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Will Labour deliver?
As we have now passed the six-month mark since the nation elected a Labour government for the first time since 2005, I thought I would dedicate my first editorial of the year to a simple restatement of the promises that were made to our sector by the Labour Party in its manifesto before the election – and I quote:
“Labour is committed to ensuring everyone lives an independent, prosperous life. Social care is vital to achieving this, but hundreds of thousands of people suffer without the care they need for a dignified life. The sector needs deep reform: there are inconsistent standards, chronic staff shortages, and people are not always treated with the care, dignity and respect they deserve.
“Labour will undertake a programme of reform to create a National Care Service, underpinned by national standards, delivering consistency of care across the country. Services will be locally delivered, with a principle of ‘home first’ that supports people to live independently for as long as possible. Our new standards will ensure high-quality care and ongoing sustainability, and ensure providers behave responsibly. Labour will develop local partnership working between the NHS and social care on hospital discharge.
“We will enhance partnership working across employers, workers, trade unions and government and establish a Fair Pay Agreement in adult social care. This sector collective agreement will set fair pay, terms and conditions, along with training standards. Labour will consult widely on the design of this agreement, before beginning the process and learn from countries where they operate successfully.
“Labour is committed to ensuring families have the support they need. We will guarantee the rights of those in residential care to be able to see their families. As part of the efforts to move healthcare into local communities and professionalise the workforce, we will task regulators with assessing the role social care workers can play in basic health treatment and monitoring.
“Alongside these changes, we will build consensus for the longer-term reform needed to create a sustainable National
Care Service. We will explore how we best manage and support an ageing population; how integration with the NHS can be secured; how to best support working age disabled adults; and how to move to a more preventative system.
And in response to this I will defer to my recent correspondent Paul O’Rourke, the managing director at Next Stage, which provides supported living for adults in the Northwest.
Paul said: “It would be easy for those of us in the social care sector to be cynical and dismiss the idea of yet another reform plan. However, we all have a responsibility to fix this crisis instead of just finding fault in the actions of the government and its predecessors.
“For decades, every government has promised reform, only to be buried in endless reviews. These drag on for years, and by the time conclusions are drawn, leadership changes and we are back to the drawing board. It is clear at this point that we don’t need another review –we need action.
“We are a rapidly growing, ageing population with increasingly complex needs. Meeting current demand may feel overwhelming, but key issues such as workforce shortages, inadequate environments, and insufficient accommodations are problems we can address now.
“To adapt to the reality of people living longer with more diverse needs, we must build the infrastructure that allows individuals to age at home, reducing reliance on care facilities. We need to recognise care work as a professional discipline, similar to nursing, with national recruitment initiatives and financial support for professional training to strengthen our workforce.”
This is indeed what needs to happen. But will a government that appears in some ways to be losing its nerve have the resolution, or indeed the resources, to provide concrete changes to an essential industry in desperate need of more support.
Charles Wheeldon Associate editor Caring Times
News in brief
POLICY & POLITICS
Campaign for FCA fines to fund hospice shortfalls
More than 40 MPs and peers, along with 30 hospices, rallied behind a campaign launched by not-forprofit energy consultancy Box Power CIC, proposing that the first £100 million of annual Financial Conduct Authority fines be allocated directly to the struggling hospice sector. The campaign claims the UK has a £70 million funding shortfall. It started from a change.org petition that has now amassed 36,000 signatures and is asking for the general public to lobby their MP to support the motion. The total of fines last year was £174 million.
Government allocates funding for unpaid carers
The Department of Health and Social Care recently released plans to spend £22.6 million, through the Accelerating Reform Fund in projects across the country to support unpaid carers. The plans include new ways to identify and recognise unpaid carers to ensure nobody is left behind, digitalising carers’ assessments so that they are easier to access, and setting up carers’ support services in hospitals.
LGA calls for 10-year plan for adult social care
The Local Government Association (LGA) has called on the government to co-create a 10-year plan for adult social care, which it says will be essential for the upcoming NHS long-term plan to succeed. The LGA made the suggestion in its submission to the consultation on the 10-year plan for the health service. The LGA says that a stand-alone plan which prioritises and recognises the full value of adult social care is crucial to giving the government’s ambitions for the NHS the best chance of success.
UK care home occupancy highest since 2019
Occupancy levels across UK private care homes returned to, and in some cases exceeded, the pre-pandemic longterm average to reach 88%, according to property consultancy Knight Frank’s
2024 ‘Healthcare Trading Performance Report’. The figure is 2% higher than last year and is the highest average occupancy rate since 2019, as structural trends continue to fuel requirements. Occupancy levels fell almost 10% in 2020 to 79% with the sector now having witnessed a full recovery, having seen steady annualised increases in line with growing demand from an ageing population across all regions.
FINANCE
OakNorth provides support OakNorth Bank has provided funds to MPS Care Group, a provider of residential nursing and care homes for adults. The capital will be used to refinance existing facilities and support future growth. Founded in the 80s, MPS Care owns and operates four care homes in the Northeast, Northwest and the East Midlands, offering a total of more than 180 beds.
SUPPLIER NEWS
CQC takes action against Accrington care home
The Care Quality Commission has rated Moorhead Rest Home in Accrington, Lancashire as Inadequate, placed it in special measures, and issued three warning notices to protect people, following an inspection in August. The home is run by M.M.R. Care and provides personal care for people living
with dementia, physical disabilities, or sensory impairments. The home was previously managed by a different provider, whose care the CQC rated as Good.
VIP Day Centres opens first franchise locations
Day care services provider VIP Day Centres has branched into the franchising market by opening two new locations in Reading in Berkshire, and Royston in Hertfordshire. VIP Day Centres specialise in supporting people with all types of dementia, sensory impairments and disabilities. Having launched in 2015 with its first centre in Redditch, Worcestershire, the business initially expanded with further centres opening in nearby Bromsgrove and Worcester. More openings by franchisees are planned in the Southeast, Midlands and Scotland.
Healthcare Homes Group care homes scammed
Two Healthcare Homes Group care homes have fallen victim to a scam by a company posing as The Royal Train Ride. The scam targeted Shipdham Manor Care Home in Norfolk and Haughgate House in Woodbridge, Suffolk, which both planned festive activities for their residents and local communities at Christmas. The fraudulent company emailed the
VIP Day Care’s Royston franchisees
care homes, offering a Polar Express experience. Shipdham Manor Care Home booked a full-day experience for more than £400 as part of its Christmas Bazaar. The funds used for the booking were donated by a family member of a former resident. Haughgate House was also scammed, losing £100 after attempting to book a similar experience.
Swanton Care acquires disability support provider Buy and build residential care and supported living specialist Swanton Care and Community has acquired Alina Disability Support which provides care and support for children and adults with learning disabilities and other complex care needs in their homes, be with family, in supported living accommodation, or living independently. Alina operates 11 branches across the South of England.
TRAINING
Averio provides care sector education demonstration spaces Care tech company Averio has created six demonstration spaces in further education colleges in Kent and Medway. The project has been undertaken in partnership with Automated Spaces as
part of the government’s ‘Local Skills Improvement Fund’ initiative. The project spans three college groups: East Kent Colleges Group in Broadstairs, Canterbury and Folkestone, MidKent College in Gillingham, and North Kent College in Dartford and Tonbridge.
Parklands staff complete mental health first aid training Ten Parklands Care Homes employees have completed a two-day mental health
first aid training course. The programme is designed to equip participants with the skills to recognise, understand and respond to mental health challenges, including identifying individuals at risk of suicide. Delivered by Moray Wellbeing Hub, the training also sought to break down stigma surrounding mental health in the workplace and gave participants awareness of where to signpost colleagues, family and friends for help.
Averio has created demonstration spaces
Parklands team with certificates
Property news
Care home provider Oakland Care has purchased a 70-bedroom care home development site in Fleet, Hampshire. Planning consent has been granted for the home scheme, whose amenities will includes a café bistro, hair salon, lounge and dining rooms, balcony and terraces, and landscape gardens. Oakland Care has finalised the purchase of the site from Frontier Estates. With work set to commence shortly towards a target completion date of 2027, the home will be all electric-powered.
Experienced care home owner
Kevin Betts has purchased Lyndale Residential Home in Tavistock, Devon, which provides assessment, treatment and rehabilitation for adults with mental health difficulties within a community setting. Betts has been involved in numerous care businesses across the country and felt that Lyndale was a suitable addition to his other Devonshire care home, The Meadows: Instow. Established in 1987, Lyndale Residential Home has been owned by Mervyn and Julianne Dalton since 1996, who are now retiring.
Care provider Loveday is opening Loveday Belgravia in the spring, a luxury senior care development in London, offering residential, nursing and rehabilitation services. The 41,000 square foot building, developed in partnership with Amazon Property, features 44 luxurious suites, each costing more than £1 million to build. Set across seven floors, the residence includes a gym and hydro treadmill for rehabilitation and physical wellbeing, a cocktail lounge, art studio, hair and beauty salon and a lounge on each residential floor.
First-time buyer Saieja Sasikaran has purchased Fourways Residential Home in Sandhurst, Berkshire, which is registered for 20 residents in the categories of old age and dementia and has an overall Care Quality Commission rating of Good. The home has 19 bedrooms, 17 of which have en suite facilities spread across the ground and first floors.The home was purchased by AV Atkinson (Fourways) in 2006 and since then has been refurbished and upgraded. Funding for the deal was sourced through Christie Finance.
Business property advisor Christie & Co facilitated the sale.
Rented retirement homes provider Birchgrove has opened its 52-unit Pepperpot House development in Godalming, Surrey. The community, which occupies a 1.02-acre site, offers one and two-bed self-contained rented apartments to people aged over 65. Facilities include a 24-hour concierge service, lounge, café/restaurant, licensed bar, wellness suite, salon and landscaped roof terrace.
Healthcare operator Hamberley Care Homes has signed a 30-year lease deal with Belgian healthcare real estate investment trust Aedifica’s UK division for a new luxury care home site. The home in Wargrave in Berkshire has been designed by Hamberley Development and will be developed by Aedifica UK. It is due to open in mid-2026. The development will feature 65 luxury en suite bedrooms, a café bistro, a private dining room, a hair salon and nail bar, activity room/bar, a cinema, resident lounges, dining rooms and quiet lounges.
Boutique Care Homes has broken ground on its latest project, Martello Manor, a care home in Hythe, Kent. A ceremony was held attended by representatives from Boutique Care Homes, RM Design Group, and site developer BJF Group, as well as guests including the mayor of Hythe councillor Penny Graham, and Dudley Shipton, chairman of the Hythe Dementia Awareness Forum. Martello Manor will feature 66 en suite bedrooms, with facilities including a bistro, lounges, a hobby room, a hair salon and landscaped gardens.
Krishnakaran Krishnabala has purchased Park Lodge care home in Carshalton, South London, an eight-bedroom home that occupies a detached two-storey property. He plans to rename the home ‘Amethyst Care Home’. Krishnabala’s family operates two other care homes in the area. Park Lodge has been owned by Kreshna and Pakion Munsami and Ashvin Goodoree since 2012. Business property advisor Christie & Co facilitated the sale.
Care home business Strong Life Care has purchased two purpose-built care homes: The Beeches in Armthorpe, South Yorkshire and Tenlands in Ferryhill, County Durham, which will provide elderly residents with residential and dementia care. The acquisitions follow a multimillion-pound funding deal with NatWest.
Senior Living Investment Partners, a partnership between Pension Insurance Corporation, an insurer of defined benefit pension schemes, and real estate lender and investor Octopus Real Estate, has announced another investment via its joint venture with Elysian Residences. A 100-unit integrated retirement community will be located in Henley-on-Thames in Oxfordshire and will include a mix of one, two and three-bedroom homes. The development will include a range of amenities including a café and bistro, gym, swimming pool, wellness and relaxation areas, a curated library, and residents’ lounges.
Care home owner Aamir Iqbal has purchased North Hill Nursing Home in St Austell, Cornwall, which occupies a large 33-bedroom property with an attached eighteenth-century cottage and is registered for 35 residents. Since 1994 the home has been owned by David Smith who is selling in order to retire from the sector. Business property advisor Christie & Co facilitated the sale.
Real estate fund Elevation Healthcare Properties (EHP) has acquired land and agreed forward-funding to support the development of three new purposebuilt care homes in Bridlington, East Yorkshire, New Waltham in New Waltham, and York. The homes are prelet to Yorkare Homes on completion, a family-owned regional operator and developer with 12 care homes in operation – and a new operator relationship for EHP. The homes will provide 190 beds in total. Knight Frank assisted on this forward fund transaction.
People moves
Cambridgeshire care home appoints new manager
Home Meadow care home in Toft, Cambridgeshire, part of the Healthcare Homes Group, has appointed Noby Jacobs as care home manager. Jacobs has more than a decade of experience in nursing and healthcare and is a registered nurse with an NVQ Level 5 in leadership and management for health and social care.
Milewood appoints Manchester home manager
Adult disability living provider Milewood has appointed Kim Douglas as the manager at Beckdale House in Sale, Manchester, which supports up to nine individuals. Douglas has more than 13 years’ experience in the care sector, most recently from a brain rehabilitation unit. She began her career in residential care at age 18, balancing her early work with studying criminology at university. Douglas has since achieved a Level 5 NVQ in social care and management, steadily rising through the ranks to take on managerial responsibilities.
Trio of new appointments for Scottish care home group
Scottish care home group Renaissance Care has announced three new appointments. Lynne Rennie and Sarah Gray join as care home managers at Cowdray Club Care Home in Aberdeen, and Rosepark Care Home in Uddingston. Tracey McMillan has joined as quality manager for North Scotland, a role that spans
Aberdeen, Inverness, Forres and Peterhead.
Rennie, who has been a qualified nurse for over 15 years, has progressed through a variety of roles from nurse to deputy manager to home manager. She said: “I aim to lead with passion and be present on the floor, supporting my team to deliver highquality, person-centred care.”
Gray has 12 years of nursing experience in care homes, and prioritises stability, team cohesion, and fostering open communication with staff and relatives. She said: “I’m excited to bring new ideas, such as launching a residents’ Wishing Tree and transforming our conservatory into a pub-style bar.”
McMillan has three decades of experience as a social worker, including 15 years in older adult services and six as a service manager for Aberdeen City Council.
Elizabeth Finn Homes appoints non-executive directors
Elizabeth Finn Homes, which operates eight care homes across England, has appointed Ruth French and Julian Ide as nonexecutive directors. Elizabeth Finn Homes is subsidiary of the charity Turn2us. Although the company is run on a commercial basis, rent and operating surplus pass to the charity to support its work.
French is the owner and director of Stow Healthcare, an East Anglian care home group. With a background in change management and formerly a civil servant in Whitehall, French
Noby Jacobs Lynne Rennie, Sarah Gray and Tracey McMillan
Kim Douglas
Ruth French and Julian Ide
is also a non-executive director of the Outstanding Society, where she helps promote best practices among social care providers. French said: “It’s great to be able to support this social purpose company, learn from the team and share my social care knowledge.”
Ide is a financial services professional with three decades’ experience, and was most recently vice-chair, EMEA at
investment firm Franklin Templeton, where he managed strategic partner accounts across the region. He was also chief executive of portfolio trust Martin Currie and head of distribution, EMEA at Franklin Templeton.
Wallacea Living appoints head of HR
Integrated retirement community operator Wallacea Living has appointed Nazish Shaikh into the newly-created role of head of HR, tasked with establishing an in-house HR department. Shaikh has more than 20 years’ experience of real estate, facilities management and events, and a wealth of strategic and operational HR expertise. She worked at Retirement Villages Group as HR business partner before progressing to head of people.
Nazish Shaikh
How To Elevate Your Auditing: With
Radar Healthcare’s Enhanced Audit Module
Radar Healthcare is revolutionising auditing processes for health and social care providers with its Enhanced Audit Module, offering direct links to action plans and analytics for more efficient and effective auditing.
By consolidating risk, quality, and compliance data into a single location, health and social care providers can easily see the bigger picture behind their audit results. With just one click, users can access the insights needed to make data-driven decisions that address areas for improvement and increase overall performance.
What sets Radar Healthcare’s Enhanced Audit Module apart is its versatility and customisation options. Users can fully configure audits to the specific needs of their organisation or setting, creating bespoke audits with pre-set or customised responses. They can also share audits between different job roles and track the history of each audits actions. Additionally, customers can amend audit frequency by location according to their organisational needs. For instance, under performing locations can be audited on a weekly or fortnightly schedule, while others can be audited monthly.
Mark Fewster, Chief Product Officer at Radar Healthcare said: “We know that when looking for risk management and audit software, our customers need a product that competes with tools solely designed for this purpose, which is exactly what our enhanced module does.”
The Enhanced Audit Module has received positive feedback from users, with 22% citing the flexibility of audit types as their favourite feature and 20% appreciating the ability to assign roles to different audit tasks. In 2024 alone over 600,000 audits were scheduled on Radar Healthcare.
The development of the Enhanced Audit Module has been made possible through Radar Healthcare’s close collaboration with customers through forums and Beta groups, ensuring that the Enhanced Audit Module is tailored to the needs of providers and the people they support. As one partner highlights, the impact is significant, “since implementing Radar Healthcare’s Audits Module, we’ve achieved nearly 100% audit completion and identified areas for improvement in 30% of cases.”
Overall, the Enhanced Audit Module offers a game-changing solution to transform auditing processes, enabling providers to deliver better quality care to those who need it most.
Schedule some time with our team to learn more about the impact that our Enhanced Audit Module can have on your organisation.
Elevating Excellent Care
Celebrating the dedication and passion of everyone involved in health and social care is something everyone at Radar Healthcare is incredibly passionate about and we’d like to congratulate all the winners and those shortlisted at the National Care Awards, which was held at the end of 2024.
Your recognition showcases the outstanding dedication and hard work within the care sector.
This is a significant achievement that not only inspires but also reinforces our shared commitment to improving outcomes and providing the best quality of life for those being cared for every single day. The National Care Awards was a wonderful evening, and we were truly honoured to be part of the celebrations.
We’re looking forward to continuing to work with all of our partners this year and beyond to further elevate excellent care. We’ll also be a part of this year’s Caring Times Owners Club so hope to see many of you there throughout 2025.
“We are delighted to announce our attendance at the Caring Times Owners Club. This event offers an excellent chance to connect with fellow industry professionals and exchange insights about the tangible impact Radar Healthcare is making.
We are looking forward to strengthening relationships, catching up with old friends, and meeting everyone there.”
Simon Qasir, Chief Revenue Officer at Radar Healthcare
Service providers’ duty of care
Aimee Stokes, senior associate at law firm Mills & Reeve, provides a reminder of the Care Quality Commission’s prosecution powers in health and safety
In the health and social care sector, ensuring the safety of patients, service users and staff is paramount.
Last year the Care Quality Commission and Health and Safety Executive (HSE) published an updated Memorandum of Understanding (MoU). The MoU outlines the respective responsibilities of the HSE and the CQC in investigating health and safety incidents. A key factor in determining who holds responsibility for investigation and enforcement is the registration status of a service provider.
Respective responsibilities
The CQC is the lead inspection and enforcement body under the Health and Social Care Act 2008. The CQC will take the lead on ensuring the safety and quality of treatment and care, for service users receiving care from registered providers. The only general exception to this being where the police have primacy of an investigation.
Where a provider is not registered with the CQC, the responsibility for inspection and enforcement will fall to the HSE or local authority.
Specific examples of incident investigations
Annex A of the MoU sets out examples of incidents typically falling to the CQC and HSE/local authorities respectively. Incidents where the CQC takes the lead include, but are not limited to:
“Where a provider is not registered with the CQC, the responsibility for inspection and enforcement will fall to the HSE or local authority.”
• A patient/service user falling from a window (premises issue directly relevant to care of vulnerable patients/service users).
• Severe scalding of a patient/service user in a bath/shower.
• Severe scalding/burnings from falling and getting stuck against hot pipes/ radiators.
• A patient/service user being seriously injured or dying after becoming trapped in bed rails.
• A patient/service user falling from a bed/chair due to inadequately maintained equipment.
• A patient/service user developing Legionnaires’ disease when a regulated activity is being carried out.
Relevant
regulations
The Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 impose a broad duty on service providers to provide care and treatment in a safe way. Two commonly breached provisions are Regulations 12 and 13. Regulation 12 states that service providers must provide safe care and treatment, and that the premises used are safe for their intended purpose. Regulation 13 places a duty on service providers to safeguard users from abuse and improper treatment, through taking preventative measures and effective investigative action.
To date (since 2009) the CQC has prosecuted a total of 88 breaches of Regulation 12; breach of Regulation
12 being by far the most commonly charged offence by the CQC.
Conclusion
The updated MoU serves as a timely reminder to health and social care providers that the CQC is both able and willing to prosecute a variety of health and safety offences. In the past five years there has been a steady increase in prosecutions brought by the CQC, highlighting that investigation and enforcement powers are far from limited to the HSE’s jurisdiction. By familiarising themselves with the examples above and the applicable regulations, service providers can better navigate the regulatory landscape and safeguard themselves against enforcement action.
Aimee Stokes
Weather the changes
Judy Boniface-Chang, chief customer officer at home care technology provider
Birdie, discusses navigating the National Insurance rise as a care provider
The recent rise in Employer National Insurance contributions is sending ripples across the home care sector, intensifying financial and operational pressures on home care providers. With higher employer contributions, tighter margins, and the persistent challenges of retaining skilled staff, home care providers are facing an uphill battle.
Yet, the home care sector has always demonstrated resilience. By adopting proactive strategies, providers can weather these changes while maintaining high standards of care.
From assessing financial impacts to optimising workforce management and exploring revenue diversification, there are a range of approaches that can help home care providers adapt to the NI increase, and offer a path forward in navigating this challenging landscape.
Quantifying the financial impact: Understanding the baseline
The first step to adapting to the NI increase is understanding its financial implications. Care providers must start by calculating the additional NI contributions for both employers and employees. Providers should also review key financial metrics, including cash flow, profit margins, and budget forecasts.
By conducting a comprehensive financial health assessment, organisations can identify areas where adjustments are necessary. For instance, if payroll expenses are disproportionately high, providers can explore opportunities for efficiency without compromising care quality.
An accurate understanding of the financial baseline not only supports better planning but also empowers home care providers to make datadriven decisions. This step ensures that subsequent strategies are built on a strong foundation, minimising disruption while preserving the quality of care.
Optimising
workforce management and enhancing staff retention
Labour costs, compounded by the rising NI contributions, remain one of the most significant challenges for home care providers. Addressing this requires a dual approach: optimising workforce management and improving staff retention.
Flexible staffing models can help providers balance resources effectively while mitigating full-time NI contributions. Aligning staffing with demand reduces unnecessary costs during quieter periods, while planning the roster appropriately helps maximise capacity utilisation. Additionally, technology solutions like Birdie’s tool can streamline operations, reducing administrative burdens and enabling staff to focus on providing exceptional care. For example, digital scheduling systems can help optimise shift allocation, ensuring that the right staff are deployed at the right times.
Improving staff retention is equally critical. High turnover rates not only increase recruitment and training costs but also disrupt care delivery. Providers should consider investing in benefits that foster job satisfaction, such as mental health support, competitive pay packages, and flexible working hours.
Professional development opportunities, such as training programmes or career progression pathways, can help keep skilled professionals engaged. A transparent and communicative work culture also plays a pivotal role, ensuring that staff feel valued and aligned with organisational goals.
By prioritising both efficient workforce management and robust retention strategies, home care providers can reduce labour costs while maintaining the high standards that families and clients expect.
Adjusting revenue strategies: Balancing costs and client expectations
As operating costs rise, adjusting
pricing structures may become necessary to sustain financial health. However, communicating these changes effectively is key to maintaining trust with clients and families.
Transparency is essential; home care providers should clearly articulate the reasons behind pricing adjustments and the value clients receive in return.
Diversifying revenue streams is another effective approach to offset costs. Providers can explore partnerships with local councils to secure additional funding or consider expanding their services to include specialised care offerings, such as hospital-to-home transitions. Premium care options, designed to attract private clients, can also provide a supplementary revenue source.
While these strategies may require initial investment, they help build financial resilience in the long term. By balancing cost adjustments with valuedriven communication and innovation, home care providers can protect their operations while continuing to deliver exceptional care.
Turning challenges into opportunities
The NI increase poses significant challenges, but with the right strategies, home care providers can maintain financial stability and continue delivering exceptional care. By focusing on understanding financial impacts, optimising workforce management, investing in staff retention, and diversifying revenue streams, the sector can turn these challenges into opportunities for growth and innovation.
The home care sector’s history of resilience is a testament to its ability to adapt and thrive in the face of adversity. With forward-thinking strategies and a commitment to high-quality care, providers can turn this moment of pressure into a catalyst for sustainable success.
Technology can help business | care for tomorrow
Ian McMullon, director of care at software provider Access HSC, discusses the need for a 10-year social care plan and the role of technology
The unprecedented pressures facing the social care sector have been well documented, most recently in reports such as the Care Quality Commission’s ‘State of Care’, which outlines critical issues such as workforce shortages, limited funding and increased demand.
And while the £600 million of additional investment committed in the government’s autumn Budget has been welcomed by many, it falls short of helping the sector tackle the systemic challenges. Furthermore, this investment is only a fraction of the additional costs the sector needs to cover following the increases in the National Minimum Wage and employer’s National Insurance contributions. A recent assessment from the Nuffield Trust estimates that it requires an extra £2.8 billion.
To help shine a light on the systemic challenges, in the hope that it creates further impetus for reform and support – particularly given the government’s commitment to a 10-year plan for social care – providers including the Bay Care Group recently contributed to a market report which has been published by Access Health Support and Care and which is available on the Access Group website.
Based on data analysis from nearly 2,000 home care providers between 2022 and 2024, the report highlights the sheer scale of the problems the sector faces. For example, it reveals
“Visits are getting shorter, with evidence suggesting the cost of living crisis has forced individuals to make difficult budgeting decisions.”
how visits are getting shorter, with evidence suggesting the cost of living crisis has forced individuals to make difficult budgeting decisions. It means it’s become harder for recipients of care to opt for 45 to 60-minute visits, which is something that has always been the preference for organisations like Bay Care, which provides care services across Devon and Torbay.
In the report, Bay Care highlights the risk of shorter visits and how they can result in more harm than good as care becomes rushed and less effective. And with this being the situation pre-budget, we’re likely to see further pressures on the funders and recipients of care regarding their budgeting decisions. Plus, with the trend towards shorter visits expected to continue, it will add additional pressure on providers as it can be more costly to deliver two short visits rather than one longer visit.
It’s never been more important to improve the effectiveness and efficiency of the services that can be offered, while comprehensively reviewing the commissioning care pathway for people who require care and support.
Doing more for less Bay Care contributed to the report to offer real-world examples of how
these challenges are felt on a daily basis and, importantly, to share solutions that leverage digital and community collaboration to enhance care quality, sustainability and efficiency. For example, it implemented digital health monitoring tools to track people’s vitals and health data in real-time so it has a 24/7/365 view that can help optimise care delivery, including spotting warning signs quicker and offering earlier interventions. It also helped Bay Care prevent costly visits to the hospital and led to a 15% reduction in acute readmissions for those receiving care.
Ian McMullon
Monitoring tools also present the opportunity to consolidate the number of visits required and even delay when the initial face-to-face care needs to start.
By integrating a mobile phone application used by carers with a dashboard used by the back office team, Bay Care also has a real-time picture of what is happening in the community. It’s helped remove the pressure on the administration and finance teams, and consolidated tasks that were previously paper-based and/or relied on carers calling and notifying the team directly.
Overall, the company saved £111,000 annually, improved compliance by 35% and reduced its client calls by 60%. Plus the coordination between the point of care mobile app, monitoring dashboard and alerting features has helped drive up compliance levels to CQC Outstanding levels.
Further support
To realise the full potential of
technology and innovation in care provision without compromising other services, providers like Bay Care tell us that grants and subsidies specific to digital health, which cover the initial and ongoing costs, will help significantly.
Consistent standards for interoperability would also help facilitate the sharing of data among providers, hospitals and community services, in turn creating a seamless care experience and enabling timely interventions.
Bay Care adds that workforce training for digital tools is equally crucial, as staff confidence and competence in using technology are essential for successful implementation.
Likewise, care providers need more support to tackle complex challenges such as staff retention, which has been affected by low pay, limited development opportunities, administarion overload and operational inefficiency. By encouraging a cultural
shift to make care a respected and attractive career path, they can reduce turnover and improve care quality.
Plus, given the high levels of burnout in the sector, as documented in Social Work England’s recent survey, in an ideal world, the sector should be empowered to provide more mental health resources to the workforce. By learning lessons from other industries and sectors, and with the government’s support, providers could offer wellbeing officers, counselling services, and regular support programmes, to retain a resilient workforce.
Long-term plan
The government has committed to consulting on and publishing a longterm plan for social care, so now is the opportune time to champion these changes. Only by investing in social care and reimaging how services can be delivered, can we collectively build a more integrated, proactive system that benefits all.
Take care with the coronor business |
Keara Bowgen-Nicholas, senior associate in the health and social care team at law firm RWK Goodman, highlights the potential pitfalls involving inquests and how to avoid them
Inquest proceedings can be stressful, upsetting and lead to unexpected outcomes and far-reaching implications for businesses and individuals in the care sector. Rarely is it the case that documents are sent to the coroner and no more is heard about the case. Often, participation is required from individuals with little or no experience of the procedures or legal technicalities of coronial law.
This article sets out some key considerations that need to be borne in mind when facing an inquest. Failure to do so can lead to care providers coming unstuck and serious, sometimes unforeseen, consequences.
1. Interested Person (IP) status or not?
An IP can participate in the inquest and make submissions to the coroner before they reach their conclusion (there are very strict rules about what can and cannot be included in submissions. IPs differ from witnesses in that a witness is only there to provide information (that is, answer questions).
There are advantages to being an IP, largely being able to see copies of the evidence and question witnesses, however the obvious downside is you (as an individual or organisation) can also be questioned by the other IPs which may attract unwanted scrutiny. Each case should be carefully assessed on its merits before a decision is taken as to whether IP status should be sought or not.
2. What to disclose and when While on the surface simply sending documents to the coroner is straightforward, difficulties can arise when incomplete or incorrect documents are disclosed. Further issues arise when irrelevant information is disclosed. In attempting to be helpful, care providers can inadvertently leave themselves open to inquiry and criticism if further issues come to light following disclosure.
3. Witness statements
Very often formal witness statements are requested in advance of giving live evidence, which have specific requirements. Having a robust statement that addresses the issues that are likely to be in the coroner’s mind is essential. If a strong statement is served at the outset, the coroner may be satisfied that live evidence is not required. That evidence may not be limited to the incident itself, but whether there is a need to include additional information should be weighted carefully. In the event you are called to give live evidence you will be required to do so under oath and will face questions from the coroner and the IPs or their legal representatives. That is a daunting prospect for many and a good statement with proper preparation is key.
4. Pre-inquest review (PIR) hearings
A PIR is a formal court hearing to address technical legal matters such as the ‘scope’ of the inquest, who the Interested Persons are and whether ‘Article 2’ is engaged (among others). Discussion on each of those terms is beyond the scope of this article but the representations and decisions made at a PIR directly affect the inquest itself, the role of those involved, and potentially the wider outcomes for care providers. Having a solid grasp of those concepts and how they could affect you is key.
5. Conclusions and a finding of neglect
While coroners cannot apportion any blame or civil or criminal liability within their conclusion, they can make criticism in their remarks which can then lead to further investigations and actions.
In addition, coroners can a make a formal finding of neglect. There is a specific legal definition of neglect that applies to inquests and such a finding, while relatively rare, is not impossible and is highly undesirable for obvious reasons. Such a finding is very fact-specific and as such it is essential that the witness evidence (written or otherwise) is prepared in the correct way to assist the coroner.
6. Prevention of Future Deaths (PFD) reports
PFD reports are issued when a coroner is concerned that there is a risk of future deaths if something is not changed. These reports are published online and responses are due within 56 days setting out what actions have been taken or are proposed.
It is crucial to prepare properly if there is a risk of a PFD report being issued – usually with statements setting out what investigations were made after the death, what has been learned, what has been implemented, and how that is monitored. Coroners are not restricted to the central issues of the inquest and can be quite creative.
7. Conclusion
While on the surface an inquest can seem a relatively harmless process the reality is it is a complex aera of law which requires specialist knowledge. Usually, the earlier you seek legal input, the smoother the process will be. The costs of that input pale into insignificance when compared to the potential regulatory input, media attention, civil claims, health and safety procedures and safeguarding investigations that can follow after a critical inquest hearing.
Keara Bowgen-Nicholas
Work with landlords on leases
Rob Walton, a partner in the health and social care team at RWK Goodman, offers a guide to increased sustainability requirements in leases
As environmental, social, and governance (ESG) continues to become a major theme for care providers, they are facing increasing sustainability requirements for their premises, not just from existing legislation requirements such as Energy Performance Certificates (EPC) but also from green leases.
We are now past the first wave of green leases and the requirements are now becoming more stringent led by real estate investment trusts (REITs). This article looks at the new clauses appearing in leases and provides advice for providers on how to work with landlords and how to ensure that the terms are not unduly onerous.
First wave of green leases
The first wave of green leases concentrated on ensuring that the EPCs were not negatively affected by any works being carried out, and also various data-sharing provisions to ensure that the condition of the building and its energy efficiency could be monitored.
We are now seeing more stringent requirements, most likely for a few reasons:
• There has been step back on accelerating EPC requirements by the previous government (and no indication of any change under the
“We are seeing an evolution of green lease requirements and this is only likely to increase as large landlords own internal ESG polices have substantial effects on providers.”
current) given the potential cost of retrofitting properties and worry this would affect the property market.
• Larger companies, especially REITS, have much higher ESG reporting requirements to satisfy their own net zero targets and the property portfolio is a major factor.
New green lease sustainability requirements
Typically, green leases will cover a variety of issues including:
• Energy consumption.
• Water consumption.
• Waste generation and management.
• Greenhouse gas emissions.
• Any adverse environmental impact. Landlords are putting in more onerous terms, some examples are:
• Putting providers under a duty to carry out repairs and alterations in a sustainable manner from sustainable resources and to carry out responsible environmental management.
• This requirement may also come with mandatory proactive steps to increase environmental performance, so if there are methods to increase sustainability on the points above then the tenant must carry them out or the landlord is able to and charge the tenant for the cost. This is linked with increased data-sharing so the landlord can monitor all energy/ service usage. This may be aligned to having set targets with penalties for falling below these.
• Landlords are looking to allow energy audits to assess which works need to be carried out ultimately at the cost of the tenant
What can a provider do?
Of course, these terms are able to be negotiated, however there is often little leeway with larger REITs and private equity firms. At a minimum, providers should be looking to:
• Ensure terms are defined clearly so sustainability is not too widely drafted.
• Ensure that any sustainable works are reasonable and cost effective and result in a reduction of operational costs.
• Setting a financial cap on the cost of works.
• Limit the number of energy audits that can be carried out each year and ensure the cost is not passed to the tenant.
• Narrow down exactly what data is required to be shared and seek to pass the cost back to the landlord.
• Ensure there is a robust dispute resolution clause to deal with any issues.
• Ensure there is an independent way to verify the nature of the works so it isn’t simply in the ‘landlords opinion’. It is always wise to enlist professional assistance given the complications and large cost consequences.
Conclusion
We are seeing an evolution of green lease requirements and this is only likely to increase as large landlords’ own internal ESG polices have substantial effects on providers.
Rob Walton specialises in real estate and has a focus on environmental, social and governance.
Rob Walton
Determined to succeed
Caring Times talks to the founder and chief executive of Sussex-based home care software company CareLineLive, who didn’t let growing up in a wheelchair blunt his desire for success
Born with a rare muscle weakening illness, Josh Hough says he was written off by doctors at an early age. However, this fuelled his fire and today, he is the proud owner of a care software company which produces annual revenue of more than £3.5 million and has 42 staff.
“I hated being disabled and was determined to get out of my wheelchair. I would hear the doctors telling my parents that I might not be able to have a job,” says Hough, founder and chief executive of Slinfold, West Sussex-based CareLineLive.
“I think it made me very determined and single-minded. From an early age, I learned I could prove people wrong.”
Josh Hough was born with a genetic condition called minicore myopathy. It meant walking was difficult and he needed a lot of treatment. Also, going to school in a wheelchair was often an unpleasant experience.
“It was just bloody bad luck. It’s a condition which you only get when both parents have a specific gene. I had a lot of specialist treatment when I was young. I went to school in a wheelchair which wasn’t nice as kids can be very cruel.”
Nonetheless, Hough did well at school and considered university. But he was also entrepreneurial, setting up a publishing company with his sister Zoe when he was just 14.
“I was more interested in business than in studying and had a desire to change things. I think I saw the world
“I was often looking for new and different ways of doing things. You have to when you literally can’t do things in the same ways everyone else does.”
differently to a lot of people,” he says. “I was often looking for new and different ways of doing things. You have to when you literally can’t do things in the same ways everyone else does.”
Indeed, when Hough was young, he was often exasperated by the inefficiencies of the healthcare system.
“I was visited by countless nurses, doctors and healthcare professionals. Every time I met someone new, I had to go through the same routine – answering the same questions, explaining my condition. It was very repetitive and boring.
“Meanwhile, they were filling out paperwork or leafing through thick folders of information. It wasn’t very efficient and even as a young child, I was thinking: ‘this could be done better’.”
In January 2010, when he was aged 18, Hough set up the MAS Group, providing managed IT services to companies. The company was doing well, but the idea of improving home care wouldn’t leave Hough.
“My grandfather was receiving care and the family struggled with the lack of communication from carers. Everything I felt and saw as a child came flooding back. I just felt there
needed to be a better system and, ultimately, that I had to be the one to create it.”
Hough had a client in the home care sector that was still using a paper-based system for much of its client work. It became CareLineLive’s first client and the idea of creating a ‘circle of care’ emerged.
“We created an app that joins up everything in a home care business, from patient notes and visits to invoicing and staff rotas. Family members can access it, so they know
Josh Hough
“We created an app that joins up everything in a home care business, from patient notes and visits to invoicing and staff rotas. Family members can access it, so they know what’s going on.”
what’s going on. But also, critical healthcare professionals like ambulance drivers can access it too, because if they are attending an emergency, they really need to know whether or not someone has had their medication that day.
“The idea of the ‘circle of care’ is that everyone a patient needs is brought into the loop. People no longer need to spend long periods of time hunting
down paperwork. All the information is in one place; it’s very efficient and it provides a clear audit trail.”
CareLineLive was launched in 2018 with a mission to transform a sector lagging behind much of the digital world. There’s substantial demand for its services, but business growth hasn’t been without challenges.
Initially, Hough took out personal loans and used credit cards to get the business going. He’s gone through several funding rounds and, at the time of writing, has raised £6.7 million.
“Funding is an ongoing challenge, I spend a lot of time fundraising,” he says.
Also, as a tech business, Hough is engaged in the battle for talent for much-needed coders and software engineers.
But Hough has created a culture and sense of mission among his team. Since launching, CareLineLive has expanded rapidly, now supporting more than 600 home care agencies across seven countries, including Ireland and Australia. Hough says CareLineLive is one of the few companies to meet the NHSX requirements to be on the
approved supplier list for Digital Social Care Records. It also integrates with GPConnect, enabling access to GP records.
Personal challenges
Ultimately, Hough’s own experiences have shaped how he approaches business. “I’ve been through a lot of surgeries and challenges, so I understand the importance of flexibility,” he explains. “If a member of staff or their child needs to go to the doctors then I tell them to ‘just go’. People might think I’m too lenient, but we have a team that sticks with us and, sometimes, even returns, because they appreciate the flexibility and support we offer.”
Reflecting on his journey, Hough says: “I’ve had to prove myself repeatedly – to investors, customers and employees. It’s a vicious cycle of needing experience but not being able to get it. But that’s been my driving force – proving people wrong and showing that something is achievable. Building CareLineLive is something I’m incredibly proud of.”
The way forward business | politics &
Joe Quiruga speaks to a workforce expert to discover how operators can cope with the increased costs to the care sector following the Labour Budget
Nearly two-thirds of care and support providers will make redundancies following the increases in employer’s National Insurance and the National Living Wage.
Many care home operators will increase fees by around 10% to tackle the rising costs, but in a survey by the Care Provider Alliance 64% said they would need to make some staff redundant as well.
Dr Kate Tulenko, founder and chief executive of healthcare workforce consulting firm Corvus Health, says: “Assuming you have already maximised your staffing model, there are generally only two things you can do – reduce your reliance on labour or reduce the hourly cost of your labour.”
One suggestion to do these things would be using digital solutions to help monitor residents. Artificial intelligence software which can predict the acuity of patients has been used in intensive care units to prioritise the urgency of care. Similar solutions in care homes could reduce the burden on staff. Digital tools could also improve the quality of care, including movement or fall monitors and remote patient monitoring solutions.
On remote patient monitoring, Tulenko explains: “Often if a resident falls out of bed in a care home or assisted living facility it can take 20 to 30 minutes for nursing staff to respond to an emergency button – even in really high-quality expensive care facilities. If someone was able to monitor the resident remotely, and triage them, then
“Artificial intelligence software which can predict the acuity of patients has been used in intensive care units to prioritise the
urgency of care.”
they can assess them more quickly. This is vital, especially in the particularly serious cases.”
However, there is also a requirement for large upfront investment. Tulenko says government will eventually have to foot the bill, especially for small care homes and for families caring for loved ones at home: “I don’t think there’s any getting around that.”
Other digital solutions include better use of remote home care. Tulenko explains: “Solutions exist where a healthcare professional can pop up on a screen and ask the senior how they are doing, and then if they have chest pain or have fallen out of bed then they can alert care workers, and if they are fine then they leave them be. This would mean one person can take care of dozens of people in a day rather than just a handful as they don’t physically have to move.”
This solution has some downsides. Tulenko says: “Mental health would be a concern as it’s obviously better to have someone come there in person. But necessity is the mother of invention and with an ageing population and shrinking workforce, enabling a professional to do four or five phone calls in an hour could be really helpful. The perfect shouldn’t be the enemy of the good.”
Other ways to reduce labour costs include greater division of labour – such as paying a premium for care workers who do the unpleasant and technically challenging work and minimum wage for those who do not.
Tulenko says: “It does make sense to pay people more for doing the more difficult, less desirable work and train them to do it. You would obviously need to make it clear when you onboard the less skilled workers that they are not to do the other work as they aren’t trained to do it, but in the States we now have phlebotomists who draw blood and I can tell you there are very few nurses or physicians drawing blood when they don’t have to.”
Tulenko also suggests introducing temporary guest worker schemes which
function as apprenticeships: “You could supplement their wage with board and accommodation and give them a fabulous education which they could bring back home or leverage to work elsewhere.
“It’s not exactly analogous, but the Royal College of Surgeons in Ireland does something where they train up surgeons from lower income countries for a period and pay them a trainee stipend, but after that period they must return home. The surgeon could then choose to work in their home country, or could, for example, work in Saudi Arabia.”
For government Tulenko recommends more visibility on the subsidies for home improvements like stair lifts, which would cost the government a fraction of what it costs to supply a resident with supported living.
Another innovative idea to reduce the need for 24/7 paid senior care could be “senior day centres”. Tulenko explains: “In this scenario I would be the primary caregiver for my elderly parent, but I would drop them off at a day centre where they could be fed, play bridge, get PT, and generally be around other human beings rather than sit alone in an empty home. And then at the end of the day I would take them home and care for them, give them dinner and so forth. If we can do it for doggy day care, we can do it for seniors.”
Dr Kate Tulenko
Beware of fake carers
Christian Carr, healthcare regulation partner at law firm Spencer West, discusses the pitfalls of weak governance in workforce supply chains
It was recently reported in national media that a ‘fake carer’ had been delivering personal care to an elderly gentleman in his own home, to the surprise of his family who had procured her services through an introductory care agency.
The woman who provided services for almost three weeks at the service user’s home was not the carer whose profile had been put forward to the family by the agency, but an untrained substitute the carer had allowed to do the job in her place.
The family were understandably distraught. Neither the police nor the Care Quality Commission responded as the family expected. The police reportedly claiming that there were “limited lines of enquiry” and that an “independent witness” would need to confirm the allegation in the face of a denial by the carer concerned, and the CQC confirmed that neither introductory agencies nor self-employed carers are inside its regulatory remit.
This is sadly not the first time people have been caught working in the health and care sector under a false identity or using fabricated qualifications (see, for example, the case of Zholia Alemi who was jailed after working as a psychiatrist in the NHS and private sector for more than two decades after fabricating a degree certificate).
Cases like this highlight the complexity of the legal and regulatory landscape in the sector, where the systems in place to protect vulnerable patients and service users are
“Where a worker delivers services remotely with limited oversight from the provider/agency, thought should be given to enhanced due diligence.”
fragmented and often don’t match up to the public’s expectation.
Where carers are specifically selected for their skills and qualifications, and they later turn out not to be who they said they were, many legal issues arise – not least over the question of the violation of a service user’s consent to the carer’s acts, which could amount to criminal or civil wrongs, and the question of vicarious liability on the part of those on whose behalf services are provided.
Under regulation 19 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014, providers falling under the ambit of the CQC’s jurisdiction are obliged to make sure that they only employ fit and proper staff (with “employ” here being given a wide definition, to include “employment under a contract of service, an apprenticeship, a contract for services or otherwise than under a contract” and doctors granted practising privileges in hospitals).
Providers must monitor the ongoing fitness and propriety of those employed, and make available a range of information set out under Schedule 3, including (depending on the circumstances):
• Proof of identity (including a recent photograph).
• A copy of an (enhanced) criminal records check and suitability information relating to children or vulnerable adults.
• Documentary evidence of relevant qualifications so far as it is practicable to obtain them.
• A full employment history with satisfactory written explanation of any gaps, and
• Satisfactory evidence of conduct in previous work delivering services relating to health or social care or work with children or vulnerable adults.
The CQC will expect this evidence to be available immediately on request in an inspection.
Where a worker delivers services remotely with limited oversight from the provider/agency, thought should be given to enhanced due diligence and assurance to verify with service users the identity of the person delivering services in advance of delivery.
Looking at themes in the sector more broadly, providers are particularly vulnerable to impostor employees at the moment, with high staff turnovers and demand for workers outstripping supply. This can lead to increasing reliance on worker supply chains over which there is questionable governance and oversight.
The CQC itself has recognised that workers are often procured from abroad and are vulnerable to exploitation and control by third parties in conditions amounting to modern slavery. Trends in criminal prosecutions for modern slavery-related offences, which can result in significant fines and custodial sentences, are concerning for the sector.
There is much overlap in good governance and robust policy development on this and “fit and proper person” pre-employment checks and monitoring. Those in the sector would be well-advised to review compliance holistically sooner rather than later in view of the risks they present.
Christian Carr
business | recruitment & retention
Strategies for a stable workforce
Paul O’Rourke, managing director of supported living provider Next Stage, emphasises the need to tackle high staff turnover in the adult social care industry by investing in individuals
The adult social care workforce is at a critical juncture, reaching its largest size in history with 1.84 million posts this year, but with more than 130,000 active vacancies, the sector faces a daunting challenge. A 2021 report projected that by 2030 we would need to see a 55% increase in social care workers over the following decade to meet demand. This rapid expansion underscores the urgent need for strategic investment in staff development and retention.
Developing the next generation of social care workers
Despite some recent improvements, the vacancy rate for adult social care is still almost three times that of the wider economy. In fact, a Skills for Care report shows a turnover rate of 24.2%, equating to approximately 350,000 leavers. One particular challenge within our sector is the retention of younger workers. Turnover rates among those aged under 20 are alarmingly high at 53.7%. While this isn’t an issue unique to our sector, research suggests that younger employees may be using social care roles as temporary positions while pursuing education or considering other career paths. By pairing younger workers with experienced mentors, we can provide valuable guidance, foster a sense of belonging and build stronger connections within the workforce. This supportive approach can significantly
enhance engagement and motivation, helping to retain young workers in their roles and reducing turnover rates. This approach ensures that service users work with a consistent caregiver who understands their needs, preferences and routines. As a further result, care is not only more personalised but also more effective.
Retention strategies for experienced staff
It’s important also to look at those further on in their career journey. Staff retention rates are strongly influenced by the employee̓s level of experience, with data indicating that as workers gain experience within the sector and in specific roles, their likelihood of leaving decreases. Investing in learning and development for your more established staff by setting out clear career progression pathways can significantly improve long-term retention. In my experience, providing well-defined career mapping motivates staff to remain in the sector longterm, reducing turnover and ensuring continuity of care.
The effect of professional development on social care
While budget constraints and accessibility often lead many organisations to focus on internal learning and development programmes, managers should also consider
Paul O’Rourke
supporting their workforce with gaining relevant qualifications. Offering employees the opportunity to undertake apprenticeships or workplace-based qualifications provides significant value, as these programmes assess staff based on their practical performance in real-world scenarios, rather than solely through classroombased learning.
Being an effective support worker primarily requires the right values and attitude. By recruiting individuals who embody these qualities, organisations can ensure the technical aspects of the role can be learned through proper training. Unfortunately, some individuals are deterred from entering the sector due to the perceived barriers associated with qualification requirements. By addressing these concerns and providing accessible pathways to professional development, we can attract and retain dedicated professionals who are well-suited to the role.
These opportunities not only enhance the skills and competencies of your team but also foster higher job satisfaction and stronger employee commitment, effectively reducing turnover rates. By offering ongoing training and professional development,
staff feel valued and empowered, resulting in improved care quality for both carers and the individuals they support.
Creating sustainable care through permanent employment
Investing in permanent employment contracts, rather than relying on agency staff, is essential to valuing care workers and enhancing the quality of care. Permanent roles provide stability, enabling caregivers to build long-term careers in the sector. This shift not only demonstrates respect for the critical work these employees perform but also fosters a sustainable, efficient care system benefitting both staff and service users.
One key advantage of permanent employment is the elimination of zerohours contracts. According to a Skills for Care report, workers on zero-hours contracts experience a higher turnover rate (38.2%) compared to those with contracts exceeding 35 hours (30.1%). Stable contracts offer job security, reducing turnover and fostering a reliable, committed workforce. This security translates into reduced turnover and a more consistent level of care for service users.
Additionally, permanent roles guarantee a steady and fair income, ideally aligned with the Real Living Wage. Competitive compensation reflects the demanding nature of care work and demonstrates that employees are valued. By recognising the
importance of fair pay, organisations can retain skilled staff who are more likely to remain engaged and motivated in their roles. A well-compensated workforce is critical for maintaining high standards of care.
Permanent employment allows organisations to monitor employees’ mental health and offer effective support systems. Access to wellness programmes, counselling and mentorship can address issues of burnout and stress – common reasons why caregivers leave the sector. By fostering a supportive workplace culture, employers can build a motivated and satisfied workforce while improving overall morale and productivity.
Though the initial recruitment costs may be higher, permanent staff are more cost-effective than agency fees over time. Moreover, permanent caregivers build meaningful relationships with service users, leading to more personalised and effective care.
In our supported living services across the Northwest, we have observed firsthand that a stable workforce enhances teamwork and communication, improving the quality of care provided. By prioritising permanent employment, the care sector can address key challenges, such as high turnover and inconsistent care, while also recognising the value of its workforce. This approach not only benefits employees but also elevates the standard of care, ensuring better outcomes for service users and strengthening the overall care system.
Strategic investments for a stronger social care sector Investing in social care is not merely about addressing immediate challenges but also about creating a sustainable, high-quality care system for the future. By prioritising strategic investments in staff development, clear career progression pathways, competitive compensation and employee wellbeing initiatives, we can build a care sector that not only meets current needs but also contributes positively to the future of social care in the UK. By fostering long-term retention and supporting workforce development, care providers can create a more resilient workforce. Supporting retention and workforce development will ultimately enhance care quality, securing a sustainable and thriving sector for years to come.
Just what the doctor ordered
Having medical records at our fingertips helps us deliver the best possible care says Anita Astle, registered care manager and owner of Wren Hall Nursing Home in Selston, Nottinghamshire
We started using ‘computerised records’, as they were then known way back in 1991 and we set up our first digital social care record (DSCR) solution in 2016, so making the most of technology has long been important to us.
As a registered nurse myself, I want to ensure we get medical treatment right as quickly as possible, as part of our commitment to providing exceptional round-the-clock care. Having access to people’s GP records is a crucial part of this.
When someone moves in with us, we contact their GP and ask them to activate their GP Connect record and we then submit consent from the person or their power of attorney, which states that they are happy for our team to see their medical record. Once those two simple steps are in place, our team can see exactly what medication has been prescribed, what observations and advice have been logged, and obtain a sense of their overall health and history.
And it’s all accessed via the one DSCR system, by clicking on the GP Connect tab. What’s more, it’s secure. Nurses need their registration pin to access the information. It’s particularly helpful if, for example, one of our residents has had a stay in hospital and there has been a change to their medication. When they come back to us, we don’t have to rely on written notes, email or telephone updates in terms of what the new medication and advice is, as it’s all there on their record. It means the team has the information and can
“With GP Connect we can see, and most importantly, act on the advice straight away.”
act on it quickly, saving time for both our team and the GP practice team, on making phone calls and checking where things have got to with things like prescriptions.
Many of our residents have complex and multiple medical conditions. While they are under our care, and the care of one of our local GP practices, they may also be under a range of specialist teams in nearby hospitals. We all know the system is under pressure, so a summary letter from a consultant to a GP can take some time. But with GP Connect we can see, and most importantly, act on the advice straight away.
Without GP Connect, we would only have the hospital discharge letter to go on, which understandably doesn’t always take into account their previous history, so being able to see their journey and various conditions and treatments is really important. It means we can provide comprehensive and consistent care.
Naturally, when someone has spent time in hospital, or come under the care of a new medical team, there are often changes to medication. This can be hard to keep track of, and on occasion we’ve had to phone the hospital to check notes or seek clarification. If those notes have already been archived following the person’s discharge, this can take valuable time before we receive the clarification we need. But with GP Connect we can access the information and make the changes straight away. It means our resident gets the care and treatment they need quicker, and it saves valuable time and resources for our care staff and the hospital teams.
Lastly, as many a registered care manager will contest, some of our residents are just a bit naughty. One gentleman was recently advised by his GP that he needs to keep his leg elevated as much as possible, even if it becomes uncomfortable. When our care team reminded him of this, he was telling them he’d never had that advice and that they must have got it wrong. Eventually
one of the team showed him the GP’s advice, by clicking the GP Connect tab on his record, which she was able to show him on her tablet. Before this, on occasion we’ve had to contact a GP just to prove a point to a resident about what the medical advice is – which isn’t the best use of anyone’s time. Being able to access the official advice in an instant adds weight to our discussions and advice when it comes to helping people to help themselves. I’m glad to say the gentleman’s condition improved once he conceded and followed the advice.
And sometimes it’s not just our residents we are helping. People in our care, their families and our staff often have questions for GPs when they come and visit their patients. On occasion they will be unable to answer, explaining that they don’t have access to the person’s medical record and will have to get back to us. It’s often been a pleasant surprise to them, and our residents and families, when our team can say “we have” and get those issues ironed out there and then.
I know my team here at Wren Hall simply wouldn’t be without GP Connect now. And if we asked the three GP practices we work with locally, I’m pretty sure they’d agree that fewer phone calls ‘just to check something’ can only be a good thing.
Anita Astle
Creative Caring
As always, carers have been demonstrating their creativity through fun and innovative events for their residents
Piece of cake
TLC Care joined forces with not-forprofit organisation Cake4Kindness, bringing together all nine of its homes to bake, decorate and deliver cakes to those in need. Camberley Manor in Surrey, for example, contributed 188 cakes to Woking Food Bank, while Carlton Court in Barnet, North London sent 72 cakes to Barnet Hospital.
Retail therapy
Luton-based boutique Up-Style is setting up shop every other month in the gardens of care home Little Bramingham Farm, giving residents the opportunity to browse a selection of fashionable clothes and accessories. Little Bramingham Farm’s activities coordinator Karen Charity said: “Being able to visit such a unique shop, literally in their back garden, have a mooch at all the different things for sale, chat about different outfits and ask advice on colours and styles, was a terrific way to spend an afternoon.”
International relations
Students from Bournemouth University International College visited Colten Care’s Avon Cliff in Bournemouth to discuss how festive traditions in the UK compare to countries such as Spain, Egypt and Ukraine. The visit was a return meeting after the college hosted a party for Avon Cliff residents for a
multicultural celebration on campus in May. The visit concluded with a quiz on worldwide Christmas traditions.
Gingerbread house
Ashlea Lodge Care Home in Sunderland claimed victory in Orchard Care Homes’ gingerbread house baking contest. The team impressed the judges with its “intricate design and jaw-dropping attention to detail”, beating 22 other homes across the North of England and the Midlands.
HICA’s got talent
Social care provider HICA Group brought together residents and staff from care homes and services across Yorkshire and North Lincolnshire to take part in a spectacular talent show. Isaac Robinson Court in Hull embraced a summer theme, complete with props, to perform a medley of Summer Holiday and Summer Lovin’.
On track
Residents at Athena Care Homes’ Alex Wood House in Cambridge paid a
visit to Bressingham Steam Museum and Gardens as part of the group’s 10th anniversary ‘Making Moments’ initiative. After taking a look at steam trains and classic cars, the group had fun browsing through the Christmas decorations for sale at the museum’s garden centre.
Shopping spree
The team at Kingsmead Care Home in Swindon, part of the Healthcare Homes Group, asked the local community for clothing donations to allow a resident with a passion for shopping to enjoy a retail experience without leaving the home. An overwhelming number of donations resulted in the creation of the Kingsmead Shop, providing all residents with an opportunity to feel good and enjoy trying on new outfits. Smaller racks were wheeled into residents' rooms.
Elf service
Residents at The Lawn, the Alton, Hampshire-based residential care
home run by charity Friends of the Elderly, spent a day with some cheeky elves to celebrate National Elf Day. Activities included Naughty Elf’s Christmas Exercise Class, and residents became elves themselves with photos of their faces stuck to elf bodies. The day concluded with mince pies and a showing of the film Elf.
Animal magic
Norwich-based Saxlingham Hall has ‘adopted’ five animals from Hillside Animal Sanctuary in West Runton, after a recent visit during which residents interacted with a pig, a goat, a donkey, an alpaca and a horse. Residents at the home, part of the Healthcare Homes Group, are eager to watch their new animal friends thrive and will be visiting the sanctuary as often as they can to see how they all are.
Nothing like a dame
Residents of a Dorset dementia care home were treated to an exclusive singalong with visiting panto performer Dame Daisy. Colten Care’s Fernhill in Longham near Bournemouth was the venue for the interactive show with relatives and staff enjoying the fun too. It marked the opening of the home’s Christmas season which also featured festive visits by Brownies and Girl Guides.
Fair’s fair
MHA Sandygate in Rotherham welcomed the community to a Christmas fayre and managed to raise £650. Staff members dressed up in Christmas outfits and the home arranged for live entertainment to sing
Christmas songs. The money raised will go towards the home’s amenities fund, from which activities and trips will be arranged for residents.
Little rainbows
Cromwell Care’s The Mayfield Care Home in Whitby, North Yorkshire hosts monthly visits from children at Little Rainbows Nursery where residents are encouraged to chat and play with their young visitors. Tobyn Dickinson, Cromwell Care̓s chief executive, said: “I think the most important benefit of encouraging these intergenerational activities is the involvement with the local area, and the sense of belonging this brings with it.”
Musical memories
Ernest Picton of Brookwater House Care Home in Palmers Green, North London, lives with dementia and had not played the violin for about four years. When he was recently gifted a beautiful instrument by home manager Daniela Danciulescu he began playing and impressed everyone with his smooth notes. David Moore, head of dementia at Hamberley Care Homes, which runs Brookwater, said: “We strongly believe in the importance of using music as a way of connecting with residents living with dementia.”
Having a ball
Ballroom dancing fans at art decothemed Bourne View in Poole, Dorset were treated to a close-up view of brother-and-sister dancers Oliver and Eva Beardmore in action. The pair delighted their audience by performing four dances: a waltz, Viennese waltz, cha cha and jive. The event was part of the countdown to the launch of a Strictlystyle competition run by Poole’s Forest Holme Hospice.
Walk the walk
Residents from MHA Handsworth in Bowden, Greater Manchester, joined members of the community and pupils and staff from Altrincham Preparatory on a sponsored festive walk around the town. The gang of walkers walked just a mile and raised at least £120, which will go into the home’s amenities fund.
Operation mincemeat
At New Copford Place, the Colchesterbased residential care home run by charity Friends of the Elderly, residents started the Yuletide season by getting festive with a Mince Pie Bake-A-Thon competition. Two residents’ teams competed against the kitchen team to create a batch of mince pies, with the kitchen team judged to be winners in a blind taste test.
The new avengers care |
William Walter, managing director of Bridgehead Communications, interviews Sarj Radia, chief executive of CarePoint365 and founder of the CareTech Avengers, an initiative aimed at addressing social care’s challenges through collaboration and embracing technological innovation
For Sarj Radia, the CareTech Avengers isn’t just another project, it’s a personal undertaking rooted in over a decade of experience of technology within the care sector. “Once you get involved in social care, you’re not going anywhere else,” he says. “It gives everyone a purpose.”
The challenges in social care are numerous and well known, with chronic underfunding and vacancies only exacerbated by the autumn Budget’s changes to pay and National Insurance. Yet despite this, Radia remains optimistic. He describes the sector as one of the most resilient he has encountered. “It’s filled with empathetic people who band together to tackle problems. Everyone is doing their best within the constraints we have.”
The CareTech Avengers was born out of this collective spirit. The idea was simple yet powerful – bring together the best minds in care and technology to help providers navigate their challenges and unlock the sector’s potential.
“We’re not a corporate initiative,” Radia emphasises. “This isn’t about making money, it’s about support by running workshops, thought leadership events, and creating a platform for collaboration.”
“The idea was simple yet powerful – bring together the best minds in care and technology to help providers navigate their challenges and unlock the sector’s potential.”
The challenges facing providers
One of the recurring themes in Radia’s discussions with care providers is the aspiration to use data effectively. “Everyone wants to leverage data to improve efficiencies and care delivery,” he says. However, achieving this goal often proves challenging due to systemic blockers in the way software is designed and implemented.
Radia highlights a common issue: “When care providers adopt SaaS [software as a service] platforms, they often find that the software only meets about 60-70% of their needs. Even in the best-case scenario, it might cover up to 90%, but rarely more than that. This gap leaves providers struggling to adapt their workflows or integrate disparate systems.”
These challenges are compounded by a lack of time and resources. “Care providers are time-poor and often don’t have the bandwidth to thoroughly vet or customise technology solutions,” Radia notes. This can lead to poor adoption rates and fragmented data, which ultimately undermines the potential benefits of technology.
Unlocking data
Despite these challenges, Radia remains hopeful about the transformative potential of data in social care. He envisions a future where rich, actionable data improves every aspect of care delivery, from workforce management to compliance.
“At a basic level, data can help with staffing,” he explains. “Knowing your staff’s skill sets and locations allows you to match them to the right care settings. Accurate scheduling reduces anxiety for employees, while better matching improves care quality for service users.”
Radia also highlights the potential for data to reduce staff turnover.
“When staff feel supported and stable, they’re more likely to stay. This stability feeds back into better compliance and higher-quality care, creating a virtuous cycle.”
However, Radia cautions against over-reliance on dashboards and reports. “Clinical staff don’t want to sift through bar charts or complex dashboards. The goal should be to deliver insights directly to the people who need them, using AI and automation to flag critical information.”
William Walter
Sarj Radia
“Knowing your staff’s skill sets and locations allows you to match them to the right care settings.”
The role of artificial intelligence
As the conversation shifts to artificial intelligence, Radia acknowledges its immense potential but also stresses the need for caution. “AI isn’t a silver bullet. It needs guardrails and should be deployed thoughtfully,” he says.
One promising area is visual AI, which is already being used in applications like fall detection and behaviour monitoring. “These tools can provide critical insights for carers and nurses without being intrusive,” Radia explains. “For example, AI can identify antecedents to behavioral incidents or help prevent falls by analysing environmental factors.”
However, Radia believes the sector must first focus on getting the basics right before fully embracing AI. “We need to ensure our IT systems are
robust and that we’re comfortable with the technology before rolling it out in live environments. The applications are endless, but we need to approach them with respect and caution.”
Sustaining momentum
The pandemic acted as a catalyst for tech adoption in social care, but Radia warns that sustaining this momentum will require ongoing investment and collaboration. “Early adopters will always lead the way, but for widespread adoption, the sector needs more funding and support,” he says.
Radia also sees a need for cultural change within care organisations. “We need project managers who can treat care businesses like digital transformation projects. This shift will help providers adopt technology more effectively.”
At its core, CareTech Avengers is about fostering collaboration across the sector. “We’re not a club of cool kids,” Radia jokes. “Everyone is invited – care providers, tech developers, policymakers, and anyone with an interest in improving social care.”
A call for government support
As we wrap up, Radia reflects on the role of government in accelerating tech adoption in social care. “Grant funding
has been a great catalyst – don’t turn that tap off,” he urges. “But we also need to attract younger talent to the sector. Without fresh minds, we risk losing innovation and the perspective of the next generation.”
Radia believes that with the right resources and collaboration, social care can lead the conversation on tech adoption. “There’s so much untapped potential in this sector. If we get the right people in the room, we can crowdsource solutions, pilot new ideas, and create real change.”
The CareTech Avengers is still in its early days, but the vision is clear – to create a platform where the best minds in care and technology can come together to solve the sector’s biggest challenges. “This isn’t about finding a single solution,” Radia concludes. “It’s about trying, collaborating, and making progress one step at a time.”
With its mission to unite and empower the sector, this initiative has the potential to foster solutions that enhance efficiency, data use and workforce stability. With continued investment and fresh perspectives, it promises to champion meaningful change for a sector that for too long, particularly in Westminster, has gone ignored and unheard.
Embrace later life workers
Utilise the skills and experience of the older generation says Rob Martin, managing director, care services at Anchor, a not-for-profit provider of care and housing for people in later life
As the UK faces a rapidly ageing population, with one in four of us expected to be over the age of 65 by 2050, we are presented with an opportunity that we shouldn’t overlook – the incredible potential of people in later life who want to remain in, or re-enter, the workforce. Older workers bring invaluable life experience, skills and knowledge to any workplace, and I know from my experience at Anchor, that the care sector is no exception.
A recent report ‘The Platinum Pound: Boosting employment among older workers’ by cross-party think tank Demos, supported by Anchor, revealed that the drop in employment of people in later life is having a detrimental impact on the UK’s economy. The statistics speak for themselves; the UK economy could unlock £6.6 billion a year by returning to pre-pandemic later life workforce levels. What’s more, 800,000 people in later life are eager to re-enter the workforce, yet the number of later life workers has fallen by 182,000 since 2019. This undeniable disconnect highlights the barriers that continue to exclude or discourage later life workers from our workforce.
The message is simple – ensuring people at all ages are supported in the workforce unlocks greater potential. Providing opportunities for people who wish to continue in, or restart, their career only serves to enhance the nation’s workplaces, bringing valuable knowledge and skills gained through years of experience and enriching the work environment for all colleagues. However, if later life workers are to thrive and succeed in the social care sector, then it is on us and our organisations to remove any barriers, challenges and stigma, and ensure our workplaces are truly age-inclusive.
In fact, the care sector is uniquely suited to people working in later life. Many bring valuable life experience that translates directly to the skills required for delivering high-quality
care. Whether it’s having children or caring for their parents, it’s likely that someone in later life will come up against situations that they may have already managed in another capacity, either from past work or personal experience. While all carers bring their own strengths, carers can build special rapport with residents who find comfort in having shared experiences with those who care for them. It’s these relationships that teach us empathy and patience – skills crucial for supporting some of the most vulnerable members of our community.
At Anchor, I have witnessed firsthand the contributions older workers bring to our organisation. This is why we are proud to be among the first to sign the Age-friendly Employer Pledge, a nationwide programme led by the Centre for Ageing Better. As part of this commitment, we continue to launch more learning and professional development opportunities, improve our recruitment processes, and embed equality, diversity and inclusion across the organisation. It’s about being responsible for making age diversity, and inclusion more broadly, an everyday reality.
With age comes more experience and knowledge, and these are major benefits to any organisation wanting to maximise their quality of care. Indeed, adopting an age-inclusive approach enables knowledge sharing across multigenerational teams – something that cannot exclusively be taught.
For older workers, entering or staying in the care sector provides more than just a job. It’s an opportunity to find meaning in purpose-driven roles that make a real difference to others’ lives. The sector’s flexibility, whether through part-time hours or adaptable schedules, also makes it attractive to those balancing other life commitments.
We strive to ensure our workforce reflects the communities in which we work to achieve a welcoming
and empathetic environment. We are proud to have a range of active resident and colleague groups and networks for those who are interested in diversity and inclusion, as well as for those underrepresented groups and individuals in our organisation. These networks not only offer a space for people to come together and speak, but also work closely with the wider team to address concerns, review policy and practice, and act as allies to others.
While the pledge and practices represent an extension of our commitment to creating an age-friendly workplace, we understand that there is always more to be done.
We must offer flexibility, mentorship, and inclusion programmes, as well as leverage age diversity, share experiences and fully embrace the power of having multigenerational teams.
Fundamentally, it̓s not age that matters, but the willingness to learn and deliver an excellent level of care.
Against a background of skill and labour shortages, I firmly believe it’s time to make workplaces more age friendly, not only to futureproof our economy but to unlock the true and invaluable potential of our ageing population.
Rob Martin
Managers guide to… business skills
Paul Ferguson, care operations director at Lifetime, a provider of professional development programmes for the adult care sector, shares 10 of the top business skills to support care home managers to lead teams more effectively, ensure regulatory compliance, and provide high-quality care for residents
1. Strategic planning is crucial for the long-term success of any care organisation. It involves setting a clear vision for the future and defining specific objectives to achieve that vision. This process helps care managers to anticipate and adapt to changes in the healthcare environment, ensuring that their services remain relevant and effective. By aligning strategic goals with operational activities, care managers can drive growth, improve care quality, and meet the evolving needs of patients and stakeholders.
2. Effective budgeting and cost control are essential for maintaining financial health while delivering high-quality care. This involves creating accurate financial plans that reflect the organisation’s strategic goals and regularly monitoring budget performance to identify areas where adjustments are needed. By forecasting revenue and expenses, care managers can anticipate financial challenges and opportunities, ensuring that resources are used efficiently and sustainably.
3. Balancing profitability with sustainability is key to the long-term viability of a care organisation. This means not only generating revenue but also ensuring that resources are used efficiently to support ongoing operations. Care managers must focus on optimising resource use, cutting unnecessary costs, and securing new funding opportunities to maintain financial health. This approach ensures that the organisation can continue to provide high-quality care in the long term.
4. Securing additional funding through fundraising and grants is vital for enhancing services, improving facilities, and introducing new programmes. Care managers should identify and pursue
various funding sources, including government grants, charitable donations and corporate sponsorships. Effective fundraising involves presenting the organisation’s needs clearly and demonstrating its long-term impact and value. This additional funding can help support the organisation’s mission and improve the quality of care provided.
5. Attracting, retaining and developing talented staff is crucial for delivering high-quality care. Care managers should implement comprehensive recruitment strategies to attract qualified candidates and provide thorough onboarding processes to integrate new employees smoothly. Ongoing training and development programmes are essential for increasing staff skills and knowledge, while career development opportunities help retain motivated and skilled employees. Effective human resource management ensures a productive and satisfied workforce.
6. Staying informed about regulatory changes and implementing robust internal controls are fundamental to maintaining compliance. This includes adhering to financial reporting standards, tax laws and healthcarespecific regulations. Effective compliance involves preventing issues like fraud, waste and abuse through proper financial oversight and transparent practices. Care managers must meet standards set by regulatory bodies such as the Care Quality Commission to ensure highquality and safe care. Regular reviews and continuous improvements help protect the organisation from legal liabilities and enhance its reputation.
7. Protecting sensitive personal data is more critical than ever, especially in the care sector. Care managers must maintain compliance with the General Data Protection Regulation
to safeguard patient information. This involves implementing strong data protection policies and practices to prevent unauthorised access or misuse of data. By prioritising data security, care organisations can protect both their patients and their reputation.
8. Building a strong reputation through effective marketing and public relations is fundamental for attracting patients and retaining staff. Care managers should engage with various stakeholders, including government bodies, investors, healthcare providers, and families, to build positive relationships and advocate for their organisation’s needs. A strong digital presence is also crucial as it enhances visibility and accessibility, helping to build trust and credibility in the community.
9. Identifying and assessing potential financial and operational risks is a key component of effective management. Care managers should develop strategies to mitigate these risks, such as building financial reserves, diversifying revenue streams, and regularly reviewing financial and regulatory changes. By proactively managing risks, care organisations can ensure their financial health and stability, even in the face of unexpected challenges.
10. Preparing for disruptions through comprehensive business continuity planning is needed for maintaining operations during crises. Care managers should prioritise the safety and wellbeing of patients and staff, ensure supply chain resilience, and protect data security. This involves developing emergency preparedness plans, maintaining essential supplies, and enabling remote work capabilities where possible. A strong business continuity plan helps minimise disruptions and ensures the ongoing provision of high-quality care.
Six ways to thrive
Dr Bethany Morgan Brett and Amy Simpkins highlight themes that enrich the lives of older people living in care homes
At My Home Life England, we have conducted one of the largest qualitative research studies on older people’s experiences of living in residential care. We spoke to 125 people (older people, care team members and families) in 16 care homes across Great Britain. The homes varied in terms of their size, type, location and inspection rating. We captured the voices of a diverse range of older people, who had been living in a care home for an average of two years, with an average age of 85.
Our resulting research ‘Thriving in Residential Care’ shines a light on how, when conditions are right, care homes can support older people to really thrive. It revealed six key themes:
Thrive relationally
When asked what the benefit of living in a care home was, 74-year-old Brian replied: “Well, being here by having company. The one thing I like is company.” Brian’s response was echoed by many older people, who told us that they had previously felt isolated when living on their own, and that now being around others was a lifeline. Many had formed friendships with other people and relationships with their care team.
Moving to residential care also helped restore family relationships that were previously under strain. Now that their relative had moved to a care home, the families we spoke to generally felt reassured, welcomed and able to stay actively involved in their relative’s life. As
“They not only care for my mum, and they care for my mum very well, but we’re included in that. It’s given me my mum back for how long or short time I’ve got with her.”
Christine told us: “They not only care for my mum, and they care for my mum very well, but we’re included in that. It’s given me my mum back for how long or short time I’ve got with her.”
Thrive actively
Meaningful activity in a care home is vital. As 93-year-old Wally said: “Instead of being miserable at home and nothing to do... plenty of things to do here... occupy my mind.”
Similarly, when living at home, some older people found they could no longer do the things they previously enjoyed. But once living in a care home with the right support, people could adapt their interests to their capabilities. This included Irene, aged 82, who had a long career with a fabric company, which was critical to her identity. Now living in a care home, she was knitting scarves for the staff. She also found renewed purpose through laying tables and attending to others at mealtimes.
We observed that well-conceived, person-centred activities and community connections were important for older peoples’ self-expression, confidence and autonomy, and also provided opportunities to ‘give back’. This helps older people feel valued and respected.
Thrive inclusively
Inclusivity involves making someone feel welcome, safe, valued and respected, regardless of characteristic or background. We saw wonderful examples of support across the homes we visited, enabling older people to connect with their identity through embracing faith or culture, or through validating the experience of those living with dementia.
Our study also included care homes offering specialist provision for specific cultures and faiths, with culturally appropriate activities and foods, language support for those of whom English was not their first language, and multi-faith chapels.
We also recognised the importance
of care homes fostering an inclusive environment in which older people could express their sexual identity. We heard very powerful stories, including that from care manager Jay, who recounted how his care home’s open and inclusive environment supported a gentleman to express his sexuality: “We have made an environment where somebody feels so safe that at age 82… he’s been able to come out [as gay]. At age 82! A secret that you’ve kept for all those years. I thought my job is done… if this environment is safe enough that somebody feels that they can do that, this environment is correct.”
Amy Simpkins
Dr Bethany Morgan Brett
Thrive securely
Older people, families and care teams all expressed that feeling safe and secure was one of the greatest benefits to living in residential care. Care homes offered older people reassurance, and also alleviated the strain and worry for families. 92-year-old Delith told us she had previously felt anxious living at home alone. But now: “When I go to bed at night, I don’t have to worry about whether anybody breaks in. If there’s any fire or anything, I feel safe at night.”
Before moving into residential care, other older people had experienced poor housing, insecurity and even violence. 75-year-old Pauline said that, previously, her life was “horrible”. She was living with her daughter and her son-in-law who “was a drinker”. She told us: “I didn’t like him. He used to throw bottles, so I was glad that I come out of there and that I’m in [my care home] now. Everything’s got better for me.”
Thrive with dignity
Care home manager Lynette recognised a “degree of self-neglect” in some of the older people who had previously lived alone. Many had been struggling with personal care and continence, but now
had support with things like bathing and using the lavatory. Having an en suite bathroom was very important to some, including 84-year-old Rainee who said that getting to the bathroom by herself supported her independence.
Older people told us about the importance of having support with tasks which were becoming increasingly difficult to do themselves, including household chores. They really valued that these things were now taken care of. Others emphasised the importance of physical appearance to their self-esteem, and the benefit of having easy access to services such as a hairdresser.
Thrive healthily
Our study revealed an important benefit of residential care was that older people could be supported to maintain or even improve their health. Care homes were shown to provide proactive and preemptive medical care and also had easier access to other health professionals than if living in the community.
Care team member Caitlin spoke of a lady who arrived with a “grade five pressure sore”, who “wasn’t eating or drinking – they expected her to be gone within weeks”. With the right support, she is now eating well and the pressure
sore is healed; “She’s amazing, she’s thriving, she’s not going anywhere.”
Older people also valued having regular and good-quality meals and drinks. This included 98-year-old Suzanne, who shared that: “When I was at home… I lived for a fortnight on brown bread, Marmite and oranges… I was lacking good food.”
Finally, we were reminded that wellbeing should extend right through all chapters of life, and heard moving examples of care homes ensuring older people could live their best lives, even at the end of life.
Transformative
Our research has revealed how highquality, proactive, relationship-centred care, inclusion in a social environment with meaningful activities, nutritious meals and a strong sense of safety and security has, in some cases, been truly transformative for many older people living in care homes and supported them to really thrive. It demonstrates that, while care homes may not be right for everyone, they can be everything for some.
The research was funded by Hallmark Foundation and independently engaged a range of care homes and care home providers.
A positive step
Wellbeing enablers aren’t support staff, they should be part of the core team in all care homes, says Sunita Poddar, chief executive of care home company Oakminster Healthcare
Last month, Care England announced the appointment of its first-ever wellbeing ambassador. Bailey Greetham-Clark takes on the role following a track record of success helping care home residents with their fitness, founding Be Great Fitness when he was just 17 years old during the pandemic.
Greetham-Clark has created a programme that tailors workouts to individual’s needs with the goal of boosting the mental state of residents. By selecting a young champion like him, Care England not only acknowledges the vital role of wellbeing in care settings, but also aims to inspire a new generation of professionals to explore careers in social care.
The move can only be seen as a positive step for the care sector, highlighting the growing recognition of wellbeing in care settings, but also bringing a fresh perspective to the forefront of the sector.
Traditionally, when talking about roles within a care home, more often than not, people tend to consider a career as a nurse or a carer. However, the increasing importance of wellbeing enablers –those dedicated to fostering physical, mental and emotional health – cannot be overstated. These roles are crucial in providing care that is not only essential but greatly improves the lives of those who live within a care home setting.
I have witnessed first-hand the transformative power of integrating physical health into the daily lives of care home residents. Exercise is not merely a physical activity; it serves as a powerful tool for mental clarity, emotional resilience and social connection. By creating a culture where fitness is valued and promoted, we enable residents to reclaim agency over their lives, inspiring them to engage more fully with the world around them.
The focus on wellbeing creates a holistic experience for each resident. This includes the mental and emotional support we provide through community engagement, fostering connections with local schools, nurseries, businesses and charities. These relationships and activities enrich the lives of residents while also creating a vibrant, supportive environment where individuals can thrive. By prioritising social interactions and stimulating activities, we can significantly enhance the quality of life for those in our care.
This focus on wellbeing is at the heart of our mission at Oakminster Healthcare. We believe that the future of care lies in recognising and elevating the roles that support holistic wellbeing. GreethamClark’s new role represents a significant step toward a more comprehensive approach to care. It underscores the necessity of collaboration across the
Bailey Greetham-Clark says…
sector to foster an environment where both physical and mental health are prioritised.
It is our responsibility within the care sector to provide a home where individuals can feel empowered to lead a fulfilling life, where physical and mental wellbeing is at the core of the care provided. At Oakminster Healthcare, we’re committed to driving the conversation around wellbeing, advocating for innovative practices that uplift and inspire both residents and caregivers alike. Together, we can create a future where the care sector is synonymous with holistic wellbeing, transforming lives one connection at a time.
“Wellbeing isn’t just a nice addition to care – it’s essential. Exercise and meaningful social connections empower residents, boosting their physical, mental and emotional health in ways that transform their daily lives. I’ve seen first-hand how incorporating tailored fitness programmes into care settings can reignite a sense of purpose and joy in residents, helping them build resilience and strengthen their connections with others.
“It’s incredibly encouraging to see the care sector embracing a more holistic approach, where physical and mental wellbeing are treated as core pillars of care. Through my role as Care England’s wellbeing ambassador, I’m committed to championing these practices and inspiring others to view wellbeing as a foundation for quality care, not an optional extra. Together, we can create environments where residents not only live but truly thrive.”
Sunita Poddar
Bailey Greetham-Clark with service users at Tanglewood Care Homes
Dining with dignity
Simply Food Solutions hosted an event that focused on the importance of patient and resident gratification in dysphagic dining
As hospitals and care homes continue to face staff shortages and skill challenges in kitchens, Simply Food Solutions, a specialist in healthcare dining, highlighted the importance of resident and patient gratification in an event showcasing its textured modified range.
The current rate of prevalence of dysphagia affects between 50 to 75% of nursing home residents and 10% of acutely hospitalised older people, who ultimately require a texture-modified diet according to the IDDSI guidelines. However, achieving the perfect balance between safety and palatability in every meal can be time-consuming, wasteful and costly.
Held at Bidfood’s Slough head office on 4 December, The Simply Food Solutions event, ‘Rediscovering the Love of Food’, focused on its Simply Puree range of more than 120 IDDSI-compliant products at levels 3, 4, 5 and 6. It also
highlighted their convenience for chefs and caterers, who only need to heat and serve the ready-made meals in an oven or microwave, making them ideal for busy kitchens and out-of-hours service.
Showcasing its lunch, dinner, dessert and snacking dishes, the day included tasting sessions, as well as talks from food wholesaler Bidfood, which stocks Simply Food Solution products.
Simply Food Solutions also has vegetarian, Kosher and allergen-free dishes within its Simply Puree range, ensuring they meet the dietary needs of as many people as possible with dysphagia, while giving total reassurance that their food is safe to eat.
Yaqoob Ishaq, managing director at Simply Food Solutions said: “It’s our mission at Simply Food Solutions to keep the patients and residents who are eating our food happy, by providing the highest taste satisfaction possible. This also extends to healthcare chefs and
caterers, as we aim to provide them with a quick and easy meal solution that’s safe to eat without the hassle of strenuous kitchen prep.
“All of our food is crafted with care, but our Simply Puree range in particular demonstrates the impact food can have on the recovery, wellbeing and outlook of someone suffering from dysphagia.
“Over the past 20 years we’ve seen a shift in people’s palates, seeking cuisines from around the world, as well as those from different cultural backgrounds longing for a taste of home. That’s why it’s so important for us not only to c reate dishes that adhere to various dietary needs and requirements, but dishes that also put a smile on their face, making them fall in love with food all over again.
“I’m delighted that this event has highlighted the need for satisfaction in every meal and it’s been a pleasure working with Bidfood since 2019.
Yaqoob Ishaq, managing director at Simply Food Solutions presenting at the ‘Rediscovering the Love of Food’ event.
Become a social care leader
Jayne McCabe, national leadership and management lead at Skills for Care, discusses the importance of developing leaders and the latest courses available for supporting senior social care staff
Leadership within social care is pivotal to ensuring that the highest standards of quality are both met and maintained across the sector. In a constantly changing environment, leaders must be equipped to inspire teams, drive innovation, and manage complex issues.
Our latest data emphasises the growing demand for skilled leadership. 31% of our most experienced leaders are set to retire in the next 15 years while conversely, England’s ageing population is projected to increase from 10.5 million to 14.5 million by 2040. To meet this rising demand, the sector may require up to 540,000 new care roles, a 29% increase over the next 15 years. This means the need for capable, welldeveloped and experienced social care leaders is likely to grow to new heights as we look to service the increased demand for care services.
Throughout January and February, Skills for Care is running its ‘Learning and development matters’ campaign, focused on supporting you to build and retain a confident and capable workforce. As part of this initiative, we’re highlighting the importance of training and developing social care’s future leaders to meet the sector’s growing challenges.
Skills for Care is launching two new programmes aimed specifically at
“As part of this initiative, we’re highlighting the importance of training and developing social care’s future leaders to meet the sector’s growing challenges”
aspiring directors of social care:
• Becoming a director of adult social services programme.
• Becoming a director in social care programme.
These bespoke programmes have been developed in partnership with the National Development Team for Inclusion and provide a vital platform for aspiring directors to build the leadership capabilities required to elevate standards across their organisations and the sector as a whole.
The ‘Becoming a director of adult social services programme’ is designed for those working in statutory social care settings, while the ‘Becoming a director in social care programme’ is tailored for individuals working in all social care organisations. Both programmes are intended to equip participants with the key skills, peer networks, and confidence they need to navigate the complexities of their new role.
These programmes offer leaders the tools and insights to transform their leadership journey. Delivered by industry experts with real-world experience, the content is personalised to meet the specific needs of future
DASSs and social care directors right across the sector.
Each course aims to:
Transform your leadership – Gain access to proven strategies, tools and insights from accomplished directors of social care and nationally respected leaders.
Grow your confidence and competence – Build the expertise you need to inspire teams and drive organisational change.
Develop essential networks –Collaborate with a close, dedicated cohort of like-minded leaders. By investing in leadership development, you can ensure that the social care sector remains well-equipped to meet the challenges of the future while maintaining the highest standards of care. These programmes are a crucial step towards building the resilient, capable leadership our sector is likely to need across the coming months.
Visit the Skills for Care website to find out more about these courses, discover more about our ‘Learning and development matters’ campaign or access a range of free learning and development resources.
10 questions with…
Donna Lyons, registered manager of Saltshouse Haven Care Home in Hull
Now in her late sixties, Donna has had a long and varied career in health and social care. Today, she heads up the 150-bed Saltshouse Haven Care Home in Hull, part of the We Care Group.
She snuck out of retirement to help turn the home around and still loves every day she spends with her residents and team almost 10 years later. She’s known for rolling up her sleeves and being quite silly on the care home floor, but she’s an excellent leader with experience nursing, midwifery and senior leadership.
Why did you join the social care sector?
Throughout my life I’ve always been involved in looking after people. As a young girl I worked with St John’s Ambulance Service; an ethos of taking care of people had always been instilled in me. For a long time I thought I was going to be a nurse or a teacher, my mum said: “You’ll never make a nurse, you’d be much better off as a teacher because you’re bossy!” I became a nurse.
What do you enjoy most about your job?
Spending time with residents is always a joy. When we see people’s health improve because they’re being provided with loving care, that’s really special. It’s also quite something when we see people who come in with social needs who blossom and build friendships – they
might have been living by themselves for a long time. It means so much to all of us when we see people come back to themselves. It shows just how important activities, company, and a caring environment are to someone’s wellbeing.
Who is your social care hero and why? When I first started out and applied for a managerial role, there was an ops director who was very down to earth and no nonsense – a bit like me I suppose. She took me under her wing, helped a lot, and made sure I knew that I could do it. She was a wonderful mentor and taught me so much about the profession in a safe space. She’s continued to inspire me years later and I’ve never forgotten that support.
What’s the one thing you would change about social care?
Things have changed a lot over the past decade. As a manager I spend so much time sitting at a computer, but as a nurse I never thought my career would be like this. I wish there was less admin and more quality time spent with residents so I could have a good cup of tea and chat with the people I care for so much.
What, in your opinion, makes a great care worker?
You need to be empathetic with every single person you encounter, and be bubbly and positive too. We go through a lot of emotional hardship in this profession. Lots of people die, so if you can’t pull the positives out of the love and care you’ve provided you’re going to struggle. We take great pride in knowing we did as much as we could and that really helps.
What do you do when life all gets a bit much?
I have got the most lovely labradoodle you’ve ever met. I like to go out walking with him, or I chill with him, or he comes on bike rides with me and my husband. Frank is five-years old, massive and shaggy, but he still thinks he’s two! He either runs alongside with us or if
we’re going a bit further he goes on the back in a carrier. Other than that, it’s spending time walking, gardening or going away to the seaside in our caravan. All lovely things.
Which three famous people would you have to dinner and why?
It’s got to be Florence Nightingale, for being a forerunner in nursing and inspiring so many of us. Michelle Obama, for not living in the shadow of the president and championing women’s rights. And Agatha Christie, as I’d love to know what happened over the 11 days she was missing, plus I love her books.
What three items would you bring with you to a desert island?
I’d have to leave the husband behind to make sure Frank had a spot on the island with me. So Frank’s number one. You can take the girl out of Yorkshire… Tea bags are a must! And it’d have to be my Kindle for reading, and I just hope that I get rescued before it runs out of battery.
What’s your secret talent?
I can tap dance, which might not be so secret with our residents. I can still do a good shuffle ball change and a bit of jazz hands. I always love to have a dance with our residents. I had lessons when I was younger but I always have a go when we’ve karaoke going on.
What advice would you give your younger self?
Worry less and have more confidence in yourself. When you first get started in nursing you can be quite naive and obviously a bit untutored in your skills, which makes you think you’re not good enough. But we’ve all got to learn. I think this is especially important for women and girls as we often lack confidence. I was lucky to work with strong women who showed me the way and taught me to learn from every single mistake – that’s how we hone our skills. Every mistake I made put me in good stead for being a leader, I just wish I’d have known that at the time.
Donna Lyons
Employee of the month
We talk to Katie Smith, chef at Aria Care’s Magna Care Centre, Bournemouth, Dorset, who recently won ‘Chef of the year’ at the National Care Awards
Tell us about your background in care
At the age of 14, I was fortunate to be given a post as a kitchen assistant, after school, in a local care home.
It was here that my interest developed in catering and hospitality within the care sector. I was in awe of how the head chef created delicious meals for the residents, and the joy that this brought to the residents. This ignited my passion for cooking and further the desire to work within the care sector.
I undertook an apprenticeship in hospitality and catering in the care sector. This gave me greater insight and understanding of how important nutrition and hydration is in the elderly care sector. I knew then that I wanted to make it my mission to improve the nutritional experience of those residing in care homes. I have now been catering within the care sector for over 20 years. It is a career that I feel so passionate about and find so rewarding. I have met some truly inspiring and incredible people along the way and for this I feel truly blessed.
What's special about working in care
For me it’s about making the individual feel special, and building meaningful relationships, and I have the great pleasure of doing this through food. I take the
time to get to know everyone, not just their likes and dislikes. I enjoy listening to their stories, relating to special moments in their past. These moments often stir up emotions and I feel privileged to be able to support the residents when they need it.
I run a ‘Cooking with Kate’ club where the residents re-create cherished recipes from their pasts, compiling them into a cookbook that not only honours their culinary heritage but also provides a meaningful platform to share their stories. The residents that I cater for are not just people, they become my friends and my family. We share special events with each other and make precious memories.
How do you vary your menus to provide choice for residents?
I attend monthly resident meetings where the residents discuss with me what they enjoyed and may not have enjoyed from the menu. I chat with the residents oneto-one, gaining their ideas and recipes that I then incorporate into the weekly menu. It’s so lovely to see their smiling faces when they recognise their dish on the menu. As well as our rolling threeweek menu, the residents also have the option to choose from the ‘alternative menu’ which is offered alongside, every mealtime. The residents enjoy the choice this brings them. A night owl menu is also offered to the residents full of sweet and savoury snacks. Food and drinks are available 24/7.
What does your typical menu look like? My typical menu is varied, nutritious and exciting, using an array of fresh, local seasonal produce. My menu is adaptable to the needs of the residents on the day, allowing last minute changes of mind and even small tastes of everything available that day. There are hot, cold, meat, fish and vegetarian options, I also create options depending on residents’ cultural preferences. The dessert trolley is a wonderful sight of tantalisingly sweet and flavoursome delights, a sure hit with every resident. We offer a selection of hot and cold desserts.
How do you meet the nutritional and health needs of residents?
The dishes on the menu are based on the national nutritional guidelines. I balance each meal to ensure that the resident has the amount of nutrition they require to lead a healthy lifestyle. I adapt the dishes for those who need increased nutrition to encourage wound healing or weight gain.
I fortify dishes for those with small appetites, to ensure that they are still receiving the right amount of nutrition. I have weekly clinical meetings with the deputy manager to review those residents who are at risk of losing weight or being nutritionally compromised so that I’m aware of whose meals to adapt. Along with fortified meals, we offer fortified milkshakes and super smoothies throughout the day.
How do you cater for residents living with dementia?
I have specialised cutlery and crockery, that has been proven to enhance the dining experience of those living with dementia and promote a calm and peaceful mealtime experience for them, allowing them to enjoy their food in a way that suits them, and their individual preferences. I create dishes that are colourful and flavoursome, igniting all five senses which is important to those who are living with dementia. I plate up the meal in individual and identifiable portions, making it easier for those living with dementia to recognise what they are eating, and not feel overwhelmed by the experience. I also have the support of the care staff to assist residents’ with their meal if needed.
What is your most popular dish?
My most popular dish is ‘Brenda’s beef stew and dumplings’, this dish was from the family recipes of a resident, Brenda. It’s wholesome, delicious and gives a taste of nostalgia. It brings back treasured memories of mum’s cooking. The beef is cooked for three hours so it just melts in the mouth.
Katie Smith
National Care Awards 2024 winners
The 26th National Care Awards – the largest event recognising excellence in the UK care sector, was held at London Excel on 29 November.
This year 30 awards in total were presented to the winners by The One Show presenter Alex Jones. This year the main sponsor for the event was the international personal hygiene group Ontex. Here is a run down of all the winners.
Carer of the year
Care registered nurse of the year
Tilu Ngwira, Sanctuary Care’s Castlecroft Residential Care Home in Weoley Castle, Birmingham.
Michelle French, Stow Healthcare Group’s Cedars Place Care Home in Halstead, Essex (award sponsored by Care UK).
Care home manager of the year
Daisy Slavkova, Loveday & Co’s Loveday Kensington (award sponsored by We Care Group).
Dementia care manager of the year
Shona Bradbury, Care UK’s Appleby House in Epsom, Surrey (award sponsored by Aria Care).
Care operations/Area manager of the year Mirko Ridolfo, Majesticare.
Care activities coordinator/Facilitator of the year
Care housekeeper of the year
Care chef of the year
Emma Mayne, Mysa Care’s The Chestnuts in West Byfleet, Surrey (award sponsored by TLC Care).
Edwina Coleman, Wisteria Lodge in Waterlooville, Hampshire (award sponsored by P&G Professional).
Katie Smith, Aria Care’s Magna Care Centre in Canford Magna, Dorset (award sponsored by Bidfood).
Care newcomer of the year
Care home of the year
The dignity & respect care home of the year
Norman McGlashan, maintenance operative across Sanctuary Care’s Scottish homes (award sponsored by Neuven).
Sanctuary Care’s Bartley Green Lodge Residential Care Home in Birmingham (award sponsored by Ontex).
Barchester Healthcare’s Atfield House in Isleworth, West London.
The Sara Berrio care champion award Kate Buckle, engagement lead at B&M Care.
Care leadership of the year
Amie Merrett, registered manager of Appletree Support (award sponsored by Domus Recruitment).
Care team of the year
HC-One’s Sabrina community team at Meadow Bank Care Home, in Preston, Lancashire (award sponsored by Impact Futures).
Care home group (small)
Nightingale Hammerson (award sponsored by Moonrise 24),
Care home group (medium)
Hallmark Luxury Care Homes (award sponsored by Virgin Money).
Care home group (large)
Care UK (award sponsored by Ontex).
Care personality of the year
Deputy manager of the year
Training & development of the year
Southern Healthcare (Wessex) (award sponsored by Connect2Care).
James Tugendhat, chief executive of HC-One (award sponsored by Wightman & Parrish).
Sabrina Brown, Lifeways Group (award sponsored by Countrywide Healthcare).
Tech innovation of the year
PredicAire (award sponsored by Sanctuary Care).
Domiciliary carer of the year
Lynne-Marie Worgan, Neighbourhood Care.
Domiciliary care provider of the year BelleVie Care.
Specialist carer of the year
Specialist care provider of the year
Brainkind’s Jane Percy House in Cramlington, Northumberland.
Supplier of the year - services
Procurement for Care.
Marion Hanna, senior carer at Kinly Care’s Baylham Care Centre in Suffolk.
Supplier of the year - staffing Florence.
Supplier of the year - supplies - Blueleaf Care.
Supplier of the year - tech & learning - FaultFixers.
Lifetime achievement in care
Mike Parsons, chair of Dormy Care Communities (award sponsored by Radar Healthcare.
Looking to enhance your care team and upskill new starters?
The Level 2 Care Certificate, developed in partnership with Skills for Care and Health Education England, equips your staff with the essential skills to meet CQC regulations and improve service delivery.
