
Aiming to provide your care home with a caring culture for staff, a guest article from Driving for Better Business highlights the importance of road safety for employees driving for work.
29 Activities
As we approach the New Year, we lean on experts who reveal how to ensure your activities calendar gets a freshen up for 2025 and the benefits this can have on care home residents.
40 Food and Drink Trend Report
Bidfood’s Wayne Wright, Culinary Development Chef, offers an insight into trends surrounding food and drink for 2025 within the care sector.
22 26 34 32
Industry update
Anchor celebrates 20 care homes achieving Veteran Friendly Framework status
Former members of the Armed Forces at Anchor care homes across England are benefitting from enhanced care and support, because so far this year 20 care homes have achieved the standards required for Veteran Friendly Framework (VFF) status.
Anchor’s Managing Director of Care Services Rob Martin paid tribute to the achievements by colleagues across the country in reaching the benchmark, an endorsement awarded by Star and Garter, the Royal British Legion and the Veterans Covenant Healthcare Alliance.
Rob said: “The wonderful people working at our care homes have shown fantastic dedication, passion and commitment to carry out
tremendous high-quality work to achieve the Veteran Friendly Framework status and our residents are beginning to see real benefits to having it.
“We are expecting more of our homes to successfully achieve VFF status in the coming months and I am looking forward to attending more celebration events as a result. It is great to see.”
Rob previously served with 40 Regiment in the Royal Artillery for almost seven years, where he developed many of the skills that he continues to apply today in a high-pressure role.
The standards the homes have to meet to achieve VFF status include referencing Armed Forces status within care plans, addressing social isolation; and signposting to
support services, such as their local Royal British Legion branch and other charities that provide support for veterans or partners of veterans.
The aim of the VFF is to better support the practical, emotional and social needs of the Armed Forces community, in residential care homes across England, by providing training and resources to assess and improve the care they offer. It will help tackle loneliness and has the scope to deliver improved health and wellbeing outcomes for the 25,000 veterans living in care homes in England.
Care UK takes on six new homes in Yorkshire
Leading care provider, Care UK has taken over the leadership and management of six care homes in Yorkshire, formerly operated by Springfield Healthcare.
The management contract came into effect on Monday 7th October and includes six properties. They are: Chapter House, Beverley, Chocolate Works, York, Harcourt Gardens, Harrogate, Mayfield View, Ilkley, Seacroft Grange, Leeds and Seacroft Green, Leeds.
Andrew Knight, Chief Executive Officer of Care UK, said: “I am very pleased to welcome Springfield colleagues, residents and their loved ones to the Care UK family.
“This venture marks an exciting expansion into a new area of the country for us and we believe the quality and calibre of these homes aligns perfectly with the Care UK brand. We are looking forward to getting to know the residents and their local communities as well as
supporting and developing our new colleagues.”
With the addition of these homes, Care UK now operates 164 homes across England, Scotland and Wales and has the highest care rating of the UK’s large care provider.
Through the management of former Springfield homes, Care UK welcomes almost 600 new colleagues and 528 additional beds to meet a variety of needs, ranging from specialist nursing care to residential and dementia care. In addition to the care support
provided, several of the homes offer accommodation for more independent senior living.
The homes included in the management contract are: Karen Seabrook, Operations Director of Care UK’s Central Division will take responsibility for the ex-Springfield homes with the support of Amanda Holland, who is moving to the role of Yorkshire Regional Director.
For more information about Care UK, or to find a vacancy in their award-winning teams, please visit www.careuk.com
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Through in-depth industry experience and resident understanding White Oaks builds tailored menus. To ensure they provide stability in homes, White Oaks focuses on staff training, person-centred care, engagement activities, and long-term partnerships. Backed by Compass Group, they pass on the benefits of global business to their customers. White Oaks aims to enhance the quality of life for residents and positively change perceptions of the care, assisted and retirement living sectors, ensuring that every resident’s voice is heard.
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The Impact
Vic Rayner, Chair of the Care Provider Alliance shares details on how the Care Provider Alliance survey tells a grim tale of Budget impact on adult social care providers.
In last month’s column, I took readers through the urgent work the Care Provider Alliance (CPA) undertook to help the Care Quality Commission understand how it can regain the trust of the care sector. It’s from the perspective of my role as Chair of the CPA that I once again put pen to paper to tell you about another crucial piece of work completed at speed recently by the alliance.
Colleagues from the 10 membership organisations making up the CPA have all heard of the increasingly worrying impact the Chancellor’s Budget announcement, specifically the planned rise in Employer National Insurance Contributions and increase in National Minimum
Key findings show that without immediate government intervention:
• 73% will have to refuse new care packages from local authorities or NHS
• 57% will hand back existing contracts to local authorities or NHS
• 64% will have to make staff redundant
• 92% of providers who also serve people who pay for their own care will be forced to increase rates for self-funders
• 22% are planning to close their businesses entirely
Wage, will have on providers. Much lobbying work has ensued, calling for an exemption from the tax increases or extra money for social care but more evidence was required in order to present a strong case to government.
To that end a survey was quickly developed to gather data on the impact from a wide range of providers, their staff and the people they serve, to which 1,180 providers responded. The results were devastating and stark. Responses painted an alarming picture of a sector already cut to the bone being forced to think the unthinkable: closure of services, job losses, disruption or even cancellation of vital care that hundreds of thousands of people depend on to live their lives.
One contributor’s response included this comment: “We have made it through a global pandemic and cost of living crisis only to be shut down by the very government that we hoped would save us. This is not just about business viability – it’s about the lives of hundreds of thousands of vulnerable people who rely on these essential services.”
Social care providers are not the only groups sharing their deep concerns. On opening the National Children and Adult Services Conference (NCASC), ADASS President Melanie Williams spoke of the “catastrophic impacts” of the Budget on social care providers.1 Interestingly, from a cross party perspective Local Government Association has also issued concerns as they called for the increases to Employer National Insurance Contributions to be fully funded within the Local Government Finance Settlement.2
The government must be under no illusion that the sector can absorb or accommodate these increased costs. Without adequate support, we now know for certain that services will close, care providers will stop delivering public services, and care workers will lose their jobs. Critically, a huge number of people who rely on care and support will go without or see their lives deteriorate. The £600m announced for social care won’t touch the sides of a £2.8bn cost burden identified by the Nuffield Trust. We know the potential of social care to transform people’s lives – and create jobs. This decision will take us backwards.
The CPA now calls for urgent action from the government:
1. Immediately exempt all care providers from the changes in employers’ National Insurance contributions
2. Ensure the National Living Wage increases for all care staff are fully funded
3. Create a sustainable long-term funding settlement for social care
Could care homes become the hospices of the future? By Leonie Lowrie, Practice Educator Rennie Grove Peace Hospice Care.
I’ve worked in palliative care for over 25 years - both as a palliative care nurse and more recently in providing palliative care training and education. My passion lies in empowering care home staff to develop the knowledge and confidence to deliver excellent end of life care in their own setting.
I believe that having a good death should be as important as having a good birth. In the face of a rapidly ageing population, now is the time to consider what palliative care might look like – and where it should be delivered – in the future. The care system today faces many challenges including increasingly stretched funding and changing policies on social care, but there
are things that we can do now to improve end of life care for all.
Where we are now
The latest statistics from the State of Ageing report 2023 tell us that the number of people aged over 80 in the UK will double in the next 30-40 years and that there are 400,000 people now living in care homes. That is three times more than the number of hospital beds in the UK and far exceeds the capacity of charitable hospices. Too often sick and frail people who are nearing the end of their lives are shuttled back and forth between different healthcare settings, which can make their problems worse. We need to look at solutions that keep frail, sick people in familiar,
comfortable surroundings for as long as possible, while receiving excellent quality end of life care.
The challenges and solutions
Governance
Palliative care is governed by Integrated Care Boards (ICBs) alongside Primary Care Networks made up of GPs and other health and social care networks in the area. Add this together with relevant charities and other stakeholders and it is easy to see how the patient can easily get forgotten. Everyone is trying to do the best job possible but there are always competing needs of different organisations. The
challenge is to ensure that the individual is central to decision making and in order to do that, there needs to be reform of the current system.
End of life care needs to be more efficiently coordinated. Hospices can end up working in silos because they operate as charities outside of the NHS. Streamlined engagement with the different organisations working seamlessly alongside patients and relatives is key to reform with everyone having clear roles and responsibilities.
Putting the patient first
With assisted dying once again making the headlines, there has never been a better time to discuss death. Palliative care is about building on honest conversations about dying and not shying away from them. Personalised care plans put the individual’s wishes front and centre enabling individuals to take control.
To ensure equity for all patients, we need to take this best practice from palliative care and ensure staff in care homes are equipped with the skills and knowledge to be resilient and reflective so that they can be part of those planning conversations. And that requires more specialist training for care home staff.
National standards of education
General social care qualifications in the UK don’t currently include training in palliative care. This needs to change if we want to keep more people out of hospital. Currently care standards differ across the country with some care workers experienced and well qualified and some still learning on the job. A national standard of training for all staff which includes end of life care would solve this problem, with a move away from purely taskbased training to a more holistic understanding of each individual and their needs.
It is important that carers are trained with the knowledge and skills to speak to other stakeholders about their patients’ end of life care.
Building partnerships
As practice educators we spend a lot of time working collaboratively with different organisations, sharing learnings and providing specialist training. Working together in this way, provides a consistent standard of palliative care training and the specialist knowledge that is needed when dealing with someone who is dying and the people around them. Another benefit of collaboration is engagement with other likeminded charities like dementia charities to share expertise.
The hospice care sector and the care home sector need to work more closely together if we are to improve palliative provision in wider settings. Improving engagement with the big care home providers will ensure less patchy palliative care training across the country. We are part of a larger network of palliative care providers so we can
exchange ideas with others and tap into other statutory services too.
The future
Everyone should have an equal right to end of life care, after all –we only have one chance to get this stage right for each person. But the current inequities in provision mean that access to services can vary hugely by area. Charitable hospices simply don’t have the capacity to deliver quality end of life care to everybody who needs it in a rapidly ageing population. By supporting education, training and governance in care homes we can ensure that more people receive the best quality palliative and end of life care in their own settingbringing hospice-standard care to people in the place they feel most comfortable, and leaving hospice beds for those with the most complex needs.
renniegrovepeace.org.uk
Essential
5
Andrew Kennedy, Recruitment Manager at Ascot Care Agency, shares some of the best practices for recruitment in the care sector that he has developed after 25 years in recruitment.
Build RelationshipsLong-Term
Recruitment isn’t just about filling a role; it’s about forming lasting partnerships with the end goal in mind at all times. By focusing on the long-term, it can provide better results for both residents and candidates. This approach ensures that every placement contributes to growth, satisfaction, and success for everyone involved.
Active, Personalised Search
I like to invest time in understanding the unique needs of each client and what they truly value in a candidate. I don’t just post a job ad and wait for responses. Instead, I go out and actively engage with a network I’ve built over two decades. These two things ensure I’m not fishing from the same pool and can find candidates who are a perfect fit for my clients’ needs – it’s recruitment with intent.
Unbiased, Honest Advice
My goal is to ensure that both parties—the client and the candidate—feel fully confident and supported at every stage of the process. To achieve this, I prioritise transparency and fairness, providing clear and unbiased advice that serves the best interests of both sides. By understanding the unique needs, goals, and concerns of each party, I create a collaborative environment where decisions are made with trust and mutual respect. My aim is to foster open communication and shared understanding, ensuring that everyone involved feels valued and well-informed, leading to outcomes that are beneficial and satisfying for all.
Look For Fair, Transparent Fees
We keep our fees at 9%, which I believe is fair and ensures that our clients feel they are receiving good value. This rate strikes the right balance between affordability and the high quality of service we aim to provide. Unlike many competitors, we pride ourselves on transparency—there are no hidden charges, no surprise costs, and no unnecessary add-ons that inflate the final bill. Our focus is solely on delivering a straightforward, effective solution that respects both your budget and your trust. By maintaining this clarity and fairness, we build long-term relationships with our clients, based on mutual respect and shared success. If you focus on these key areas, you’re much more likely to see success in your recruitment process.
5 4 3 2 1
Define Clear Role Requirements
Defining clear role requirements is essential for effective recruitment and team building in the care sector. This involves creating comprehensive competency profiles that detail not only the technical skills required for the role, such as administering medication or managing care plans, but also the critical soft skills necessary for success. Attributes like patience, empathy, and effective communication are fundamental in fostering a supportive and nurturing environment for those receiving care. Additionally, aligning candidates’ core values with the ethos of the care sector is crucial. By prioritising individuals who demonstrate a genuine commitment to compassion, resilience, and improving the lives of others, organisations can build a team that embodies the mission and values of their care-focused work.
I’m always happy to chat, if you’d like to know more, contact me at andrewkenedy@ascotcare.co.uk.
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Staying Afloat
With the care sector being a strenuous one, we look into how to reduce staff burnout in care homes with industry experts providing proven strategies and emerging practices.
In the demanding environment of care homes, staff burnout is an ever-present challenge that impacts not only caregivers but also the quality of care provided to residents. As the sector faces ongoing pressures—ranging from staffing shortages to the emotional weight of caregiving— finding effective ways to support employees has never been more critical.
With help of experts, we delve into proven strategies and emerging practices to alleviate burnout, as shared by industry experts. From practical interventions like workload management and mental health initiatives to innovative approaches
leveraging technology and teambuilding, we explore actionable solutions to foster resilience and well-being among care staff.
Subhrajit Das, Director of Workplace Safety and Employee Development at Langdale Care Homes, agrees that burnout among care home staff is a significant concern within the social care sector, as the emotional and physical demands of their roles can profoundly affect both their wellbeing and the quality of care provided.
Subhrajit believes that tackling burnout necessitates a comprehensive approach that integrates effective workload management, a supportive
workplace culture, and strategies that prioritise staff mental health and work-life balance. The repercussions of burnout extend beyond the individual, directly influencing the standard of care residents receive. When staff are burnt out, they may find it challenging to exhibit the patience, empathy, and attentiveness that are crucial for delivering high-quality, person-centred care.
Residents depend on their caregivers not only for assistance with personal care but also for emotional support and companionship. Subhrajit said, “Without timely and effective interventions, burnout can create a detrimental cycle of stress,
disengagement, and high turnover rates, ultimately undermining the quality of care that residents deserve.”
Subhrajit sees that burnout in care environments often arises from high emotional demands, physical strain, and extended shifts. Staff members are tasked with managing complex resident needs, which can lead to significant exhaustion. Additionally, inadequate staffing ratios exacerbate the pressure, resulting in unsustainable workloads.
“Managers should be vigilant for early warning signs, such as increased absenteeism, mood fluctuations, irritability, diminished job performance, and withdrawal from team interactions. Regular check-ins can promote open communication and facilitate early intervention.
“A well-structured workload is vital for preventing burnout. Care homes should strive for balanced staffing ratios, enabling each caregiver to provide quality, compassionate care without feeling overwhelmed. Flexible scheduling allows staff to manage personal and professional commitments
more effectively, thereby reducing stress and enhancing mental health. Cultivating a supportive culture can significantly mitigate the risks of burnout. Managers play a pivotal role in fostering team cohesion and encouraging open communication, ensuring that employees feel heard and valued,” added Subhrajit.
Implementing wellness programmes is essential for bolstering mental health. Subhrajit advises introducing initiatives such as stress management workshops, counselling services, and easy access to mental health resources in order to empower staff to navigate workplace challenges more effectively.
You should look to create a stigma-free environment as this will encourage employees to seek support, which is crucial for maintaining mental well-being. Encouraging a healthy work-life balance is particularly important for staff working demanding shifts is also essential, and Subhrajit, added “Providing adequate time off, implementing shorter shifts when feasible, and promoting downtime all contribute to a healthier dynamic. Staff who can recharge
outside of work are more likely to perform effectively and avoid burnout.”
Subhrajit notices how the use of digital tools and technology can significantly alleviate staff workloads. Efficient systems for documentation, communication, and administrative tasks can minimise the time spent on routine paperwork, allowing staff to concentrate more on resident care.
“I can say that under my stewardship, Langdale Care Homes has taken proactive steps to align with these strategies, ensuring that our staff are well-supported and equipped to provide the highest quality of care.
“By adopting these approaches and fostering an inclusive culture, we actively combat staff burnout, thereby improving both employee well-being and the quality of care for our residents. Addressing burnout is an investment in the sustainability and longevity of highquality care. It is quintessential to recognise that by ensuring care home staff remain supported, residents will continue to receive the compassionate care they deserve,” Subhrajit finished.
Rick Canavan, Co-Owner BA Healthcare, believes that the primary causes of burnout among care home staff are a combination of three things – “too much work, too much responsibility and too little training.” He continued, “When all three occur together it can be a sure-fire recipe for burnout.”
Recognising a challenge care homes can face is that with burnout, it happens slowly, often invisibly, then very, very quickly. Rick said, “Staff approaching burnout often perform well, even at very high levels of stress until they just can’t do it anymore.” There may only be a very small window of time to spot signs and act before it’s too late, so prevention is always better than cure.
With this being said, Rick added, “Managers should look out for sudden unexplained changes. Ask yourself ‘is a colleague that has always performed really well suddenly struggling with timekeeping, record keeping, or making basic errors?’ or ‘Does everything suddenly seem to be a real struggle for them?’”
Care homes can work to actively reduce burnout and the effects of burnout and evidence shows that
communication is critical here. That means having good channels of communication with management, communicating the mental health support that is on offer and communicating a culture of good mental health throughout the organisation is essential.
Looking at how workload management can impact burnout, Rick explained, “Excessive workload is probably the single biggest cause of burnout.
“It’s important to be realistic about how challenging working in care can be and factor this into workloads. It’s also important to ensure care workers aren’t allowed to take on too much extra work and responsibility too early, but also to ensure managers have a proper conversation with care workers so they understand that you are actively working to ensure they thrive and grow without burning out.”
Staff-to-resident ratio of course plays a role in preventing burnout. The CQC of course leaves it to providers to determine what is a safe working ratio and when calculating this, providers will often look at a whole range of factors but very often they forget to look
at what impact that ratio might have on their staff. What can look sustainable financially or on a rota, isn’t necessarily sustainable or healthy on the ground. Rick finished by adding, “Healthy, sustainable ratios really matter in preventing burnout but having the right people is just as important - it’s not just the right number of people, it’s the right number of confident, capable people.”
Addressing staff burnout in care homes is not only essential for the wellbeing of caregivers but also vital for maintaining high-quality, person-centred care for residents. As highlighted by experts, proactive measures such as effective workload management, fostering a supportive culture, and leveraging technology can significantly mitigate the risks of burnout. Emphasising mental health support, realistic staffing ratios, and open communication further enhances resilience among staff, creating a sustainable and compassionate care environment. By prioritising these strategies, care homes can safeguard the health and performance of their teams while ensuring residents receive the quality care they deserve.
Retaining Care Staff
The challenge to recruit and retain care staff will only grow as recently announced employment law changes come into force. Here, Kate Brooks, Employment Lawyer at Ellis Jones Solicitors, outlines some of the key changes and strategies care sector business can continue adopting to attract and retain staff.
Pay
There will only be a legal obligation to increase wages on an annual basis if there is a contractual right to do so, or in line with national minimum wage. For the second year running there is a significant rise in national minimum wage. For those 21 or over, the increase is 6% from last year. Employers also have the increased employer’s national insurance contributions to budget for. It is unlikely that an employer can afford to make a 6% pay increase across the board. That being said it is important to keep an eye on what competitors
are offering and we recommend an annual review of rates.
Staff benefits
There are limited salary sacrifice benefits available where an employee can benefit and an employer can reduce its national insurance bill. The most common is pension. We suggest arranging for staff to receive free pension and financial advice at work at least once per year, may help to go some way for staff to understand the benefits of paying more into a pension. Other non-cash benefits include:
health insurance; cash back for medical treatments; employee discount schemes (via a 3rd party provider or negotiated directly with suppliers, contacts etc); bike to work, tech, electric car schemes; additional holiday days; paid sick, carers, bereavement leave, emergency, or even new pet leave; free refreshments; charity days; and staff socials.
Career Development and Training Opportunities
Clear promotion and development pathways, alongside a clear and
supportive review or appraisal process are likely to be key to retention. This could include offering regular training sessions or coming up with a mentoring programme so that staff are supported and guided in career progression and development.
Flexible Working
The demand for flexible working arrangements has increased significantly. From 6 April 2024, employees have the legal right to
request flexible working from day one. In a career that demands long shifts and irregular hours, offering flexible working arrangements to care staff will help to support employee wellbeing, in turn reducing burnout and allowing staff to maintain a healthy work-life balance.
Create a Positive & Supportive EnvironmentWork
Ensure you have a positive and
supportive working environment by communicating regularly and effectively with your staff, understanding the emotional challenges they are facing, and offering support when needed. This could include setting up staff groups for example health and wellbeing to understand challenges staff are facing and put in place appropriate reward strategies and education over topics such as neurodiversity, menopause, mental health.
Above all we recommend, taking time to ask staff regularly what they like and don’t like about work. will enable you to achieve small wins, but also communicate with staff over why some asks are just not possible.
How can Ellis Jones Solicitors Help?
If you require assistance in relation to the above or any other employment law or HR matter, please do contact Ellis Jones on 01202 525333 or by email at employment@ellisjones.co.uk.
A Caring Culture for Everyone
This article highlights the importance of road safety for employees driving for work.
Under the Health and Safety at Work Act 1974, employers must ensure work vehicles are safe and compliant. It introduces a free online policy builder from Driving for Better Business to help organisations create a compliant “Driving for Work” policy.
Where health, safety and wellbeing are paramount for residents, clients and your brand reputation and business growth, they are equally important for employees, carers and staff – especially those whose role includes driving for work.
Driving for work is statistically the most dangerous activity most employees undertake. Around a third of all road traffic incidents involve someone who is driving for work at the time - accounting for some 500 fatalities and almost 40,000 injuries a year.
The Health and Safety at Work Act 1974 treats a vehicle driven for work as an extension of the workplace – whether it is a company provided vehicle or one that is privately-owned and used for work journeys. The employer must ensure that those driving for work are safe, legal and competent to do so, and that vehicles are safe, legal and roadworthy.
What is a work journey?
Employees and staff may not see themselves as a driver but if they drive for any part of their work, they are considered a business driver and have related responsibilities.
Driving for work is any journey carried out in relation to work (other than commuting to a usual place of work). This may include taking work colleagues or residents to appointments, travelling to
meetings or simply popping to the shop or post office on behalf of work.
Employers have responsibilities to manage driving for work for which you need a legally compliant policy. So where do you start with a policy?
Ask:
• Is there a checking system in place for driver competency, licence validity and business insurance?
• Is everyone in your organisation fully aware of their individual responsibilities to manage workrelated road risk?
• Do you have a comprehensive ‘Driving for Work’ policy document?
New resource: free Driving for Work Policy Builder
The risk-management experts at
Driving for Better Business, the free programme from National Highways to help employers manage driver safety, have launched an online driving for work policy builder to help ensure you have a legally compliant driving for work policy.
Why companies need a driving for work policy:
• It is a legal requirement: companies must have policies and procedures to minimise risk –including the known risks around driving. In the event of a serious incident, a company must be able to produce documentary proof that the organisation has taken reasonable steps to protect drivers and other road users.
• It makes good business sense. Poorly management costs
companies more. For company vehicles, this means higher insurance, increased servicing and maintenance costs, more speeding tickets and greater fuel use; and for those using their own vehicle, confidence that they know what’s expected and are safe and legal.
• It is the right thing to do so that your staff and other road users get home safe and well.
This can have a huge positive impact on how employers think about driver safety. It helps employers create, review, and update their own policy. It covers all the key risks for those who drive as part of their work and can be adapted to individual companies.
What should be included?
• A statement explaining why the policy exists and why it is important that drivers follow it.
• A section covering licence checks, medical conditions, driver competence and fitness to drive including impairment, fatigue and wellbeing.
• A vehicle section including roadworthiness, loading, security, private use of vehicles and towing, if applicable.
• A journey section including driving standards, use of mobile phones, dealing with fines and penalties, and what to do in the event of a collision or breakdown.
• There’s no ‘one policy fits all’. Users must check the policy
wording and amend where necessary – for example to include transporting hazardous goods.
Getting driver buy-in
• It must be realistic, consistently applied, and reinforced regularly.
• Bring drivers in at an early stage: let them identify the risks in their journeys and how they might be avoided.
• Drivers need to see how it benefits them, that it can be easily followed, and that other things won’t interfere with their ability to comply.
• The rules apply to everyone in the business: directors as well as van drivers.
• Reinforcing the policy, reviewing compliance, and demonstrating the benefits that have been
achieved, will help ensure everyone understands its importance.
Keeping it up to date
• To be legally compliant, a policy must be up to date and reviewed regularly. The policy must be owned by a director or similar senior manager who has overall responsibility for creating, communicating and reviewing it, as well as monitoring compliance.
• Driving for Better Business works closely with the Health & Safety Executive, Driver and Vehicle Standards Agency, Department for Transport, TSO (which produces the Highway Code) and National Highways, and will provide updates whenever official guidance or legislation changes that affect a driver policy, plus an annual reminder to review your policy to make sure it remains current and legally compliant.
Use our free pre-written templates to create a new policy or check an existing policy.
To sign up for the new Driving for Work Policy Builder, visit www.drivingforbetterbusiness. com/driving-for-work-policy-toolsign-up-for-updates/
You can read more on the business case for reducing road risk in organisations, here www.drivingforbetterbusiness. com/business-benefits/
Care Home of the Month Thames View, Thames Ditton
Aria Care Group’s Thames View Care Home is situated in a stunning location on the bank of the River Thames and offers a range of care services, from residential to full-time nursing and specialist care, including support for complex conditions such as dementia and Parkinson’s disease. The home has 75 rooms, a library, a cinema, a bistro, multiple eateries and a large, picturesque garden overlooking the river. Home Manager, Paul Fenech, revealed, “Our carers, nurses, chefs and hospitality team are committed to providing exceptional care and a fulfilling lifestyle for our residents.”
In order to ensure that care plans are tailored to the individual needs of each resident, Paul and his team take a genuine interest in how their residents like to spend their time, tailoring their experience to ensure it’s every bit as enjoyable as life
has always been. “We assess each resident’s unique medical, dietary and lifestyle needs before their arrival and throughout their time with us to ensure their care plan remains current and deliverable,” added Paul.
Keeping residents active and engaged is at the heart of Thames View’s mission. “Last year, we offered over 1,200 activities to our residents,” said Paul. The Health and Wellbeing Lead, Raquel, plays a pivotal role in this endeavour, earning recognition as a finalist for ‘Care Activities Coordinator/ Facilitator of the Year’ at the National Care Awards.
The activities range from weekly exercise classes to clubs catering to diverse interests such as books, music and crafts. Days out and the Twilight Club, where residents create and enjoy cocktails, add to the vibrancy of daily life.
One of the most cherished
initiatives is the resident choir, founded by Raquel with the support of dementia charity, Lost Chord UK. “They host two concerts a year with over 100 people in attendance,” Paul highlighted. Additionally, the Dementia Friendly Café welcomes individuals with dementia to enjoy live music, coffee and pastries while connecting with residents and staff.
Dining at Thames View is an experience of choice and comfort. “We pride ourselves on offering a great dining experience to our residents,” said Paul. With a Bistro and multiple dining areas, residents have the freedom to select their dining preferences daily.
To ensure inclusivity, Thames View offers independence crockery toolkits for residents with visual, dementia or dexterity challenges, paired with the ‘Hospitality from the Heart Nutrition and Hydration Framework.’ This
framework includes: a three-week rotating menu for variety and balance, regular taster sessions to accommodate residents’ preferences, locally sourced, highquality ingredients for freshness and nutritional value, specialised diets adhering to IDDSI guidelines, including low-sodium, low-sugar, and dysphagia-friendly meals and nurturing a skilled and compassionate team.
Thames View’s dedication to quality care begins with its staff. Recruitment largely relies on referrals and open days, ensuring the team is built on trust and shared values. New hires undergo a thorough training program, pairing with experienced carers to facilitate a smooth transition. “Compassion and empathy are our priorities,” explained Paul, emphasising that professional skills can be developed with the right foundation of care.
Staff members are celebrated through Aria Care’s recognition programs, such as Hearts of Gold and Living Our Values Everyday.
Every detail of Thames View’s design focuses on enhancing residents’ lives. From thoughtfully crafted living spaces to tailored care plans, the home ensures residents feel safe, comfortable, and empowered to live as independently as possible.
Despite its historical status, Thames View is committed to sustainability. “Aria Care Group is very proud to have been the first to globally implement the use of n-kind plant-based cleaning products in all care homes,” Paul shared. These eco-friendly products align with the home’s mission to make sustainable choices without compromising on cleanliness.
Thames View embodies the values of the Aria Care Group,
placing community and personcentred care at the forefront. “We believe in delivering person-centred care to ensure our residents feel safe and can embrace their interests,” Paul said.
Paul encapsulates the essence of Thames View: “Life at Thames View is filled with activity, luxurious accommodation, delicious food and exceptional care. We strive to make every day memorable for our residents, creating a loving and welcoming environment, both within the home and around the local community.”
In every sense, Thames View is more than a care home—it is a thriving community that prioritises joy, dignity, and the wellbeing of its residents.
ariacare.co.uk/find-a-home/ thames-view/
All Change
Understanding the unique challenges and opportunities faced by care home providers, David Huckerby, Founder of Specialist health and social care communications agency, Conteur, discusses the changes in the care industry over the last 10 years and how to work in line with these developments.
The past decade has witnessed a significant period of change within the care home sector in the UK. An ageing population, societal expectations, advances in healthcare technology and changing consumer preferences are driving the transformation of the industry. As such, providers must adapt to this changing landscape in order to remain competitive and meet the evolving needs of their clients.
At Conteur, we’ve had the privilege of working closely with dozens of care home providers over the past 13 years, building an in-depth understanding of their unique challenges and
opportunities. Through these experiences, we’ve observed several key shifts which have shaped - and continue to shape - the industry into what it is today.
A focus on person- centred care:
A fundamental shift in the care home industry has been the adoption of person-centred care. This approach prioritises the individual needs, preferences and choices of each resident, moving away from a one-size-fits-all model. By understanding each resident’s unique background, medical history and lifestyle, care homes can develop tailored care plans that promote well-being and quality
of life. This personalised approach fosters a sense of autonomy and dignity, empowering residents to actively participate in decisions about their care and daily routines.
Introduction of new technologies and innovation:
The introduction of new technologies and innovation presents an opportunity for care home providers to improve the quality of care they offer. Technologies such as telemedicine, electronic health records and assistive devices have helped care homes to monitor residents’ health, prevent certain health issues and provide exceptional
care. Adopting technology has also improved efficiency and reduced costs, leading to a better financial performance for care homes.
Collaboration with other healthcare providers:
Collaboration with other healthcare providers presents an opportunity for care home providers to improve the quality of care they offer. Partnerships with hospitals, primary care providers and community health services can help care homes provide integrated care to their residents. Collaborative working can also lead to knowledge-sharing and best practices, resulting in improved outcomes for residents. We’ve seen this to have many benefits for our clients.
The impact of COVID-19 on the industry:
The COVID-19 pandemic presented unprecedented challenges to the care home industry. The sector experienced significant disruption, including high rates of infection and mortality among residents and staff. The crisis exposed vulnerabilities in the system, highlighting the need for improved preparedness, robust infection control measures and adequate supplies of personal protective equipment (PPE).
The pandemic also had a profound financial impact on care homes. Increased costs associated with managing COVID-19, such as PPE, testing and additional staffing, strained budgets and put pressure on the sector’s financial sustainability. Additionally, the pandemic led to reduced occupancy rates, further exacerbating financial difficulties.
To mitigate future risks and enhance resilience, care homes must continue to invest in infection prevention and control measures, staff training and robust emergency preparedness plans. Ongoing support from government and healthcare systems is essential to ensure the long-term sustainability of the care home sector.
Recruitment and retention of staff:
The care home sector is facing a significant recruitment and retention crisis. A shortage of skilled workers - combined with high turnover rates - is putting immense pressure on providers. Many care workers are underpaid and undervalued, leading to job dissatisfaction and burnout. Additionally, the ageing workforce, with many experienced workers nearing retirement, enhances the staffing shortage. Attracting and retaining younger workers
to the sector also poses its own challenges.
However, the announcement of a 6.7% increase in the national living wage to £12.21 per hour from April 2025 in the recent autumn budget is a welcome development for UK care workers. Not only will this enhance their financial well-being but also contribute to a more stable and skilled care workforce, ensuring quality care for vulnerable individuals and helping to strengthen the care workforce.
At Conteur, we’ve seen firsthand how digital communication channels like social media and video content can be powerful tools for recruiting and retaining care workers. By creating engaging content that highlights the rewarding aspects of care work, providers can attract a wider talent pool.
In conclusion, the care industry is at a pivotal moment. By embracing technological advancements, prioritising person-centred care, developing a skilled workforce, adapting to regulatory changes and building strong partnerships, care providers can navigate the evolving landscape and ensure the wellbeing of their residents and the sustainability of their businesses.
conteur.co.uk
A Unique Approach
Eleanor Healthcare Group has been a cornerstone of the care industry since 1979, offering a broad spectrum of health and social care services tailored to diverse needs. In this Q&A with Eleanor Healthcare Group Chief Operating Officer, Katie Wordley, we delve into Eleanor Healthcare Group’s ethos, recent acquisitions, and plans for the future, focusing on the integration of Appleton Lodge and Bradbury House into our network. Discover how this expansion aligns with the brand’s mission and elevates their veteran care services.
Introduce Us to Eleanor Healthcare Group and What You Strive to Achieve
Since our beginnings in 1979, Eleanor Healthcare Group has been a trusted name in the care industry, building extensive expertise across a wide range of health and social care services. Today, we stand as a leading independent provider, offering a diverse portfolio that includes home care, residential care homes, live-in care, learning disability care homes, day centres and supported living, and specialised hospital logistics. Our team supports thousands of individuals, from NHS patients to private clients, across all ages and varying levels of care needs. Our core mission has always been to deliver compassionate, quality care that goes beyond meeting basic needs. Our focus is on creating a community that embraces care, compassion, and respect, driven by a dedicated team committed to
enhancing the well-being of those we serve.
What Motivated Eleanor Healthcare Group to Acquire Appleton Lodge and Bradbury House?
The acquisition of Appleton Lodge and Bradbury House marks a strategic expansion for Eleanor Healthcare Group, deepening our commitment to serving veterans
and their families. These care homes, previously part of RBLI (Royal British Legion Industries), represent an opportunity to extend our specialised services to a community that holds a unique place in our hearts. Veterans have made tremendous sacrifices, and this acquisition allows us to continue a legacy of respectful, compassionate care tailored to their specific needs. It’s not just a business expansion; it’s a meaningful step towards serving those who deserve dedicated, highquality support.
How Does This Acquisition Align with Eleanor Healthcare Group’s Mission and Long-Term Goals?
This acquisition aligns with Eleanor’s long-term vision of setting a new standard in the care sector. Our goal is to deliver exceptional, client-focused care rooted in
dignity, respect, and compassion. Integrating Appleton Lodge Nursing Home and Bradbury House Nursing Home into our network allows us to extend our expertise and serve the veteran community with the same high standards we are known for. It strengthens our commitment to providing personalised, high-quality care that honours the unique histories and needs of our residents.
What Eleanor’sDistinguishes Approach to
Veteran Care from That of Other Care Providers?
At Eleanor Healthcare Group, our approach to veteran care is grounded in deep respect and a thorough understanding of the unique needs of this community. We have a strong track record of serving veterans across our entire organisation, both in our care homes and through our home care services. This extensive experience has allowed us to develop a specialised approach that goes beyond standard care. This acquisition has also prompted us to commit to pledges and sign the Armed Forces Covenant.
Many members of our team are veterans themselves, bringing invaluable insights, empathy, and a genuine connection to the residents we serve. This shared background fosters a strong sense of camaraderie and trust, enabling us to tailor our care to meet the distinct needs of veterans. At Appleton Lodge and Bradbury House, we leverage this expertise to provide compassionate, personalised care that honours the sacrifices and contributions of our residents, ensuring they receive the dignity and recognition they deserve.
How Does Eleanor Plan to Maintain or Enhance the High Standards of Care Associated with RBLI?
At Eleanor, we are guided by five core values, which form the foundation of everything we do,
from recruitment to delivering personalised care.
• Trust: We build lasting relationships based on mutual trust with our clients and staff, ensuring reliability and quality in every aspect of our service.
• Respect: We treat every resident with the utmost respect, valuing their individuality, preferences, and life stories.
• Empowerment: We empower both our carers and our residents, providing the tools and knowledge needed for effective decisionmaking and high-quality care.
• Innovation: We continuously seek innovative solutions to enhance care delivery, utilising technology to streamline processes and focus more on direct care.
• Fulfilment: Our ultimate goal is to enrich the lives of our residents, helping them achieve a sense of fulfilment and well-being every day. By adhering to these values, we ensure a smooth transition and maintain the exceptional standards of care that residents and their families expect. Throughout the acquisition we have maintained a very close partnership working approach with RBLI. Both sites are part of the RBLI village; and we are committed to ensuring we continue to support and engage with the fantastic wider RBLI community.
How Will Eleanor Incorporate the Veteran-Focused Values of RBLI into Its Staff Training and Development?
Our staff are at the heart of our
service, and their dedication is key to our success. In addition to integrating the veteran-focused values of RBLI, we have retained their experienced team members, now part of the Eleanor family. This collaboration blends our 45 years of expertise with RBLI’s legacy of veteran care. We plan to enhance staff training with a comprehensive program that includes our own best practices in technology and compassionate care, ensuring a well-rounded approach that honours the traditions of both organisations. Our Armed Forces Covenant pledges are aimed towards not just people who user our services, but also our teams.
In What Ways Will Eleanor Measure the Success of This Acquisition in Terms of Resident Outcomes and Satisfaction?
Success for us is measured first and foremost by the satisfaction and well-being of our residents. Despite interest from larger, luxury care groups, RBLI chose Eleanor Healthcare Group because of our unparalleled commitment to personalised, compassionate care. Our extensive experience in various care services, combined with our focus on veterans’ needs, positions us well to achieve positive outcomes. We will regularly assess resident satisfaction, monitor health and well-being metrics, and actively seek feedback from residents and their families to ensure we are meeting and exceeding expectations.
With activities often being the beating heart for many residents, we share an article that outlines five key attributes to look for in a care home activities co-ordinator.
Creativity and Resourcefulness
An activities co-ordinator must be brimming with ideas to design engaging, meaningful activities that cater to diverse interests and abilities. They should be adept at thinking outside the box, repurposing resources, and tailoring activities to meet residents’ individual needs, to ensure they keep returning to the activity class.
Empathy and Compassion
Understanding the emotional and physical needs of residents is essential for creating a living environment where individuals can thrive. Each resident brings a unique set of experiences, preferences, and challenges that shape their day-to-day lives. Recognising these differences allows a co-ordinator to tailor their approach to each person, fostering a sense of belonging and purpose. A co-ordinator with a genuine sense of empathy goes beyond superficial engagement; they actively listen, observe, and respond to residents’ needs. This means not only addressing physical requirements, such as mobility or accessibility, but also nurturing their emotional wellbeing by creating meaningful connections and offering opportunities for self-expression.
Strong Organisational Skills
Managing schedules, coordinating with staff, and juggling multiple activities demand exceptional planning and time-management skills to balance competing priorities effectively. A well-organised co-ordinator not only ensures the smooth execution of events but also anticipates potential challenges, adapting plans as needed to maintain seamless operations. By offering a diverse range of activities, they cater to varied interests and needs, fostering a vibrant and engaging environment that keeps residents motivated and connected.
Excellent Communication Skills
Effective communication is vital for engaging with residents, collaborating with team members, and liaising with families. A good activities co-ordinator must be able to adapt their communication style to different audiences, from explaining an activity to a resident to reporting its outcomes to management to ensure everyone feels equally involved.
5 4 3 2 1
Enthusiasm and Positivity
An infectious enthusiasm can transform the atmosphere in a care home. A co-ordinator who approaches their role with energy and a can-do attitude inspires residents to participate and creates a lively, uplifting environment that contributes to overall wellbeing. By fostering a sense of community and engagement, this positive energy not only boosts morale but also encourages meaningful connections among residents and staff alike.
A Fresh Approach
As the new year approaches, industry experts shed light on how to ensure your activities calendar gets a freshen up for 2025, and details the resulting benefits for residents.
As we approach 2025, you, as care home managers, have the perfect opportunity to breathe new life into your homes’ activities calendar. A well-planned and engaging schedule not only boosts residents’ physical and mental wellbeing, but also enhances their sense of community and purpose.
This article explores practical strategies for refreshing your activities calendar, incorporating innovative ideas and resident feedback, and fostering an environment where every individual can thrive. From embracing technology to rediscovering traditional pastimes, we’ll show you how a fresh approach can make all the difference for your residents.
Palma Palmer, Founder of HarmonyWell Health, recognises that 2024 has seen a demand for more strenuous activities, such as boxing and strength training. Palma said, “This is because residents want
to see results, feel change and have a purpose.
“I’m finding that residents want to know what the benefits are of the activities they are doing and more frequently they are asking for
exercises that help their ailments.”
Another area where Palma has noticed benefits is through alternative therapies as activities, such as Reiki and Sound Bath Therapy. “It is so important to keep residents calm and at peace without confusion,” added Palma.
For those less active, Palma explained that she would encourage five minutes of oneto-one with a team member, explaining what the class involves and showing a few examples.
“A refreshed calendar for residents allows them to feel motivated to try, to have faith and hope, but, most of all, to feel empowered,” said Palma.
Kevin Bullock, Entertainer at Brampton Manor, sees that the activities calendar is at the heart of life in a care home. He said, “It’s more than a schedule of events—it fosters wellbeing, creates connections, and ensures residents enjoy a fulfilling lifestyle.”
As 2025 approaches, Kevin sees the importance of care homes asking: ‘how can we keep activities calendars fresh, engaging, and relevant?’ Drawing from Boutique Care Homes’ expertise, here are insights into the benefits of an enriched offering.
A successful activities calendar starts with understanding what residents want. Kevin said, “Care homes should prioritise residentled planning, gathering feedback through meetings or informal one-to-one chats.” At Boutique Care Homes, a mix of long-standing favourites—such as exercise classes, music therapy and cheese-andwine evenings—alongside new and exciting experiences ensures everyone feels heard and included.
“Our team understands the importance of connecting residents to the wider world via outings to theatres, garden centres, cafes and many other places. Tailoring events to preferences fosters a sense of ownership and anticipation, while also encouraging residents to share their passions and hobbies,” Kevin added.
While tradition has its place, Kevin believes that introducing new activities and events is essential to keep things dynamic. He added, “Intergenerational visits, where schoolchildren and residents bond, or cultural celebrations such as Diwali, offer novelty while fostering
inclusivity. These events can open doors for residents to explore new interests or rediscover old ones.”
At Boutique Care Homes, innovation means thinking outside the box. Their Life Enrichment Programme incorporates six pillars of wellbeing: physical, emotional, social, spiritual, intellectual and vocational. Kevin revealed that these pillars are the, “cornerstone of our activities, ensuring a holistic approach that supports every aspect of a resident’s life.”
Kevin continued, “Opening care homes to the local community
is another way to refresh the activities calendar. Inviting families, prospective residents and local groups to events like coffee mornings or seasonal celebrations enhances vibrancy and fosters connections. Community speakers, local performers and volunteers bring fresh perspectives, helping residents stay engaged with the world beyond the care home.
The positive impact of community visitors and entertainers is evident at Boutique Care Homes. One performer shared, after visiting Brampton Manor, “I have been taken aback by the wonderful friendly residents and the warm and caring team. It’s such a happy, loving and positive place to visit, and I should know, as I’ve visited scores of residential homes.” Kevin sees that such events bring a sense of occasion, breaking the routine and creating lasting memories for residents and their families.
Looking ahead to 2025, Kevin feels that refreshing a care home’s activities calendar is not just about variety, but ensuring every resident feels at home, engaged, and empowered to live their best life.
“At Boutique Care Homes, our ethos centres on creating ‘a warm and loving family where everyone feels at home.’ This ethos will guide our efforts to make 2025 a year
of joy, enrichment and meaningful connections for our residents,” Kevin finished.
The team at HC-One recognise that 2024 has been a year of reconnecting with the community following the impact of the pandemic. The team said, “One of the highlights this year has been the return of schools to our care homes, where students have delighted residents with performances and collaborative projects. We have also seen an increase in residents exploring the outdoors, visiting museums, garden centres, the seaside and even trips abroad.”
At HC-One, the team firmly believe that services should be person-led, ensuring each resident’s preferences, skills and interests are reflected in daily life. When residents are involved in decisionmaking, they feel valued, respected and heard. “This ensures that the activities are meaningful, relevant and enriching for everyone,” added the HC-One team.
A recent report by independent care finder Lottie revealed that a good garden is the number one feature care seekers look for when choosing a care home, as it encourages residents to spend more time outdoors.
Care providers are also
increasingly interested in technological advancements. At Porthaven, many of their homes have their own interactive touch tables, with games and sensory activities that stimulate residents’ minds and improve cognitive function.
The team at Aria Care Group revealed that their residents enjoy the team bringing events to them. For example, during Ascot Aria Care residents designed their own hats, watched the races and enjoyed a full race day experience, complete with sweepstakes and tea.
Looking at how a care home might optimise scheduling to ensure participation and energy levels align, the team at Porthaven said, “A carefully curated activity schedule ensures that the right activities happen at the right time, taking into consideration the natural energy levels of our residents throughout the day. There is a plethora of activities for our residents to engage in, but, as the day comes to a close, it is important to ensure our residents are feeling relaxed.”
The team at Porthaven understand that every resident is unique, which is why they ensure their activities are adaptable, so that residents of all abilities can
participate. For example, many of the Porthaven homes have balconies so that residents with limited abilities can still participate in gardening. “Our Hearts and Minds Programme also brings activities directly to our residents who have advanced conditions or are nursed in their bedrooms,” added the Porthaven team.
The team at Porthaven finished by explaining that having a variety of activities to engage in is incredibly important when it comes to keeping individuals living in a care home active, entertained and stimulated.
As we look forward to 2025, care home managers have an exciting opportunity to reinvigorate their activities calendars, shaping them into vibrant hubs of engagement, empowerment and community. By blending innovation with tradition, embracing resident feedback and fostering connections both within and beyond the care home, providers can create schedules that cater to the diverse needs and interests of their residents.
By prioritising adaptability, inclusivity and holistic wellbeing, care homes can ensure every resident feels valued and supported, making 2025 a year of meaningful enrichment and connection for all.
Care Providers’ Voice
Celebrating Excellence in Social Care: CPV NEL Care Awards 2024.
On Thursday, November 7th, 2024, the Old Town Hall Stratford was once again a beacon of inspiration as it hosted the second Care Providers’ Voice North East London Care Awards 2024. What has now become an annual gala, celebrated the outstanding dedication and achievements of individuals in the care sector, honouring the unsung heroes who tirelessly make a difference in people’s lives every day.
‘Caregiving is not about what you do, but about who you are and the love you bring to others’ (Imrana Shamina, Winner of the Kindest Act Award)
Hosted by the charismatic Big Ian Donaghy, the evening brought together 300 people working in care from across North East London (NEL). Stewart Weller, Interim Deputy Director for Integrated Work and Health Partnership Development, and Jason Strelitz, Corporate Director of Adults, Health, and Communities,
both joined to celebrate the nominees and winners and give their thanks for the difference the care sector makes to the quality of people’s lives.
“The care providers voice awards were a wonderful celebration of our social care workforce across north east London – the professionalism, commitment and passion of staff came shining through and it was
very special for once to be able to “sing” about this sometimes “unsung” group of staff who are so important to so many of our residents” Jason Strelitz (Corporate Director of Adults, Health and Communities)
A Night of Recognition and Inspiration
The gala featured ten awards categories, with highlights such as NEL Carer of the Year, the Florence Nightingale Award, and the Kindest Act or Digital Award. The most poignant moment of the evening came when Solomon Yousef, who receives care and support services and co-delivers the Oliver McGowan Training, presented the NEL Carer of the Year Award, prompting a heartfelt standing ovation.
This year’s event built on the resounding success of the inaugural edition, once again showcasing the collaborative spirit of CPV. As attendee Hannah Harniess, Director of Allied Health Professionals, aptly noted, “A true testament to CPV’s collective efforts.”
Supporting a Thriving Sector
CPV’s journey has been fuelled by the commitment of care providers to be a partner within the health and social care system, believing for too long they have been the missing piece of the jigsaw, which has meant people have had poorer outcomes as the system is fragmented. . This has been uniquely recognised in NEL where the Local Authorities and the Mayor of London amongst others have come together to support CPV with funding. Provider representation across the Integrated Care System including at PlaceBased Partnership Boards, and at the Greater London Authority ensures that social care remains a priority in strategic agendas like Age Well and Live Well. CPV’s strategic partnership with organizations including Flourish and Care City, reflects a shared vision for workforce development and innovation. Initiatives such as funded eLearning where over 225,000 courses have been completed in 2 years, continues to empower the sector, ensuring quality and sustainability in challenging times.
Looking Ahead
The CPV NEL Care Awards 2024 was made possible by the generous support of sponsors, including Flourish, Care City, Care Vision, PASS, Gallagher, and ME Passport. As discussions for next year’s event are already underway, we look forward to welcoming even more attendees and unveiling new surprises.
Thank you to everyone who participated and celebrated this remarkable night with us. Together, we continue to elevate and honour the incredible work of the social care sector. A big thank you to Big Ian who kept spirits high, even getting the audience dancing to Whitney Houston’s “Step by Step.” And yes, bit by bit we won’t let the bad things get us and we do make a difference.
See you next year!
Dishing Up
With mealtimes not only providing a great social opportunity, but also acting as the highlight to may residents’ day, we share yet another mouth-watering recipe, provided by V for Life (VfL). Follow the guide to make a delicious and creamy vegan korma.
In the world of care home catering, providing meals that are not only nutritious but also diverse and delicious is key to ensuring residents’ satisfaction and wellbeing. This is especially important as more residents adopt plant-based diets or explore meatfree options.
That’s why we’re thrilled to feature a creamy vegan korma recipe provided by Vegetarian for Life (VfL), a charity dedicated to supporting older vegetarians and vegans. Bursting with rich, aromatic spices and a velvety texture, this dish is an excellent addition to your care home menu. Designed to be easy to prepare and tailored for communal dining, it’s a meal that residents will savour while meeting their nutritional needs. Officially, korma is the nation’s favourite curry. What’s better is that you can easily
Ingredients:
• 1 large onion, finely chopped
• 2 tbsp vegetable oil
• 3 fat cloves of garlic, crushed
• 1 thumb-sized piece of ginger, grated
• 1 heaped tsp each of ground cardamom, coriander, cumin and turmeric
• 75g ground almonds
• 2 peppers
• 175g green beans
• 400ml tin of coconut milk
• 2 tsp mango chutney
• 100ml water
• 1/2 vegetable stock cube
• 1 courgette
• 100g frozen spinach
• Salt to taste
Serves 4 | Vegan
vary this recipe with other seasonal vegetables… or maybe add some chickpeas?
Read on for the recipe and tips on how to bring this delightful dish to life in your care home kitchen.
Method:
1. Cut the vegetables into bite-sized pieces and set aside.
2. Sauté the onion over a medium heat until it begins to soften.
3. Add the garlic, grated ginger, dried spices and ground almonds.
4. Stir well for a minute until the spices are fragrant.
5. Add the peppers and green beans, together with the coconut cream, mango chutney, water and stock cube.
6. Bring to a simmer for 8–10 minutes and stir occasionally.
7. Add the courgette and frozen spinach and simmer for a further 5–7 minutes until the vegetables are cooked through.
8. Season to taste with salt. vforlife.org.uk
What to Expect
Gearing up for a new year, we hear from Bidfood’s Wayne Wright, Culinary Development Chef who offers an insight into trends surrounding food and drink for 2025.
The main factors driving consumer choice and shaping our 2025 predictions remain largely the same from the previous year, with four key areas influencing consumers.
Value – Value for money remains the dominant consumer attitude when it comes to eating out, with those value-led consumers making up a whopping 76% of the market . However, consumers are looking for more than simply a low price , when asked how to define value for money consumers responded with ‘something that is worth the cost’, ‘a good deal’ and doesn’t compromise on quality.
Quality – Almost three quarters of consumers consider themselves quality-led when making choices about venues and menus, and just like last year it remains the second most important driver. The importance consumers attach to quality presents opportunities for operators to offer trade-ups on their menus and premiumise their offer to increase margin.
Brand – Consumers are becoming considerably more brand-led, drawing inspiration from both familiar brands they know and trust, as well as the many unique and contemporary concepts that offer something new in the market. Brands are also proving to be popular as they offer a consistently reliable experience and quality that consumers value when they decide to eat out less frequently in a recession, or when they’re spending more cautiously.
Experience – In recent years, the number of consumers attracted to venues and dishes that offer more of an experience has increased.
Whether it’s a multi-sensory experience, a sense of luxury, outdoor dining, or a social dining experience shared with friends and family, consumers, in particular foodies, Gen Zs and Millennials, are looking for that little bit extra.
How are consumers’ priorities shifting and how should the care sector be working in line with this?
Classic and retro British food is still
the most popular when it comes to care residents and operators should ensure there is always something from this category on their menu to keep residents happy. However, residents these days tend to be more travelled having had more holidays overseas which in turn has allowed them to try new and different cuisines. To cater for these more adventurous residents, care homes should ensure they include a selection of global dishes on their menus. Our flavours less
travelled trend highlights some of the current most popular foreign cuisines that operators can take inspiration from. To help incorporate these new cuisines and flavours, staff could put on themed nights based on the food with decorations and games to make it a social and fun experience and create a real sense of excitement around meal times.
Care homes should also look towards being increasingly health conscious. With the rise of diabetes and overweight residents, operators should look at healthier snacking choices with the option of fruit and vegetables instead of the traditional ‘sweet treat’.
From Bidfood’s research, what are the main 2025 food and drink trends?
Flavours less travelled: Trying new and unique cuisines are top of consumer’s priorities and a key factor influencing this year’s report, with 55% frequently looking to explore these new and exciting flavours when eating out. Our flavours less travelled trend encourages consumers to
embrace their sense of adventure with authentic ingredients and flavours in familiar formats, while experiencing and learning about the cultures they come from. Research has shown that the global cuisines gaining momentum this year are:
Southern States – Southern USA cuisine refers to the comfort food from the Deep-South including Louisiana, Mississippi and Florida and has seen a rise in popularity with consumers who consider themselves as ‘foodies’. Offering diversity, the cuisine can be adapted to suit lunch or dinner, as well as on the go. Hearty and comforting, this is trend full of potential with a real gap in the market ready to be filled.
Turkish – Turkish cuisine is growing in popularity right now, appealing to a whopping 79% of consumers. Offering bold and aromatic flavours, warming spices and meze sharing dishes, the Turkish food has far more to offer than just kebabs that most associate it with.
Greek – Characterised by its simplicity, Greek food is renowned for its use of fresh and seasonal ingredients. A great fit for street
food, on the go, and of course sit down venues. Greek cuisine boasts familiar favourites such as quality grilled meats, fresh feta salads and creamy dips such as hummus and tzatziki, alongside many lesser-known dishes like courgette balls that offer opportunities for operators.
Argentinian – With more cattle than people, Argentinian cuisine is characterised by its hearty flavours, rooted in locally-grown and sourced produce. Argentinian cuisine is certainly growing in popularity, with more than half of consumers wanting to try it. Classic dishes include steak, chimichurri, empanadas and dulche de leche, along with a rich reputation for wine.
Portuguese – Despite being an already familiar cuisine to 1 in 5 consumers, Portugal still has a wealth of authentic dishes waiting to be uncovered. Although piri piri chicken and Portuguese tarts will always be popular, operators should look towards one-pot rice dishes (arroz), rice pudding (arroz doce), and mixed seafood stew (cataplana de marisco), to really nail authenticity.
Swiss – The ultimate comfort food, Swiss dishes featuring cheese, potatoes, cream and meats are at the very heart of this cuisine. Popular with consumers but often hard to come by, Swiss cuisine includes sharing options such as fondue, breakfast dishes like rosti and bircher museli and of course, cheese.
Closer to home: As consumers continue to find provenance on menus appealing, many seem to be drawn to learn more about those cuisines that are on our doorstep, but which offer something different to the traditional English classic dishes that are familiar. Nearly half (43%) of consumers are interested in trying Scottish, Welsh and Irish cuisine , due to its traditional flavours, comforting nature and their desire to support British suppliers.
Take consumers on a journey across the British Isles with a warm and hearty Irish stew, rich and flaky Scottish salmon and tender Welsh lamb. However, a number of lesser known dishes such as stovies,
oggies and coddle also draw appeal.
Other key trends include:
Buns and Bowls: In today’s fastpaced world, consumers are busier than ever. It’s therefore no surprise that on-the-go options have become a staple for individuals seeking convenience without sacrificing quality. Whilst over 40% of consumers already eat staples such as wraps and cakes when out of home, the demand to try the lesser eaten options like poke, Buddha, acai bowls and chia pots are all increasing in popularity. This is coupled with a desire for next level hot and cold premium sandwiches, packed with innovative quality fillings.
Friendly Fibre: Healthy eating is increasingly front of mind for consumers, in particular the awareness and understanding of gut health. Bidfood’s friendly fibre trend explores how this important nutrient helps keep our digestive system healthy, which foods are rich in fibre and how operators can include a variety of tasty dishes
on their menus that debunk the myth of high fibre foods not tasting good.
Proactive Practices: Consumers are still highly conscious of the environmental impact within their own lifestyles. This is evident when they make choices in the out of home sector, with 7 in 10 saying that sustainability is an important factor when deciding which out of home venue to visit. Not only will consumers be more likely to visit, but they will also pay more if they can see that their food and drink comes from sustainable sources, making it important for operators to demonstrate the great work they do around ESG. Some of the areas that consumers are most interested to see operators engage with are:
• Food waste
• Carbon reduction
• Seasonality
• Certifications
• Regenerative farming
• Sustainable seafood
Chocolicious: The Chocolicious trend reflects the innovation that’s dominating the hot drinks (and
dessert) category, with consumers looking for affordable luxuries when they eat out, particularly with premium chocolate. With over 80% of consumers seeing chocolate as an affordable treat, operators can leverage this trend by offering premium hot chocolates with innovative flavours and toppings that look the part.
Tell us about the importance of broadening the cuisine offering in a care home setting and the benefits this can offer to residents.
To allow residents to look forward to and enjoy meal times, it is incredibly important for care homes to offer a variety of cuisines on their menu. This not only guarantees that meals don’t become boring and repetitive, but also ensures that care operators are catering for each resident’s needs and preferences. Having options on the menu that resonate with a resident’s pallet really helps to create a sense of belonging, home comfort and enrich the feeling of community. As the generations are shifting within care homes, these preferences and cultures are only going to continue to diversify. By adding new dishes to menus it also allows residents to
try new flavours and dishes they might not have had before, which can help to increase appetite and raise engagement in the food offering.
Which cuisines are set to be popular?
Comfort and nostalgic dishes are always the most popular when it comes to care residents as again, it helps create belonging and the comfort of being at home, allowing residents to reminisce about meal times from days gone by.
From our new 2025 trends, Greek cuisine is sure to be a standout and popular within care homes. It appeals to the senses with its incredibly colourful dishes and variety of meat, fish and veggie plates. Consisting of many dishes with hand-held items, it lends itself perfectly for cutlery-free dining, along with many sauces and dips that can easily be fortified if needed.
Proactive practices should be at the heart of a care home’s operations, what are Bidfood doing to promote sustainability in care homes?
As a business that cares passionately about supporting
our customers in achieving their sustainability goals, we feel it’s important to share important information to educate and inspire them to carry out more proactive practices.
Food waste poses a significant challenge within care home kitchens. To help tackle this, care operators need to ensure they are utilising all aspects of their ingredients which will help them stretch further, save costs and provide some unique recipes. At Bidfood we have a host of food waste recipes that caterers can download online and put into practice within their kitchen such as our banana skin katsu curry, melon rind chutney and apple and cinnamon tea, perfect for both winter and summer and helps promote hydration within the home.
What’s one Bidfood recipe you think a care home shouldn’t be without?
Our blackberry upside down cake is a must have for care homes. A nostalgic classic, packed full of flavour and bursting with colour. It’s low skill friendly and suits many different occasions, perfect for care home caterers.
bidfood.co.uk
Observing Excellence
Celebrating another year of innovation and accomplishment. The care industry continues to set the standard for quality and distinction!
In November, the prestigious Princess Royal Training Awards celebrated 52 organisations who achieved exceptional organisational benefits through their outstanding commitment to staff training and development. These Awards, the ultimate symbol of excellence in learning and development (L&D), attract more and more organisations each year, eager to achieve this royal accolade. As one previous recipient explained, from health and social care charity, Alternative Futures Group:
“I had been looking for an award that wasn’t your run-of-the-mill
type. I was prepared to put in the effort to achieve something prestigious... And it goes without saying, I was so proud of what we were doing that I wanted royal approval.”
Celebrating greatness
This year’s recipients were celebrated at a high-profile ceremony in Goldsmiths’ Hall, London, and were presented with their Awards by HRH The Princess Royal, President of the City and Guilds of London Institute. They join a community of over 600 likeminded professionals who share a commitment to investing in L&D.
Previous winners have praised the transformative impact of the Awards and training commitment on their organisations. In a recent Alumni survey1, 93% of organisations reported a boost in employee engagement and wellbeing due to investment in learning, 91% noted a greater capacity to showcase the value of skills to their organisation’s social value and 84% expressed enhanced confidence in their organisation’s approach to culture and training.
Excellence in care
Over the years, organisations large and small from the care sector have applied for and achieved the prestigious Princess Royal Training Awards and 2024 has been no exception.
Hallmark Care Homes, a leading
care home provider, received an Award for its Talent Development Programme, which was designed to address the challenge of low internal recruitment rates. The programme includes quarterly succession planning and coaching to identify and develop talent. As a result, staff turnover has decreased significantly, and fifteen individuals have been promoted to leadership roles.
Since achieving an Award in 2021, Elysium Healthcare, a provider of patient care services, has continued to invest in training and development to address the nursing shortage. In response to changes in the Nursing and Midwifery Council’s exam requirements, Elysium Healthcare adapted its training programme to ensure that overseas nurses can successfully qualify to practice in the UK. Over 250 nurses have been trained, with a high retention rate and significant number of promotions.
Unique Senior Care, a familyowned home care provider, has leveraged its leadership programme to deliver high-quality care and support. The training has contributed to the company’s rapid growth, increased staff retention, and numerous internal promotions.
Unique Senior Care has also achieved ‘Centre for Excellence’ status, recognising its commitment to quality and innovation.
These organisations join the
many care sector organisations recognised by the Awards, including Ascenti, Christies Care, Lifescan, Northern Care Alliance, Phs Group, Radfield Home Care Franchising Ltd, and Right at Home UK to name a few.
Be part of exceptionalsomething
The 2025 Awards celebrate a decade of honouring training excellence. If you are keen to be recognised for your organisation’s dedicating to training during this special year, why not register your interest?
The Awards are open to all organisations in the UK and Ireland, regardless of size or sector, are free to apply from start to finish, and applicants receive unrivalled support throughout the application process.
For more information, go to the website or contact the Princess Royal Training Awards team at: info@princessroyaltrainingawards. com. The Awards are open until 31 March 2025.
