See inside one of the country’s most high-end new care homes, KYN Hurlingham, as home manager Jordan Pereira gives CT the grand tour
Care for tomorrow
Why Sensio’s falls-prevention tech is a game-changer for Dormy
Surveys & data
Small UK care groups ranking by social media presence
Case study
Berkley chief executive Laura Taylor’s day in the life of a care worker
Empower your people with our market-leading apprenticeship training. From Level 2 Adult Care Worker to Level 7 Senior Leader, Impact Futures helps you build a stronger, more skilled workforce.
Discover how apprenticeship training can help your business
Bridgehead Communications’ William Walter on upheaval at the care Quality Commission and Labour’s wobbly start
The UK cannot rely on the government to fix care sector, warns Care England’s chief executive Martin Green
Anita Goyal previews the fabulous Care Sector Fundraising Ball in London on 28 September
A ranking of the UK’s small care home groups by social media presence. Who will come out on top?
Chief executive officer
Alex Dampier
Chief operating officer
Sarah Hyman
Chief marketing officer
Julia Payne
Editor-in-chief
Sam Lewis
Features editor Charlotte Goddard
Subeditor Charles Wheeldon
Advertising & event sales director
Caroline Bowern 0797 4643292
caroline.bowern@nexusgroup.co.uk
Business development director
Mike Griffin
Business development executive Kirsty Parks
Event manager
Conor Diggin
Marketing content manager
Sophie Davies
Publisher Harry Hyman
Investor Publishing Ltd, 3rd Floor, 10 Rose and Crown Yard, King Street, London, SW1Y 6RE Tel: 020 7104 2000
Website: caring-times.co.uk
We are now around two months into the first Labour government in 14 years, and it’s been a bumpy ride so far.
Riots hit towns and cities in England and Northern Ireland, casting a dark shadow and uneasy atmosphere over the country – something for which I personally find it difficult to blame the newly-incumbent Sir Keir Starmer and his party.
Within health and social care, though, new minister Wes Streeting appears to have been having a tough time of it, caught between a rock and a hard place as the public simultaneously demand improvements to the NHS and care while decrying the threat of tax increases. How can the Department of Health and Social Care hope to fulfil Labour’s election pledges while, at the same time, the government scrambles to make up the “£20 billion black hole” chancellor Rachel Reeves claims to have unearthed?
It's a tough question, and one I most certainly don’t have the answer to. Instead, what I will offer are a few reasons that we should not lose hope in the Labour Party just yet. (Who says the news is all doom and gloom?)
First, not to state the obvious, we’re two months in. Politics is a notoriously slow game at the best of times, even more so during a handover period as tumultuous as this. The point being: let’s try and remain patient and keep at least a little faith that things will turn around. Second, Labour is promising a National Care Service. That hasn’t changed post-election. The exact details may be up in the air; it’s no exaggeration to say we don’t know what this iteration of a National Care Service will look like. Will it mirror the NHS in structure? Will it just be an administrative exercise with little meaningful change? Will it even happen? We don’t know. But, as stated, Labour has not backed down from this pledge, so let’s keep on the front foot with them and make sure the party doesn’t sweep this one under the rug.
Finally, and most positively, in a short time Streeting has shown himself to be very proactive in cracking down on the Care Quality Commission, which has been in dire straits for some time. He ordered the publication of a preliminary version of Penelope Dash’s ‘Review into the operational effectiveness of the Care Quality Commission’ report, which sheds light on the regulator’s failings and made several actionable recommendations for how the inspectorate can improve, all of which the CQC says it is now working on. Implicit in Streeting and Dash’s words seems to be the threat that, should the CQC not make the necessary improvements quickly, the body may well find itself on the chopping block. Contrary to my point about politics moving slowly, this is fast progress, especially given the sector has been shouting about the regulator’s failings for some years. Within weeks Labour had proven itself more invested in care and the NHS than the previous Conservative governments showed over 14 years. This gives me more hope than I’ve had in the government in a long time. Now let’s see if I look a fool in six or 12 months…
Sam Lewis, Editor-in-chief Caring Times
Wes Streeting was appointed as the new Labour government’s health and social care secretary. First elected as MP for Ilford North in 2015 Streeting has been shadow health secretary since 2021. Two ministers of state at the DHSC have also been appointed: Karin Smyth who has been MP for Bristol South since 2015, and Stephen Kinnock, the MP for Aberafan Maesteg since 2015.
Streeting echoed what many in the health and social care sector have believed for a long time, saying the health and care regulator the Care Quality Commission is “not fit for purpose”. Commenting on the results of a new independent, governmentcommissioned review into the CQC, Streeting said: “When I joined the department, it was already clear that the NHS was broken and the social care system in crisis. I have been stunned by the extent of the failings of the institution that is supposed to identify and act on failings. It’s clear to me the CQC is not fit for purpose.”
In July, Kate Terroni, the CQC’s interim chief executive in the wake of Ian Trenholm’s sudden departure, issued “an apology” to providers, but said that the organisation is “determined to put things right”. In the apology she begged forgiveness for failings in the regulator’s strategy, published in 2021, and admitted that the plan mapped out in that document
has not been properly implemented. The Labour government has scrapped the long-promised Dilnot cap on care costs in a bid to cover a public finance shortfall that Labour claims the Conservative Party “covered up”. Chancellor Rachel Reeves announced a raft of measures intended to fix what she described as a “£22 billion hole in the public finances”. It is claimed that by not introducing the long-planned cap on care costs, which had its genesis in a 2011 report from Andrew Dilnot, the government could save as much as £1 billion a year.
More than one in 50 British people –more than 1.5 million nationwide – now provide upwards of 50 hours of unpaid care every single week in England, according to research from stairlift and home lift company Stannah.
Jayne Connery founder of Care Campaign for the Vulnerable (CCFTV), an independent safety monitoring advocate, has called out “certain individuals” in the care sector for opposing the use of the technology in dementia care settings. Connery stated: “There has been a growing concern coming to CCFTV, regarding the resistance and restrictive actions of certain individuals from multidisciplinary agencies towards the implementation of independent safety monitoring in care homes, even when explicit consent has been granted.”
A panel of parliamentarians and
experts has called for urgent action to regenerate a significant proportion of the estimated 527,000 sheltered housing properties in the UK to provide good-quality, accessible homes for people in later-life that meet contemporary standards.
Luxury care group Connaught Care Collection is offering free “fullbody health checks” to its 184 staff members. Connaught is partnering with employee-benefit health service Bluecrest Wellness, which will offer comprehensive health checks covering heart disease, stroke risk, electrocardiograms, cholesterol levels, diabetes, protein and iron levels.
Care home provider Oakland Care has introduced voice technology in
a bid to improve life for staff and residents. The provider announced a new partnership with voice design studio and agency Vocala as part of a trial to explore how technology can enhance the lives of residents. Vocala uses the latest voice technology devices such as Google Home and Amazon’s Alexa to create specialist ‘smarter’ systems tailored to the specific needs of customers.
Job site Indeed has compiled a list of ‘the top 25 companies hiring the fastest’ in the UK. Those with knowledge of the care sector’s recruitment and retention crisis may be unsurprised to learn that care providers
make up more than a quarter of the 25 companies listed.
Thuraisamy Ravichandran and Radha Ravichandran, directors of Care Pro in Bexhill-on-Sea in East Sussex, were fined £124,455 after pleading guilty to 12 offences at Brighton Magistrates Court. Offences included failures in risk assessment, general fire precautions, fire-fighting, fire detection and maintenance.
Home care provider Home Instead has partnered with training organisation Training 2 Care to take its virtual dementia experience bus on a UK tour. The dementia experience, which
allows a person with a healthy brain to experience what life might be like for a person living with dementia, visited 13 destinations in the run-up to World Alzheimer’s Month this month.
The Homecare Association has claimed that state-funded home care fee rates are “dangerously low” after conducting research. The organisation said fees are failing to keep pace with rising wages and costs, risking the stability of the sector. In addition, research from the Homecare Association found nearly half of home care providers cannot meet current demand, despite improvements in staff retention, while others have insufficient work for their care workers.
People are needing more complex care and support due to illness and disability, but local councils are struggling financially to meet people’s higher-level needs, says the latest annual survey from the Association of Directors of Adult Social Services. For example, the survey revealed a 7.5% increase in the number of people requiring multiple visits from two or more care workers, called ‘doublehanded care’, since last year, now totalling 49,000 people.
The Care Quality Commission has announced plans to release a handbook for all health and care providers under its watch. This will be designed to help providers understand the CQC and how its inspections work.
Impact Healthcare REIT has sold five of its non-core care homes for £8.8 million. It sold three care homes in East Yorkshire for a total £4.3 million: Ashgrove Care Home, a 56-bed care home in Cleethorpes, Emmanuel House, a 44-bed care home in Hessle, and Hamshaw Court, a 45-bed care home in Hull. The purchaser is a local owner and operator of care homes. Two homes were sold in Clwyd for a total £4.5 million: Eryl Fryn Care Home, a 30-bed care home in Llandudno, and Stansty House Care Home, a 73-bed care home in Wrexham. They were sold to an affiliate of Minster.
Macc Care has opened Leighton Rose, a new luxury care home for up to 71 residents in Leighton Buzzard, Bedfordshire, offering generously sized en suite accommodation and including a dedicated dementia care unit and two fully equipped ground floor rooms for bariatric care.
Care home operator Yorkare has opened a new £10 million care home in Haxby, North Yorkshire, offering 63 en suite bedrooms. Facilities include a bar, restaurant-standard dining rooms, beauty salon and hairdressing suite, cinema and outdoor terraces on each floor. There are also large gardens and a bowling green. The home was built by construction firm Hobson & Porter.
Aria Healthcare Group has acquired Surbiton, Surreyheadquartered Future Care Group, adding 18 homes to its portfolio, located in Hampshire, London, Malvern, Oxfordshire, Surbiton, Surrey, Sussex, West London and Worcester. Under the deal Future Care Group’s 1,000 staff move to Aria Healthcare Group.
Connaught Care Collection has opened Meadowbrook, a new luxury care home in Bishop’s Stortford, Hertfordshire, providing long-term residential care and dementia care facilities and offering 80 large furnished rooms. Residents have access to an on-site hair salon, spa, cinema room, and gym, and family and friends can share meals at its bar and bistro. The site was built by Lawrence Baker, a contractor to the nursing home and associated care sector.
Matter Real Estate-backed developer-operator Untold Living is developing a 77-unit integrated retirement community in Newport, Shropshire, which recently achieved planning consent. A £26.4 million loan has been provided by OakNorth Bank for the development, as well as to support the operations of Untold’s existing 68-unit Chantry Court site in Wiltshire.
Avery Healthcare’s purpose-built care home Waterhouse Manor Care Home in Peterborough, Cambridgeshire, has been completed. The 80-bedroom, three-storey home provides residential, respite and dementia care for older people, and includes suites for couples, a lounge, hair salon, café and therapy facility. Clegg Construction completed a £10.3 million contract to deliver the home. Other members of the project team included Harris Irwin Architects, project manager and quantity surveyor Holden and Lee, and mechanical and electrical engineer Harniss.
McCarthy Stone, a developer and manager of retirement communities, has acquired a development site in Cowbridge, South Glamorgan, from property firm Mercian Developments. McCarthy Stone submitted and secured planning consent for a scheme of 50 retirement living apartments with communal facilities. Business property advisor Christie & Co facilitated the sale.
Cinnamon Care Collection’s latest care home, Oakley Grange in Bishop’s Tachbrook, Warwickshire, has been completed. The £9.4 million facility will provide 66 beds and five care suites that cater for assisted living and specialist dementia care. It also offers cinema rooms and private dining, supported with a commercial kitchen, and a dedicated therapy room. The home was built by construction firm Stepnell which commenced the build in January last year and completed in 73 weeks.
Optimo Care Group has acquired supported living and specialist care provider CFT Care, based in Clacton, Essex. CFT Care operates 44 purpose-built supported living units across multiple
sites in cluster settings, and employs approximately 230 staff who deliver essential services to around 60 younger adults with learning disabilities and autism. The acquisition also includes a portfolio of supported living development sites for future expansion. Optimo is retaining all CFT Care’s staff and stated it plans to increase headcount to accommodate an anticipated growth in services.
Exemplar Health Care, a provider of nursing care for adults with complex and high acuity needs, has opened Woodside Place care home in Telford, Shropshire. The home supports adults living with complex and high acuity needs arising from complex mental health conditions, dementia, neuro-disabilities and physical disabilities. The home has 33 large bedrooms, each with an en suite, split across three units. It also has communal dining and living spaces, an activities hub, sensory bathrooms, a therapy room, salon and a garden. Construction by Deeley Construction started in May last year.
Reardon Court in Enfield, a residential care scheme designed to promote and maximise independent living has completed in London, providing 70 new homes. The development has two communal courtyards, a central social space, and several auxiliary function rooms with hobby rooms, a library and hairdressing area. Consultancy Pick Everard is behind the scheme, collaborating with contractor Graham and Enfield Council to deliver architecture, landscape architecture, project management, contract administration, technical advisory, mechanical and electrical services, sustainability and energy, and civil and structural engineering services.
TLC Care has appointed Alexandra Wortley as the business development manager at 89-bed Cambridge Manor Care Home in Cambridge. Since 2014 Wortley was the sales and service manager at Nuffield Health Ipswich Hospital.
Meallmore has appointed June McIntosh as general manager of Antonine House care home, an 81-bed luxury facility in Bearsden, East Dunbartonshire, which cares for residents with a range of support needs including dementia and palliative care. McIntosh has 40 years’ experience in the sector. She attended Inverclyde Nursing College where she completed a course in general nursing. Later, while working as a staff nurse, she attended Ayrshire and Arran College of Nursing becoming a registered mental nurse. She has worked as a team leader and deputy manager in care homes across Scotland and returns to Antonine House, having previously been deputy care home manager in 2013.
Aria Care Group has appointed Antony Brister as chief financial officer. Brister us an accountant and experienced chief financial officer, who previously held senior finance roles within the hospitality industry, working with global brands including Marriott and Hilton Hotels,
before moving into the social care sector in 2018, spending four years as chief financial officer of Sunrise Senior Living and Gracewell Healthcare. Most recently, Brister worked for Kisimul Group which provides specialised care and education to children and adults with autism and complex behaviours.
We Care Group has appointed Jo Crossland as quality director. Crossland has more than 30 years’ experience as a registered general nurse working with older people. She spent her first decade in the care home sector before becoming a mental health nurse. She then transitioned to a mental health NHS trust, where she worked in various roles, including acute assessment services and liaison psychiatry for older people with dementia. In 2009, Crossland joined the University of Bradford’s School of Dementia Studies as a practice development consultant and trainer. There, she helped deliver courses to care workers nationally and internationally. Crossland joined Avery Healthcare in 2016 as head of dementia care.
Lovett Care has appointed Melanie Phillips as head of marketing, tasked with boosting occupancy across Lovett Care’s homes, developing the company’s brand,
and leading digital plans. Phillips has a background in customer relationship management and direct marketing and has worked as a care home marketing consultant since 2019. Her consultancy work included collaborations with several care home operators.
Florence, the London-based tech start-up that connects vacant care home shifts to local nurses and carers, has appointed Roberto Taracido Ruiz as chief revenue officer. Taracido Ruiz started his career in environmental chemistry and pivoted to business and management consulting. Later he was appointed as the managing director of e-commerce marketplace Groupon Spain and vice-president of sales for Groupon UK. Taracido Ruiz also worked at troubled officer space company WeWork and at beauty treatment booking firm Treatwell.
Later-living developer-operator Untold Living has appointed Henry Sumner as chief financial officer. Sumner joined Untold Living in January as interim chief financial officer, before being appointed to the permanent role. He was previously the operational finance director at Battersea Power Station, where he worked across multiple phases of the mixeduse redevelopment project. Sumner
specialised in real estate and operational finance in his prior roles at Lothbury IM, as property fund controller, and at AXA, overseeing a residential fund. He initially trained as an accountant with EY in the City of London.
Worthing social care charity Guild Care has promoted Warren Fabes to chief executive, following the departure of Alex Brooks-Johnson who is taking up a new challenge in the charity sector. Fabes has worked for Guild Care as chief financial officer and deputy chief executive for the past eight years. He began his career as a chartered accountant with KPMG and spent more than 20 years working in large national and international organisations as a finance director before joining Guild Care.
New Age Care, a Midlands-based home care service, has appointed Nav Singh as head of governance and quality assurance. Singh has more than 15 years’ experience in regulatory, inspection and governance roles within the healthcare sector. His career began in London with the civil service, where he spent a decade at the Medicines and Healthcare products Regulatory Agency working to safeguard public health. collaborating with international organisations such as the World Health Organization, UK Border Force, and Interpol. In 2017, he transitioned into healthcare, joining the Care Quality Commission as an acute inspector.
Oldbury Grange, a 69-bed nursing home in Bridgnorth, Shropshire, which provides residential, dementia, nursing, respite and palliative care, has appointed Jodie Haines as care home manager after she worked as its interim manager. Haines is a registered nurse who has worked in a number of complex care settings within care homes. Experienced as both agency and permanent staff, Haines worked her way up to become a care home unit manager, a clinical project lead, and then a deputy care home manager for a number of homes. She was also a compliance officer responsible for overseeing 12 care homes across the UK.
Healthcare Homes Group has appointed experienced healthcare professional Sarah Collins as the manager of Barking Hall Care Home, in Barking, Ipswich. The home, nestled in vast gardens
and bordered by flower beds and mature trees, is a 49-bedroom facility offering a range of services including nursing care, residential care, respite care and specialised dementia care.
Healthcare Homes Group has appointed Jane Galloway as care home manager of Mill Lane Care Home in Felixstowe, Suffolk. Galloway has more than 30 years’ experience in the care sector. Mill Lane Care Home is a 27-bedroom facility
offering a range of services including residential care, nursing care, respite care and specialised dementia care.
PROVIDERS Care
one of the UKs leading DBS providers, processing over 250,000 checks a year for over
Anita Goyal, chair of the Care Sector Fundraising Ball from 2018-2023, explains why this year’s event at Grosvenor House Hotel this 28 September is not to be missed
Championing Social Care is now less than a month away from holding its fifth Care Sector Fundraising Ball, will once again gather the cream of the crop from the social care sector.
The event has grown and developed into a major fixture in the social care calendar – the first four balls raised some £1.2 million in total for charities and 2024 promises to be the biggest and best yet.
It seems a long time ago since my husband Avnish and I organised the first ball in 2018 – when Championing Social Care and the Hallmark Foundation were just twinkles in our eyes. A second ball followed in 2019 before Covid intervened and meant that 2020 and 2021 were fallow years.
But we bounced back in 2022, raising a record sum of just over £400k for two charities: The Care Workers Charity and Alzheimer’s Society. Only for that record to be smashed again in 2023 with £426k raised for the same two charities.
For me, there have been several highlights over the past six years.
First, the ball has brought together an ever-widening group of social care professionals and supporters with a common cause: to have a good time, network with like-minded colleagues old and new, and raise substantial sums for charity. The ball was the first
“The first four balls have raised some £1.2 million”
flagship event of Championing Social Care and it’s now one of several annual programmes run by the growing charity.
Second, the ball and its development have only been possible through excellent teamwork, bringing together a wide range of people from different parts of the sector with complementary skills and knowledge. I have made many great friends through organising the ball.
Third, the fact that people return to the ball year after year is testament to the quality of the event and how it gets better every year attracting more and more guests. Excellent, fun entertainment and dancing; wonderful Indian food and service; great networking; opportunities for all to give from auctions to prize draws; and record sums raised every year.
Fourth, of course the main purpose of the event is to support two fantastic charities. In 2024 they will be The Care Workers Charity again and Marie Curie for the first time, along with a number of
small charities. It really is the care sector giving back to those who need help the most.
For all these reasons and more, the Hallmark Foundation is proud to support the 2024 ball as its founding partner. Everyone is guaranteed a
wonderful evening while raising more funds for care charities.
And the ball is a prime example of
the difference that Championing Social Care makes, shining a positive light on
social care. More people from within the care sector and beyond are joining the partnership to promote all that is good about care and how we make a difference day-in, day-out for so many older people and people with a disability in the UK.
So please come to the ball on 28 September to find out more and see why it’s my favourite event of the year.
To book a table at the 2024 Care Sector Fundraising Ball on Saturday 28 September at Grosvenor House Hotel, please visit: championingsocialcare.org. uk/care-sector-fundraising-ball/
Bridgehead Communications’ managing director William Walter focuses on Labour’s reforms to social care, the upheaval at the Care Quality Commission and the continued difficulties faced by unpaid carers
It seems impossible not to start with the groundbreaking interim report released a few weeks ago on the Care Quality Commission. Nor is it possible to understate how damning it is. Social care providers have been forced to wait far too long for ratings to be updated, and over half of all registration applications were over two and a half months old, more than double the previous year, to name just a few of that document’s main points.
Wes Streeting, health and social care secretary, declared that “the CQC is not fit for purpose” and has “been stunned by the extent of the failings of the institution”. However, the CQC’s shortcomings are unsurprising for many in the sector. Sam Monaghan, chief executive of Methodist Homes, feels that “there was a lack of proper consulting with providers even before the single assessment framework”, and that the organisation has become “uncontactable”.
This view was echoed by Nadra Ahmed, co-chairman of the National Care Association, who notes that the “CQC has moved towards a more remote way of working”, which she suggests has contributed to “this complete breach of trust in the organisation”.
The answer to how best to move forward from this is more uncertain. Some have argued that separating health and social care responsibilities
“The need for greater government and regulatory support, funding and direction is as clear as ever”
would provide greater specialisation for regulators. This is not a universal view, however. Ed Watkinson, director of Watkinson Consulting and with a history of advising the CQC, argues that such a move “would be a step back to pre-2008” and that, instead, “social care needs to be fully recognised for the important role it performs... under the umbrella of [the] CQC”.
Most providers want the existing system to work for them. For Care Campaign for the Vulnerable (CCFTV) founder Jayne Connery, restoring relations with the sector is essential. She says: “Prioritising stakeholder engagement, including input from families and carers, will ensure that regulatory reforms meet the real needs of those relying on care services.”
With a new government elected at the beginning of July, many in the sector were hoping that the desperate need for greater political attention to social care could be realised. However, these hopes have clashed with reality.
Chancellor Rachel Reeves’ spending audit involved the long-delayed and much-needed cap on social care costs being delayed indefinitely, despite Labour committing to it during the election campaign.
The shock of the decision, as well as its impact, is enormous. Andrew Dilnot, who proposed a cap 13 years ago, says the government has “failed another generation of families”. Lucinda Allen, senior policy officer at the Health Foundation, notes that the cap proposed by the Conservative government, even by 2035/36, would have only cost around 2% of the current annual NHS budget.
As prime minister, Tony Blair declared that he didn’t want pensioners to sell their homes to afford care. Almost 27 years have passed since then and, in that time, little has changed.
An area of social care reform not yet abandoned by Labour is its manifesto pledge to introduce a new National Care Service. What this means in practice remains unclear. Allen adds that “a system more like the NHS” would be a significant change compared to the existing framework. However, in our interview with now secretary of state for work and pensions, Liz Kendall, she was at pains to stress that it would not be NHS 2.0, which begs the question: what will it be like?
Natasha Curry, deputy director of policy at the Nuffield Trust, stresses how difficult Labour’s plan is to judge without further detail. What she does support, though, are aims to standardise care. She says: “I think there is merit in working towards a more consistent offer that addresses unfairness of local variation.”
Most pressing of all is the shocking level of pay for carers working in the sector. “Care workers are among the lowest paid in the UK and more likely to live in poverty than other workers,” notes Allen. Sam Monaghan believes that delivering “fully funded fair pay” is essential to “address issues of recruitment and retention”.
Given vacancies remain at a staggering 131,000 and that demand for care professionals is only set to increase in
the years ahead, attracting staff to the sector is crucial. Labour plans to address this with its Fair Pay Agreement for the industry. The success of this will depend on the commitment to fund pay rises. A fifth of local authorities face bankruptcy in the coming year, and the central government must finance any increase in staffing costs.
Without Labour stepping up to the task and putting its money where its mouth is, fair pay in the sector remains little more than empty words.
Silence on unpaid carers continues
Finally, one part of our social care system routinely ignored is the work done by unpaid carers up and down the country. This was an issue explored in detail by GoodOaks Homecare earlier this year.
Labour has promised to review the carer’s allowance, but committed to little else.
The position of unpaid carers is clearly challenging. “The recent Association of Directors of Adult Social Services survey found that the level of need among carers has increased with many reporting high levels of burnout,” says Curry. She adds that the Nuffield Trust’s research revealed decreasing support from the state to carers in recent years. The Health Foundation’s Lucinda Allen also notes that a new national carers strategy, promised for a decade, has never been produced.
Given the value of unpaid carers, providing as much as £164 billion worth of care a year, the same as the NHS annual budget, more attention needs to be paid to making that care manageable.
This starts with ending the thousands of pounds in fines issued to those claiming carer’s allowance. Supporting carers goes beyond the financial and gives greater flexibility and freedom, however.
“As an unpaid carer to my mother Ellen for many years, I understand the critical role unpaid carers play in the social care system,” says CCFTV’s Connery. She suggests that the new Labour government should provide respite care to give care providers the chance to go on holiday or even just get a break from the exhausting work of daily support.
Whether this will make its way onto the political agenda remains to be seen. However, the need for greater government and regulatory support, funding and direction is as clear as ever.
Following discussions at a round table hosted by The Access Group, Martin Green, chief executive of Care England, who chaired the round table, sets out how challenges in adult social care can be overcome by the collective action of local leaders and the standardisation of technology
Historically, social care has been overlooked by successive governments, with the NHS taking precedence in terms of funding and development.
While the new Labour government has made some positive pledges – including the introduction of a National Care Service – there was an overwhelming consensus among delegates at the ‘Care Perspectives’ round table that we shouldn’t rely on central government to make the wholesale changes needed.
Solutions will only be delivered effectively by the collective action of those organisations providing and supporting social care, working with the local and national commissioners.
The complex landscape of challenges we face include a lack of adequate funding, difficulties with recruiting and retaining a skilled workforce, fragmented services (64% of providers are small businesses) and concerns over Care Quality Commission regulation. With all these issues to overcome, there isn’t a ‘silver bullet’. However, technology is – and is already proving to be – a game-changer.
Technology revolution
The care sector has traditionally been slow to adopt new technology. However, if the sector is going to thrive rather than survive, it’s time that digital and data took their rightful place at the forefront of reform and improvements.
Specifically, technology-enabled care (TEC) can change the paradigm of how care is delivered, enabling an individual’s support to be designed for and alongside them. There are instances across the country where TEC enables providers to be more efficient and responsive to people’s needs. Plus, crucially, the collection and analysis of the data from implementing these solutions can accelerate the shift towards more proactive and preventative care and support.
For example, Clackmannanshire and Stirling Health and Social Care Partnership (HSCP) and East Lothian
HSCP changed 40% of their care plans to make them more responsive to the needs of individuals after using TEC to monitor and interpret their behaviour. This included avoiding care home admissions and safely minimising domiciliary care visits. The costs that were saved exceeded any additional expense for the new care plans.
While delegates at the round table –which included providers, care worker associations, recruiters and technology industry representatives – agreed on this direction of travel, it was clear there are barriers to adoption at scale and pace.
Constrained local budgets, a lack of digital skills among the workforce and a disparate provider landscape have meant the benefits of technology are not being fully realised.
Moreover, delegates called for an integrated, outcomes-based commissioning model, mandated by integrated care systems, which encourages greater collaboration between commissioners and providers and ensures decisions are based on benefits and outcomes.
If we are to scale digital and data-led systems, particularly in the short term, we need to create an environment that encourages a core level of standardisation based on people being empowered to live the best life possible.
For example, the NHS list of digital social care records suppliers, includes solutions that conform to certain fundamental standards.
This approach could be adapted to encompass other forms of technology. And would benefit greatly from collaborating with care providers, software companies, recipients of care and care workers to set the expectations and commitments.
TechUK and the Professional Records Standards Body are already championing this type of approach and their work could form the basis of an agreement on
core capabilities and standards.
In turn, this will enable greater interoperability and information-sharing between care settings and the connection of the ‘data dots’. At the moment, so much data is collected but not being used to inform models of care and support. Delegates referred to the fact that there is an unfocussed ‘data swamp’.
In addition, the limited resources in care organisations to collate and synthesise the information means we aren’t capitalising on the data to improve service delivery and resource planning –and therefore ultimately moving towards a preventative and proactive health and care system rather than a reactive one.
Yet there is technology specifically designed to do this, and with the advent of powerful platforms incorporating artificial intelligence, the ability to analyse data is developing at pace. We just need to empower our local leaders to adopt it at scale.
After a detailed debate at the round table, we all agreed that this empowerment will come from within our own organisations. And with no time to waste, it requires collective action that includes collaboration with commissioners, local authorities and integrated care boards.
As a result, we are establishing an action group to drive forward this revolutionary reform and call on anyone who wants to improve the model of care to join us. We will build on the momentum from the round table to establish a powerful base of care organisations and technology specialists to drive this agenda forward.
Why are some recognised banks withdrawing from the care sector and where can operators go for investment? Anthony Newman, senior specialist relationship manager at Allica Bank, provides answers and solutions
It won’t be news to readers that demand for the care sector is growing as people are living longer. But if that’s the case, why are some banks withdrawing from it? I’ve heard countless stories from care home operators – many with long relationships with a high street bank – who have told me they’re struggling to get the finance they need from them.
Although an in-demand sector seems like a solid investment, many banks struggle to serve these businesses because of their more complex nature. Well-documented challenges such as a shortage of available skilled workers, pressure on publicly funded fees and Care Quality Commission ratings mean they don’t always fit easily into some banks’ tick-box approval criteria. With many big banks lowering the number of feet they have on the ground to support businesses, they also often don’t have the sector expertise they need to perform proper assessments. So where can care home operators find the money they need?
Thankfully, there are still lenders out there with that expertise who can take an informed view and look at applications on a case-by-case basis. Gone are the days when there were just a handful of recognised banks, all of them familiar from the high street. Instead, there’s a significant number of challengers out there providing a more specialised and proactive service to care home operators. Full transparency – I’m writing
“Thankfully, there are still lenders out there with that expertise who can take an informed view and look at applications on a case-by-case basis.”
as someone who works for Allica, a challenger business bank. If you’ve not heard of us, we got our banking licence in 2019 and have now lent well over £2 billion to established businesses, alongside becoming profitable in 2023. I’m also someone who has been supporting care home operators with lending for over 15 years, giving me insight into the challenges and opportunities this vital sector faces. When Allica set up its specialist care home team several years ago, we recognised the unique nature of the sector. That’s why finding relationship managers with real care home and banking expertise like mine was its number-one priority.
This approach means we can take a more nuanced view of businesses applying. For example, we won’t rule out an application from an operator just because they have a historic ‘Requires improvement’ CQC rating. Instead, we might ask an independent firm to provide a more up-to-date mock CQC assessment. Neither do we automatically rule out first-time buyers, who may have acquired years of valuable experience in senior roles in the care sector and are passionate about starting their own business.
We typically help care customers with finance to buy a new home or with a remortgage to reduce debt payments, or release equity. We also support many with getting a better return on their savings. One operator of nine care homes, for example, is receiving tens of thousands of pounds in interest they wouldn’t have got if they’d kept their money with a high street bank – money they’re investing back into their business.
Our focus on supporting businesses means our customer relationships go far beyond the transactional. Many care home operators regularly confide in us about the broader challenges they face. It might be that they’re struggling to fill beds, need support with fee negotiation or understanding regulatory
Anthony Newman
“One operator of nine care homes, for example, is receiving tens of thousands of pounds in interest they wouldn’t have got if they’d kept their money with a high street bank – money they’re investing back into their business.”
requirements for an overseas licence –it’s very common for business owners to ask us if we know anyone that can help. Our years of sector experience gives us the ability to understand those challenges and connect them to the right people. We know this kind of support builds trust and if we can’t help, we’ll always try and find someone who can.
Often when I talk to care home operators, their banking is seen as more of a chore than an opportunity, but it doesn’t have to be that way. There are banks out there with the expertise that can make a whole world of difference, not just to how you do business, but to how you grow your business too.
Amanda Narkiewicz, regulatory partner at law firm Mills & Reeve, provides care home operators with an overview of the Care Quality Commission’s new fundamental standard on visiting arrangements
Since 6 April this year, care homes, hospitals and hospices in England are required to comply with the Care Quality Commission’s new fundamental standard on visiting and accompanying. The Health and Social Care Act 2008 (Regulated Activities) (Amendment) Regulations 2023 make significant changes to the rules for visiting arrangements at these settings. The text of the new framework is set out at Regulation 9A and the CQC has published guidance to support providers with implementation. The new regulation appears to signal an end to visiting times and reinforces the positive duty on care home operators to facilitate visits and reflects the important role providers play in resident wellbeing.
The regulation aims to ensure:
• People staying in a care home, hospital or hospice can receive visits from people they want to see.
• People living in a care home are not discouraged from taking visits outside the home, and
• People attending appointments in a hospital or hospice that do not require an overnight stay can be accompanied by a family member, friend or advocate if they want someone with them.
What does it mean for care home providers?
1. Operators have a general duty to facilitate visits for residents and not
“While breaching Regulation 9A is a not a criminal offence, the CQC can take civil enforcement action against a breach”
to discourage them from taking visits out of the care home.
2. Unless there are “exceptional circumstances” residents must be facilitated to receive visits at their care home.
3. The way in which residents are to be facilitated to receive visits, so far as is reasonably practicable, reflects the preference of the residents as opposed to the care home’s policy.
4. Care needs to be taken to ensure resident needs and preferences are used to guide decision-making regarding visits (and in consultation with family, friends and advocates) supported by risk assessments and care planning.
5. Any decision to restrict visits should be proportionate – the least restrictive option necessary to achieve the aim. CQC guidance notes that if restrictions on in-person visits are necessary, ways to mitigate risk should be considered. Decisionmaking on restriction should factor the risk to the health, safety or welfare of the resident while balancing the rights of the resident. Regular reviews of restrictions are essential, with prompt removal when circumstances allow. The restriction must be communicated to the resident and their family, friends and or advocate as appropriate.
6. Even where care and treatment doesn’t involve an overnight stay, hospital- and hospice-users must be “enabled” to be accompanied by a family, friend or supporter.
The new regulation will enable the CQC to specifically inspect providers against the standard, and more easily identify a breach of the visiting and accompanying requirement as the regulation sets out specific points regarding visiting and accompanying that a provider must now comply with.
“It is therefore important for providers to ensure the decision-making process is clearly documented, along with a risk assessment dealing with this.”
While breaching Regulation 9A is a not a criminal offence, the CQC can take civil enforcement action against a breach. This could include issuing requirement or warning notices, imposing conditions, suspending a registration, or cancelling a registration. It is therefore important for providers to ensure the decision-making process is clearly documented, along with a risk assessment dealing with this. Providers are strongly encouraged to avoid blanket bans on visiting arrangements for residents and look to consider ways to mitigate any risk and evidence the process.
GK Healthcare are a Premier provider of reliable, expert, and cost-effective temporary healthcare staffing solutions.
Since 2021, we’ve rapidly grown, providing skilled professionals with essential training and a commitment to excellence for diverse client needs.
Type of staff we supply:
→ General Nurses
→ Mental Health Nurses
→ Senior Healthcare Assistance
→ Healthcare Assistance
→ Support Workers
Our comprehensive services address the critical shortage of healthcare professionals in the UK, ensuring continuity and quality of care across private hospitals, care homes, and complex care environments.
By maintaining a large pool of vetted and compliant candidates, we provide timely and dependable staffing solutions at competitive rates, significantly reducing financial burdens for our clients.
→ Chefs/ Cooks And Kitchen Assistance. 0121 820 8176 hello@gkhealthcare.co.uk www.gkhealthcare.co.uk
With over 30 years of combined experience, our team is committed to delivering fast, flexible, and reliable staffing services.
We prioritize communication, adhere to strict service level agreements, and offer around-the-clock support, ensuring our clients receive the best possible care for their service users.
Choose GK Healthcare for a partnership that guarantees quality, trust, and financial efficiency in meeting your staffing needs.
24/7 Support
Significant cost saving for councils and independent homes
Competitive pay rates for dedicated staff. 1 Hour SLA.
Jonathan Freeman, outgoing group sustainability director for the CareTech Foundation, bids farewell to his monthly Caring Times column
After three years in my role as group sustainability director, and seven years as chief executive of the CareTech Foundation, I am moving on to an exciting new chief executive role outside the sector. This, then, will be my last Sustainability Matters column for Caring Times. It’s an opportune moment to reflect on the sustainability journey that the sector has been on, and to offer some thoughts about the road ahead.
First things first, sustainability remains the issue of our age. Addressing with urgency the climate crisis, building strong and cohesive communities, putting people before profit, and rebuilding trust in business and the government have never been as important as they are today. Call it sustainability, ESG [environmental, social and governance], whatever you like – this is no fad.
Organisations – be they for-profit or otherwise – have to put sustainability at the heart of their businesses if they want long-term success. The smart ones do this willingly because they understand what the research shows: businesses built around purpose and sustainability are, quite simply, better businesses. A 2023 global survey by Bain & Company and EcoVadis of 100,000 businesses proved that “positive ESG outcomes are a trait of successful companies”. Put more plainly, the study shows that as well as benefitting the planet and society, businesses that take ESG seriously make more money.
Sadly, there are still too many businesses – and a diminishing number of investors – that focus on short-term financial gain and see only the shortterm costs of sustainability-related action. It astounds me that business leaders too often can’t see beyond the end of their noses, with a three- or six-month perspective being the extent of their strategic business development horizon. It is dispiriting that this is also true in the social care sector, where companies enable individuals to live
their best lives possible. (As a side note, if social care operators don’t take a longterm perspective, then what right have we to berate the government for not taking such an approach to the social care sector?)
The good news for those of us who care about the imperative of a longterm perspective to tackle sustainability issues is that the choice of whether to address sustainability challenges is being taken out of the hands of the reluctant. Governments, regulators, investors and customers are increasingly making organisations take responsibility for their impacts on the planet and society –and this will only accelerate.
In the UK, the perceived wobble by the last government on environmental issues was taken by some as a signal that they could put these issues on the back-burner; this was always wrong, and these issues are very firmly on the political agenda. There will be increasing pressure on businesses to shoulder their responsibilities – and financial penalties for those that don’t.
The fantastic Social Care Future’s vision for the sector is: “We all want to live in the place we call home, with the people and things that we love, in communities where we look out for one another, doing the things that matter to us.”
How can a sector rooted in this uplifting, exciting and positive mission not take sustainability seriously?
I am incredibly proud that, beyond the achievements that we have collectively delivered at CareTech (as set out in our recent Purpose Report), I have had the honour to serve as the founder and chair of the Social Care Sustainability Alliance. Over the past year or so, we have seen membership grow. We have helped other providers with key sustainability issues by collaborating to build an impressive set of papers.
My message to operators across the social care sector is clear. Do not come to these issues reluctantly or half-heartedly. Seize the initiative. Be at the front of the race rather than at the back. Because, as per the title of this article, you can run but you can’t hide on these issues.
We need to talk about continence care says Alison Wileman, market access specialist at Essity, specialist nurse at Bladder and Bowel UK, and trustee at ERIC, The Children’s Bowel & Bladder Charity.
The new health secretary Wes Streeting has called for ‘more ambitious social care policy’. If this is something a Labour government wants to achieve in the next five years, he should look to simple yet urgent reforms in continence care as a swift means to alleviate the suffering of thousands of social care service-users and NHS patients across the country and cut costs for the taxpayer.
Urinary incontinence alone affects an estimated 14 million people in the UK today, including over 50% of residents in care homes. And yet despite the pervasiveness of the issue, continence care is far from adequate, languishing low on the public health agenda as an overlooked taboo, despite affecting millions across the UK and thousands in social care. Not only does the provision of continence care fall drastically short of patient needs and potentially worsens health outcomes, but the health and social care system is paying through the nose for it.
A recent survey of healthcare professionals caring for incontinent patients found that almost half of nurses and carers (49%) are not meeting the needs of their patients due to poor incontinence pads, while more than a third (37%) feel the incontinence protection their patients use is not fit
“Not only does the provision of continence care fall drastically short of patient needs and potentially worsens health outcomes, but the health and social care system is paying through the nose for it.”
for purpose. This often leads to patients developing a host of serious conditions, such as urinary tract infections or moisture-associated skin damage, that significantly impair patients’ health and quality of life. While funding is a continual concern across public services, a reform of NHS procurement practice of continence products could go a long way in remedying these issues while saving a considerable amount of money.
A recent case study by global health and hygiene company, Essity, in partnership with the NHS in two Lincolnshire care homes, found that current procurement of continence protection, which weighs heavily in favour of lower upfront costs, leads to a false economy in the long run. Cheaper, generic continence pads result in more leakages, and require the use of more products and, crucially, more carer time to replace patients’ pads, clothes and bedding, as well as other sanitising costs.
In contrast, the study found that using more clinically appropriate products, while incurring a higher initial cost, led to a dramatic reduction in pad usage, leakages and associated carer costs. This brought the total cost of daily care down from £15.33 to £6.68 per patient and led to notable improvements in patient health and quality of life, including a decrease in urinary tract infections, falls and hospital admissions linked to continence challenges.
The change in procurement practice, based on the concept of ‘value-based procurement’ which prioritises patient needs as well as costs, has demonstrated significant benefits for patients, carers, the health and social care system and taxpayers. With the social care workforce still in crisis following the Covid-19 pandemic, efficient use of staff time is more critical than ever.
Earlier this year, a new value-based procurement methodology was flagged, marking a paradigm shift in the NHS approach to purchasing. The new methodology is expected to be finalised
“Cheaper, generic continence pads result in more leakages, and require the use of more products and, crucially, more carer time to replace patients’ pads, clothes and bedding, as well as other sanitising costs.”
shortly, but the health secretary should not miss the wide-open goal within health and care reform and commit to ensuring value-based procurement in continence care is fully embraced and rapidly. We need ministerial action to drive the roll-out and uptake of the new methodology across the NHS and social care system.
With the new Labour government promising fiscal restraint, this small yet significant change in the way continence products are procured and prescribed would make a world of difference to patients and ease NHS and social care costs.
Iain Corrigan, commercial director of CoolCare, on how digital tools are the key to staff retention and the wider goals of care
Staff retention has become one of the most significant challenges faced by care homes across the UK. With high turnover rates, care homes are under constant pressure to maintain consistent, high-quality care. While salary and benefits packages remain crucial, the role of technology is increasingly vital in creating a supportive and efficient working environment that fosters staff loyalty and satisfaction.
The role of care home administration software
A key line on the digital transformation checklist in care homes is the adoption of advanced administration software. These platforms are designed to streamline daily operations, reduce the administrative burden on care staff, and ensure that more time is spent on resident care rather than paperwork. This shift not only improves the efficiency of care delivery but also enhances job satisfaction by allowing staff to focus on what they do best— caring for residents.
Working with the care sector for more than 30 years, CoolCare has developed a comprehensive system that addresses the needs of care providers, by design. By automating routine tasks such as rota management, payroll, and compliance monitoring, CoolCare's software significantly reduces the time spent on these administrative duties. This allows staff to have clearer schedules, managers to encounter fewer staffing issues, and ultimately the whole team to have a better work-life balance.
Enhancing employee engagement and satisfaction
Employee engagement is critical to retention, and digital systems can play a significant role in fostering this. Care home administration software enables better communication and transparency between management and staff. Features such as real-time shift availability, instant updates, and mobile access empower staff to manage their work schedules
more effectively. This empowerment leads to higher job satisfaction, as employees feel more in control of their work-life balance and less stressed by last-minute changes.
Moreover, the integration of additional services can further enhance employee satisfaction. CoolCare partners with FlexEarn, which allows employees to access a portion of their earned wages before payday, providing financial flexibility and reducing the stress associated with unexpected expenses. This financial empowerment, combined with the streamlined administration processes, helps in building a more resilient and content workforce.
Reducing turnover through data-driven insights
Another significant advantage of digital systems is the ability to harness data to drive decisions. Care home administration software provides valuable insights into workforce trends, including patterns in absenteeism, overtime, and staff turnover. By analysing this data, care home managers can identify potential issues early and take proactive steps to address them, such as offering additional training or support where needed.
Utilising the data from within
administration software, and other digital tools, in this way not only helps in improving operational efficiency but also in creating a supportive environment where staff feel valued and understood. When employees see that their needs are being met and that the organisation is invested in their wellbeing, they are more likely to remain loyal to their employer.
In a sector where the quality of care is directly linked to the stability and satisfaction of the workforce, the adoption of digital systems like care home administration software is not just a convenience—it's a necessity. By reducing administrative burdens, enhancing communication, and providing financial flexibility through integrations like FlexEarn, care homes can create a more supportive and engaging work environment. This, in turn, leads to improved staff retention, ensuring that care homes can continue to provide the highest standards of care to their residents.
For care home operators, investing in digital solutions is an investment in their most valuable asset: their people.
Sam Lewis reports on sector reaction to the dramatic drop in Health and Care Worker Visas granted between April and June, in the wake of the Conservative government’s policy of no longer permitting family members under the dependent visa route
The number of Health and Care Worker Visas granted by the UK government from April to June this year saw an 81% year-on-year drop.
This is indicative of the changes made by Rishi Sunak’s government in March, which saw a ban on health and social care workers bringing ‘dependants’ (family members who rely on them financially) to the UK.
New government data shows that there were 89,095 visas granted in the year ending June 2024. This marks a 26% decrease compared to the previous year.
The figure for the last quarter of that 12-month period, however, was 81% lower than April to June 2023.
Ben Brindle, researcher at the Migration Observatory at the University of Oxford, commented: “Visa numbers dropped in the last few months of the Conservative government and emigration has also been rising. In theory, this should mean a decline in net migration over the coming year.
“But the precise scale of it is hard to predict: we don’t yet know how many of the recent student arrivals will remain in the UK long-term, and any bounce-back in health and care visas would also slow the decline.
“Nonetheless, the strong indication is that Labour will be able to meet its commitment to reduce net migration from the unusually high levels the UK has recently seen, primarily due to trends that were already in train well before they were elected.”
Martin Green, chief executive of Care England, said: “The government is running out of time to listen. While the decision to restrict applicants was made by the previous government, it is incumbent on those now in power to take ownership of their inherited situation. They must make the changes needed to ensure the social care sector remains sustainable.
“Our dedicated workforce is social care’s biggest asset, and without the proper measures in place to draw in domestic recruits, the gap left by international recruits will reach an untenable level. Adult social care needs a fully funded workforce plan, with boosted pay, terms and conditions, the change for career progression, and parity of esteem with NHS colleagues. Without this, our sector risks not having enough staff to deliver the care and support this country’s needs now, or in the future.”
Karolina Gerlich, chief executive of The Care Workers’ Charity, added: “This decline in visa applications is yet another blow to a sector that has been pushed to the brink of collapse. The changes to the immigration rules, which prevent care workers from bringing their dependants to the UK, have made the UK a far less attractive destination for those who were once eager to contribute to our care system.
“The care sector’s reliance on international recruitment has grown significantly since Brexit, with many EU workers no longer able to work in the UK as flexibly as before. The recent restrictions have only worsened this situation, deterring potential care workers from applying to work in the UK and driving them to consider
alternative destinations like Canada, Australia and Germany.
“Support networks are vital for promoting wellbeing within the social care sector. It is unfair to expect care workers to leave their families behind while caring for British families. This policy, which does not apply to most NHS workers, is demoralising and could further diminish the morale of care workers, who already face significant emotional and physical challenges in their roles.
“We are also concerned about the effect these shortages will have on the quality of care provided. Many care workers are already stretched to their limits, working unsustainable hours to cover workforce gaps. This strain not only takes a toll on their mental and physical health but also impacts the quality of care they can offer. As a result, those relying on social care are facing reduced service quality, shorter appointment times and delays in hospital discharges, which adds further pressure on the NHS and leaves many without the essential care they need at home.
Gerlich wemt on to say that the charity is requesting the government reviews the immigration law change which has led to this situation.
Platforms like Facebook, X and LinkedIn are now of prime importance when it comes to marketing, and gaining followers will result in more exposure and ultimately more customers for your small care home business, reports Sam Lewis
Specialist care PR consultancy
Bridgehead Communications has unveiled the 2024 edition of its annual Social Media Power List, ranking the UK’s small care home groups and their individual homes based on their social media following.
Bridgehead first launched its survey last year with the publication of three reports ranking the UK’s top 20 small, medium and large care home groups respectively by their social media following.
Using carehome.co.uk’s list of the Top 20 Small Care Groups of 2024, the new report, titled ‘Social Media Power List 2024 – Top 20 Small Care Home Groups’, ranks small care home groups and their respective care homes according to their social media following on the five most widely used platforms in the sector: Facebook, LinkedIn, Instagram, X (formerly Twitter) and TikTok. The report was compiled using follower data recorded in May this year.
As with last year’s report, the study also investigates the applications of social media in the adult social care sector. It explores the most effective social media platforms to use depending on the care group’s digital marketing objectives. It also highlights the importance of considering multiple factors in social
“Bridgehead first launched its survey last year with the publication of three reports ranking the UK’s top 20 small, medium and large care home groups respectively by their social media following.”
media to boost engagement, and that striking a balance between group and individual home accounts is the most effective way of reaching a target digital audience.
Due to its disproportionate social media following relative to the other groups, the Cygnet group was analysed separately in the report. It accounted for around two-thirds of the overall follower count of the 20 homes (85,000).
Care groups and homes combined
In terms of the combined social media of each of the care groups and their
individual homes, Boutique Care Homes topped the poll with 9,327 followers spread across Facebook, X and LinkedIn. Boutique’s social media following was almost twice as high as the secondranked care home group, Connaught Care (4,600).
As with last year’s report, Facebook accounted for the largest proportion of followers (53% – 18,422) among the care groups and their homes. LinkedIn accounted for 37% (13,000), a 19% increase compared to its proportion of followers among care homes in Bridgehead’s 2023 report. Instagram accounted for just over 7%, X for 3%,
and TikTok for less than 1%.
Compared to its peers, Boutique Care Homes had the most significant LinkedIn following (7,100) of all the groups, which came entirely from its group account. Boutique Care Homes’ associate sales and marketing director Carl Roberts said that its approach to LinkedIn focuses on “the development and growth side” of the business. “The platform”, he continued, “allows [Boutique] to build professional relationships and showcase leadership in the care home industry.”
On Facebook, it was Sanders Senior Living which boasted the highest following (2,951), which was spread across its group and individual home accounts. On Instagram, Doveleigh Care dominated with more than 1,000 followers, while on X it was the Rotherwood Group that topped leaderboards.
Individual care homes
The analysis also compared the social media following of the individual homes belonging to the top 20 groups.
Boutique Care Homes’ The Burlington Care Home had the highest overall following (1,100), which came entirely from Facebook. Following close behind was Connaught Care’s Portsdown View Care Home, which boasted 800 over both Facebook and Instagram.
None of the individual homes had
their own LinkedIn accounts, which among the small care groups was usually reserved for overall group pages.
Individual
Lastly, the report ranked each care group by their own social media following, excluding those of their individual homes.
Not only was Facebook utilised, but many of the groups have significant followings on Instagram and LinkedIn.
Boutique Care Homes’ group account topped the leaderboard with 7,200 followers across its Facebook, X and LinkedIn accounts. The three immediately following Boutique were Connaught Care (2,853), Rotherwood Group (2,500) and Doveleigh Care (1,940).
William Walter, the report’s author and managing director of Bridgehead Communications, said: “We’re proud to be launching the first in this year’s series of power list insights. Launched last year, the power lists proved incredibly
popular across the sector. They offered marketing teams insights with which to inform their digital marketing strategy.
“As with last year’s reports, this study offers valuable analysis into social media usage depending on your company’s needs. Our investigation covers recruitment, staff retention, as well as occupancy to help those thinking of formulating or reformulating their social media strategy for their care home or care group.
“The report also considers the advantages and drawbacks of groupspecific social media accounts versus accounts for individual homes, and explores how your group can strike the right balance.
“We’d encourage anyone to get in touch if they’d like to discuss the findings in more detail. We’d also be happy to offer a complementary virtual or in-person teach-in to discuss how care groups can optimise their social media outreach.”
36 OPINION
NCF’s Finn Turner-Berry asks whether a fair pay agreement could work for England’s care staff
ON THE ROAD
CT editor Sam Lewis visits one of the country’s most high-end new care homes
Find out how Dormy Care is getting on with Sensio’s innovative fallsprevention technology RoomMate
Meet the first of this year’s runners-up, who walked away with a £250 Love2Shop voucher
As always, carers have been demonstrating their creativity through fun and innovative events for their residents
Colten Care’s Fernhill dementia care home in Dorset has launched a men’s club so male residents can enjoy DIY activities over a pint and blokey chat. The group’s first project, with support from team members, including care, companionship and maintenance staff, has involved building birdhouses for the Fernhill garden, some of which were sold in aid of charity at the home’s summer fete. Cara Duroe, Fernhill’s companionship team leader, said: “In a chat with residents, it became apparent that some of our men missed having ‘do it yourself’ tasks.”
Residents of Briar House Care Home in Kings Lynn, Norfolk, part of Larchwood Care, are tapping their toes after a donation of MP3 players courtesy of The Purple Angel Dementia Awareness Campaign. The campaign preloaded the players with residents’ favourite songs. Resident Colin Seaman has a playlist full of country and western songs, while other residents vary from old pub songs to Tom Jones.
Residents at two Ross-shire care homes rocked to the sound of Pride as they welcomed performers from the local LGBTQ+ community. Eilean Dubh in Fortrose and Innis Mhor in Tain took part in a two-day Parklands Pride festival,
featuring performances from Inverness singer Sugar Browne, Highland drag queen Venus Guytrap, and Blair Teska from Scottish traditional music band Tuath, accompanied by Jarad Rowan.
Orchard Care Homes’ “Cruise Around Britain” initiative took its 23 homes on a virtual tour of different culinary destinations across the British Isles, with themed events and meals taking place each week for residents. Chatsworth Lodge, for example got the entire home involved in decorating for ‘England week’, turning its drinks trolley into a red double decker bus, while Ashlea Mews Care Home in South Shields, transported its people to London using virtual reality headsets.
To get into the Wimbledon spirit the care teams at Friends of the Elderly’s Malvernbased Davenham, Perrins House and Bradbury Court care homes hosted an inclusive, tennis day for all the residents to enjoy. ‘Malvern-don’ included games
like balloon tennis, basket throw balls, as well as strawberries and cream and a glass of Pimm’s.
Colten Care’s homes in Bournemouth, Poole, West Moors and Longham celebrated National Ice Cream Day over the summer. While some homes welcomed special visits by ice cream vans, others designed their own in-house take. At Brook View in West Moors, companionship team member Jo Vardy dressed up as an ice cream van and went on her own ‘road trip’ complete with realistic catchy jingle. As residents gathered around the garden pond to greet the ‘Jomobile’, they were served ice creams with various sauces and toppings.
The executive chef of Cirencester Park Polo Club Bar & Brasserie came to the rescue when a chocolatier booked by Aura Care’s Stratton Court was unable to deliver a planned talk and demo. Ethan Rodgers helped the home celebrate World Chocolate Day in July by making chocolate tortes and explaining the chocolate-making process.
Residents of Larchwood Care’s Diamond House Care Home in Downham Market in Norfolk welcomed a variety of exotic animals including a scorpion, corn snake, cockroach, giant African land snail, tree
frog, and gecko. The team from Zoo Lab guided the residents through the characteristics of each creature, sparking curiosity and excitement among all who attended.
The Monday swimming club at Whitby’s Peregrine House in North Yorkshire is an opportunity for residents to enjoy a trip to the pool at Whitby Leisure Centre for a quiet swim along with carers from the home. Introduced by home manager Joe Bowman, the club aims to provide physical benefits, lower stress levels, reduce anxiety and depression and help with sleep.
Friends of the Elderly’s Hampshire-based residential care home The Lawn hosted community dog show The Scruffies for the second year in a row. Seating indoors and outside gave all spectators a good view of categories including the sausage eating race and Dog Who Looks Most Like Its Owner. Three residents acted as judges.
England may not have won the Euro 2024 final but residents of Black Swan Care Group’s Beccles Care Home were winners when the home opened its new pub, The Mucky Duck, in time for them to watch the match. Manager Amanda Jackson
said: “We had a small lounge at the home that residents didn’t use very often, but it’s a lovely space, so we decided to build a bar in there and theme it as a pub.”
Margaret, a resident at Excelcare’s Okeley Care Home in Chelmsford, shared fond memories with a team member about days spent with her grandad on his farm riding horses around his land. The team contacted Layer Marney Horse Drawn Carriages, which invited Margaret to spend a day at their stables with their horses. As well as meeting the horses and donkeys Margaret took a horse-drawn carriage ride around the local villages.
Garden gang
HC-One’s Berry Hill Park care home in Mansfield has a gardening club that’s been busy creating quirky ‘bug houses’ to help foster biodiversity, cleaning out pots for more planting, digging out weeds and raking in new compost for raised garden beds, and watering new plants to stop them drying out. Planters have been added to the garden to help grow a range of colourful plants and wildflowers. The planters will also help attract wildlife to the garden area.
They’re lovin’ it
Residents from Ideal Care Homes’ Coppice Lodge in Nottinghamshire
were invited to celebrate McDonald’s 50th anniversary at the local branch in Daybrook where Brian Lawson, 85, and Rose Seston, 99, enjoyed their first ever McDonald’s meal. The residents were greeted and seated at a VIP table. Home manager Sarah Barnes said: “McDonald’s have even offered to visit our home for a pop-up restaurant, which we’re sure will be a huge success. We’re excited to build on this fantastic new community relationship.”
Athena Care Homes’ Langdon House in Cambridge transformed into a circus extravaganza for a Greatest Showmanthemed community fun day, with a stilt walker, clowns, a strongman, free ice creams from Peasgood and Skeates, balloon modelling and a circus workshop. The event raised £434.50 for the Arthur Rank Hospice Charity.
Orchard Blythe care home in Coleshill, Warwickshire, part of the Runwood Homes group, embraced the spirit of horse racing by transforming into a vibrant racetrack for a spectacular Ladies’ Day event. Staff became jockeys for the afternoon, with handmade horses and a course filled with playful obstacles. Residents adorned themselves in hats and fascinators, placed bets and enjoyed strawberries and cream.
We speak with Victoria Osborne, general manager of Berkley Care Group’s Burcot Grange & Lodge in Bromsgrove, Worcestershire as she marks 25 years since she joined the home
Why did you join the social care sector?
I originally joined the care home that I am still at today as part of my Duke of Edinburgh Award. This gave me a taste of how care can make a difference which then led me to pursue my nursing degree.
What do you enjoy most about your job?
Seeing the residents enjoying themselves, smiling and being happy; knowing that I have made a positive difference in their life; and building relationships with residents, families and my whole team. We make the home a big family environment.
Who is your social care hero and why?
I have three big inspirations for my social care journey who are Jane Neary and Mark and Karen Bales.
Jane was my manager when I first started in care. She was a true inspiration, as I could see how much she cared about everyone in the home, and
nothing was ever too much trouble for her.
Mark and Karen were the owners of the home and were very much hands-on. They believed in me and pushed me to achieve my registered manager’s award. They had a keen eye for detail to ensure that all the residents were in a homefrom-home environment. I learnt so much from them both.
What is the one thing you would change about social care?
I wish there were less paperwork and more time with the residents. I’d also like to be able to change people’s perception of what a care home really looks like now, in the modern world.
What in your opinion makes a great care worker?
Someone who is enthusiastic, with a really positive attitude. As it’s not always easy in the care sector, having a positive mindset really helps achieve great
“I wish there were less paperwork and more time with the residents. I’d also like to be able to change people’s perception of what a care home really looks like now, in the modern world."
outcomes. We are always looking for team members who are flexible and will go the extra mile.
What do you do when life all gets a bit too much?
Take a breath and take a walk in the beautiful gardens at Burcot. Remember, social care isn’t a project you can complete; it’s 24/7, 365 days a year. I like to take time out to spend with my family.
What advice would you give your younger self?
You can’t achieve everything in a day. I’d also add: trust in myself and the decisions I take.
Which three famous people would you have to dinner and why?
I only have one person I would really like to speak to, and that’s Florence Nightingale, to ask her what it was like to be a nurse in her time.
What three items would you bring with you on a desert island?
My work bag and my diary, a sun lounger as I’m not a fan of sitting on the sand, and my sun cream to protect myself, even though I still like to get a tan.
What is your secret talent?
Being super organised and having everything written down.
As part of the Digitising Social Care programme’s Clock is Ticking campaign, Rebecca White, business data analyst for learning disability charity Seashell Trust, outlines the difference a digital system has made to residents and staff
Going digital has helped our carers to spot behaviour patterns and signals from young people with learning disabilities and autism, allowing for the planning of tailored activities and care.
I support care managers and teams in our day services and care houses, where young people live in safe, supported, shared accommodation and attend school, college or work-based learning. I signed up for the Topol Fellowship from the NHS Digital Academy to help manage the switch from paper-based records to digital social care records across Seashell Trust’s 10 houses, plus our day services and outreach work. We chose our system from Digital Social Care’s assured solutions list.
I went into it feeling pretty cynical and thinking the first few months would be difficult for the team, but that the benefits would come later. At the end of the first week, not one of the team had had to stay late to write up their notes because they had done it on the job as they went along. During the second week, updating records and notes was so fast that we managed a meeting at the end of each day, giving us time to plan the next day based on the records taken.
We have four young men living in one of the houses, all of whom are very active. Before the online system, notes were
shared via email, and because our staff begin supporting residents as soon as they come on shift, they wouldn’t get to read updates until much later in the day. But the digital care record is picked up at the start of the day on the team member’s work tablet or smartphone. This means we can plan and do activities based on what happened the previous day.
In another home, one young man, who is non-verbal and communicates mostly through gestures and sounds, finds it particularly difficult to change routine. Recently the team started to notice he was showing an interest in doing new things. At certain times of the day, he was signalling something. They realised that it was happening when others were going out for a walk, a sign that he wanted to join them. The team only spotted this pattern because of the digital system, and the detail and timings that it allows us to record. When working with paper, by the time we got to documenting the day, the details and timings were sometimes hard to capture. Even when we did, it was hard to flag or share with colleagues.
Paper was actually a bit of a nightmare in most of our homes. The residents are often motivated by sensory needs, and ripping paper is a very satisfying sensory activity. In practice this meant staff going into a separate room, often at the end of a shift of seven to ten hours, to update records. Switching to digital has been really enriching – staff can make a note of things there and then, and don’t have to step away from residents.
Almost half of residents have previously experienced residential care, whether that is a residential school, care home, fostering or regular short breaks. All our residents have an Education Health and Care Plan (EHCP) or the Welsh equivalent, an Individual Development Plan.
Because we support adults aged 18 to 25 who are making decisions about work, further education and future living arrangements, this is a period
of time where capturing their views is crucial to help them participate in planning their lives. This is one of the major benefits –digital recording can highlight residents’ views in real time and form strong evidence of their preferences and aspirations, even when they may have limited communication. It helps hugely too with the requirements of EHCPs and to prepare for review meetings with social workers. The evidence that goes into those assessments is crucial. Writing reports was formerly time-consuming and we had lots of separate recording systems. Now digital technology does so much of that work for us. It’s all there in the system and so easy to pull together. No one starts working in care because they love writing reports. They come into care to support people, and I have been amazed by how much more we can do with the people we support since we put our digital system in place.
Helen Davies-Parsons, chief executive of care home group Dormy Care, and Lisa Delaney, UK country manager for care tech solutions supplier Sensio, talk to Caring Times about the latter’s RoomMate technology – a system designed not just to detect falls, but to prevent them
Care technology specialist Sensio, which took the plunge and entered the UK market last year, has pioneered a number of products for care companies since it was founded in 2009. The Norwegian business’s RoomMate technology is a falls-prevention solution that is quickly garnering interest among European care companies with operations in Norway, Sweden, Denmark, and now the UK and France as well.
Dormy Care introduced the Sensio RoomMate system recently to the universal approval of its staff, residents and their families. Caring Times enquired about Dormy’s experience with the next-generation falls-prevention device.
What is Sensio and what sets it apart from other falls prevention tech suppliers?
Delaney: Sensio is a European leader in the healthcare technology sector and solves today's and tomorrow's care challenges for the benefit of residents, patients, healthcare personnel and society. We supply sensors, systems and platforms that radically improve the quality and efficiency of healthcare in general and, more specifically, elderly care. This includes solutions for preventing falls, digital supervision, notification solutions, mobile security alarms and a silent nurse call system.
“All of our solutions have longevity built in. Our very first RoomMate sensors are still going strong 10 years later”
– Lisa Delaney, Sensio
has several hundred customers in Norway, Sweden, Denmark, Iceland and the UK. In total, we serve more than 50% of all elderly care providers in Norway, Sweden and Denmark, and have had over 50% annual growth over the past five years. In 2023, we also established ourselves in the UK and France.
Our 200 or so employees have a burning commitment to creating and implementing sustainable products and services that simplify the everyday life of healthcare personnel; this means that there is more time freed up to allow them to care for residents and patients. Our employees are passionate about driving changes within nursing and elderly care in the years to come.
At Sensio, we develop our own software and the most critical parts of the hardware ourselves. We serve our customers with high-quality products through integration partners and directly to end-customers.
Sensio is uniquely positioned to transform aged care in Europe with a strong history of rapid market adoption. Whilst Sensio’s head office is in Oslo, Norway, their UK team has grown quickly over the last 12 months and is now able to service every part of the country.
Likewise, Helen, how does Dormy differentiate itself from its competition?
Davies-Parsons: We always aim to offer an excellent standard of care and service in excellent environments which people really can call home. We select our staff teams very carefully and ensure they have all the support and training they need to deliver the standards we expect. We also ensure that the ladies and gentlemen who live in our homes are supported to maintain their independence for as long as possible. Clearly, this will present risks, and that’s where falls-monitoring comes in.
How did Sensio and Dormy come to work together and why was it the right time?
Davies-Parsons: Although we didn’t have a high number of falls in our homes, I recognised that those living with us were becoming frailer as they were ageing. I had been looking at installing a falls-monitoring system for some time and had reviewed a number of other systems prior to engaging with Sensio.
I met with the team and it was very apparent that their culture matched with ours, which is always a very important consideration for me when engaging
“The customer service we have received has been excellent. From the outset we have been supported and this has continued”
– Helen DaviesParsons, Dormy Care
with new companies.
Delaney: We were delighted to be approached by Helen and her team and it was apparent from our first conversation that this was a company totally focused on care excellence. The Dormy Care communities team were interested to understand how our passive monitoring system, RoomMate, could help to enhance safety while maintaining the independence of their residents for as long as possible.
We believe in working alongside our customers’ care teams in true partnership with a shared objective of keeping residents safe and driving improved wellbeing and better outcomes. It was great to see that there was a real synergy between our values and Dormy’s.
Was it easy to implement the technology in Dormy’s homes?
Davies-Parsons: It was relatively easy to install and the Sensio team supported us in doing this.
What benefits has Dormy seen so far? Is it improving life for residents and staff?
Davies-Parsons: As I’ve already said, we didn’t have a high number of falls in our homes, but it was obvious to me that this might change. The best example would be regarding a lady in one of our homes who would fall on a fairly regular basis. She’s living with dementia and loves her bedroom, but that’s not the safest place for her to be as her risk of falls is high. Putting the RoomMate system in has
reduced the number of falls she has, as staff are able to monitor her without invading her privacy. She is now so much safer and doesn’t have to experience the trauma of visiting the hospital every time to check that she hasn’t hurt herself.
And more generally, how do residents feel about the system?
Davies-Parsons: When we were looking to implement the system on a trial basis, we wrote to all those who might be involved to ask their permission. Everyone agreed to it. Then, after the successful trial and the decision to implement the technology in all of the rooms in the homes, we wrote to everyone concerned to tell them about the system. We also met with families and residents themselves to gather their support. Sensio representatives also attended those meetings. Obviously, the system is only used with those who are at risk of falls and everyone who needs it has consented to its use. We also have DoLS [Deprivation of Liberty Safeguards] authorisation for using it
with those who do not have mental capacity.
What other benefits are there to the RoomMate system?
Delaney: RoomMate is a passive monitoring system which can prevent up to 80% of falls in a care setting. It is not a camera nor CCTV, so resident privacy is protected. It picks up activity that could lead to a fall (for example, sitting up in bed or getting out of a chair) and sends an alert to the care team via their handheld device (usually a mobile phone used for care planning purposes). Care teams can then do a digital supervision to check the nature of the alert, before deciding if the resident needs physical assistance. Where the resident is safe the alert can be acknowledged and closed helping to save time and ensuring care is directed to those residents most in need.
RoomMate also records activity in the room and our reporting system can indicate if there have been any changes in a resident’s activity levels. It uses data to drive an insight which leads to better resident outcomes. At Sensio we have a mission to keep our ageing population safer and enhance wellbeing through great care technology solutions.
In terms of the return on investment, all of our solutions have longevity built in. Our very first RoomMate sensors are still going strong 10 years later. The hardware is built to last and as we improve and enhance our software these updates are pushed out to our RoomMate network. We have some providers who have managed to streamline workflow and redeploy night staff to other areas because there’s no
“It is
not a camera nor CCTV, so resident privacy is protected”
– Lisa Delaney, Sensio
longer the need for nighttime bedroom checks.
Helen, how has Sensio been to work with in terms of customer service?
Davies-Parsons: The customer service we have received has been excellent. From the outset we have been supported and this has continued. We have developed an excellent relationship with key people in the company who continue to work with us to get the best use out of the system. This is obviously beneficial for both staff and those living in our homes.
What else is new at Dormy and Sensio?
Davies-Parsons: We are always looking for the next advancement that will benefit the lives of either our staff or
“I met with the team and it was very apparent that their culture matched with ours”
– Helen DaviesParsons, Dormy Care
the ladies and gentlemen living in our homes, so watch this space.
Delaney: We are European leaders in care technology and are constantly evolving our portfolio of solutions, whether that be to keep people safe in the community or in a care setting.
Laura Taylor, chief executive of Berkley Care Group, reveals her experience of working as a carer for the day at one of the group’s homes
In June, I had the privilege of participating in our annual ‘A Day in the Life’ initiative, a scheme where all central support team members assume front line roles for a day. As the chief executive of Berkley Care Group, I always strive to understand every aspect of our operations.
This is my third year participating in the initiative. Last year, working as a housekeeper was certainly a reminder of how tiring it is to be on your feet all day, as well as how much interaction and input all our team members have with residents.
This year, I was a care assistant. This allowed me to see the home from an entirely different perspective than usual. My primary goal was to fully immerse myself into this role. I didn’t want to be treated any differently to a new carer on their first shift. Despite having some previous experience as a care assistant, I sought a genuine, hands-on understanding of what it’s like to work as a carer in a Berkley home. I made a conscious effort not to set any specific expectations or anticipate the day’s tasks, other than bracing myself to step outside my comfort zone.
I chose to be a care assistant because of my experience in 2022, the first year we ran the scheme. I worked alongside an inspirational carer with extensive experience at the home. Her insights and feedback had a lasting impact on me, influencing several decisions we’ve made since. All our team members work incredibly hard to deliver excellent care. However, for this year’s initiative I wanted to experience ‘A Day in the Life’ through the eyes of a carer once again.
“One of the biggest challenges I faced was the heat, as the day turned out to be one of the hottest of the year”
One of the biggest challenges I faced was the heat, as the day turned out to be one of the hottest of the year. The physically demanding nature of a carer’s work soon became apparent.
I also recognised how important it is for residents to be cared for by people who know them, their needs and their preferences. One resident wanted to try on an outfit for her birthday the following day. We helped, of course, but supporting her with this task took longer than expected. It made me appreciate the challenges carers face in meeting residents’ requests while simultaneously fulfilling their assigned duties.
The most rewarding aspect was working alongside Sam, the carer I assisted, and witnessing her professional, compassionate interactions with residents and their families. Her commitment and genuine compassion stood out. She’s undoubtedly not alone in having these attributes, but I was proud to work alongside someone who naturally embodied Berkley’s values.
It was also wonderful to see feedback about other members of the team who were working in different roles via our WhatsApp group. It created a sense of togetherness and unity.
The entire central support team participated in the initiative. Feedback from participants and those they worked with highlights areas for improvement to consider. For example, our annual Berkley Care Awards was introduced following feedback from our first time trialling the initiative in 2022. This year, discussions are already under way to accommodate uniform changes on hot days.
The initiative’s most significant impact
has been fostering greater consideration of our team members. Understanding the daily experiences of our colleagues in each home is invaluable. We are one team working towards the same goal, and this initiative helps strengthen the connections between support functions and those directly caring for residents and their families.
This humbling experience has not only reinforced my admiration for our team, but it has offered valuable insights into leadership. Leading from a place of empathy and understanding is crucial. By stepping into the shoes of a care assistant, I better appreciate their daily challenges and the small, meaningful interactions that define their work. This will undoubtedly inform future decisions, ensuring they’re grounded in a genuine understanding of our team’s needs and experiences.
Ultimately, 'A Day in the Life' is about celebrating our team and acknowledging the incredible work they do. It’s about promoting understanding and building a cohesive, supportive community. By stepping into the roles of our incredible team, we better appreciate their contributions and ensure we continue to support them in every way we can.
The new Labour government has chosen not to progress charging reform or the training and development fund. After a difficult few weeks for the sector, Finn Turner-Berry, policy, research and projects officer at the National Care Forum, looks at how fair pay agreements might work and makes the case for decisive action and collaboration with social care
CarIt is no secret that there’s a workforce crisis in adult social care. With 131,000 unfilled posts and a turnover rate of 25.8%, the sector is struggling to recruit and retain enough people to meet growing levels of demand. This is not good for the people we support, their families, our existing staff or the sustainability of provider organisations.
Pay really matters. Skills for Care’s ‘Pay in the adult social care sector’ report found that 41% of care workers earn below the Real Living Wage (as of December 2023). Skills for Care’s ‘State of care 2024’ report also found that 80% of jobs in England pay more than the median rate of pay for independent sector care workers. We know that low pay contributes to the chronic staffing problems we see in the sector and levels of poverty among the workforce – one in five care workers live below the poverty line.
To address this workforce crisis and improve quality of care there are several levers that can be pulled in addition to improving care worker pay. The sector has come together in the recent ‘workforce strategy for adult social care in England’ to advise the government on the workforce policy levers available, in addition to improving care worker pay.
“We know that low pay contributes to the chronic staffing problems we see in the sector and levels of poverty among the workforce – one in five care workers live below the poverty line.”
The 70-plus recommendations include implementing clear career pathways, guaranteeing job security and flexibility, and strengthening learning and development opportunities, and are all geared to resolving the staffing crisis.
These are all workforce policy options that, if implemented, could improve the crisis that social care is facing. In light of this, the recent announcements scaling back commitments around the funding available for learning and development funding were a bitter blow, and a joint open letter was published in July registering concern with the new government’s decisions on funding. The National Care Forum was one of the 30plus organisations from across the sector that signed and endorsed this letter.
Clearly, we are operating in a hugely challenging economic market. However, choosing not to progress both charging reform and the training and development fund has ratcheted up concern about the introduction of fair pay agreements in care – in particular, the funding that will be essential to implement the policy effectively.
Labour’s choice to frame fair pay agreements (FPAs) as its flagship social care policy means that the party needs to work with the sector to shape and resource implementation of this policy. This concern merits a closer look at how FPAs might work in practice.
FPAs usually involve a form of collective bargaining, which is the official process through which trade unions represent workers and negotiate anything from an improved pay offer to better working conditions and pensions. Key actors in FPAs are trade unions and employers’ representatives, or employer ‘associations’. In New Zealand, Jacinda Arden’s Labour government introduced the Fair Pay Agreement Act in 2022. New Zealand’s recent experience with FPAs offers valuable learning points that can inform the policy’s development in an English context.
New Zealand’s Fair Pay Agreement Act established FPAs as targeted sectoral collective agreements, in which trade unions and employer representatives negotiate and set minimum terms and conditions for all in a sector (union membership or not). This could be well-suited to social care, as a sector that has low levels of union activity in comparison to other sectors such as health and manufacturing.
New Zealand also gave an employment authority powers to intervene in negotiations and set FPA terms if no employer representatives were found, or if agreements failed to get ratified after two attempts. This offers incentive to get around the table and negotiate fair pay for workers in a quicker manner than pay review bodies might be able to do.
In an attempt to deter employers from paying unfairly in New Zealand, when FPA terms were agreed they were then made secondary legislation and enforced by the government. This meant that any breaches by employers would be considered a breach of law as opposed to a contract. This could give government more teeth when it comes to holding problematic employers to account.
It is, however, important to note that in New Zealand FPA legislation didn’t last long. After being passed in 2022, it was promptly repealed by the National Party-led government which took power in October last year. After a year, FPAs in New Zealand became defunct, and only one sector managed to make progress towards an agreement.
Could FPAs work in England?
Traditionally, the primary function of employers’ associations was to negotiate industry-wide collective agreements with trade unions that set pay levels and pay structures. But since the mid20th century industry-wide collective bargaining has declined and employerlevel bargaining has prevailed as the dominant form of industrial relations in the private sector.
Of course, readers will quite rightly observe that, at present, we don’t have sectoral bargaining infrastructure sufficiently equipped and resourced to support a rigorous collective bargaining role on behalf of a workforce larger than that of the NHS. There is no social care equivalent to the small number of associations that exist in the public sector, one example being NHS Employers. This, however, could change if the government took decisive action.
The scale and complexity of the social care sector should not be underestimated by the new Labour government. 1.6 million people work in adult social care in England working across more than 18,000 (nearly all independent) organisations. Social care providers deliver care in a range of settings and a variety of models of care, from residential care settings for older people to supported-living settings for workingage adults with a learning disability and everything in between.
This diversity and breadth may prove to be the biggest barrier for the new government’s plans – establishing an employer association that appropriately represents the whole sector will be a challenge in itself. And funding to employers to honour the FPA that is reached will be essential if it is to be implemented in a meaningful and sustainable way.
So, are there any other solutions to the fair pay problem that might be simpler? Might a pay review body be the answer? To date, they have predominantly functioned in the public sector, and it’s not clear how the model would translate to a social care context. Also, as demonstrated by recent industrial action, pay review bodies for the NHS and the wider public sector have faced
significant challenges in England.
The expert think tanks have some ideas. The Nuffield Trust and the Health Foundation, for example, investigated the different policy options for improving care worker pay and they put forward five options, from a national minimum wage to pay review bodies. In essence, what matters most for the success of improving pay is political will, action and resources to back it.
Improving care worker pay is not a silver bullet that, if implemented in isolation, would instantly solve the workforce issues in social care. Wider action on workforce development, career pathways and being future-ready is sorely needed, as argued in the government’s recent workforce strategy. Regardless of the approach the government develops, one thing is clear: additional national funding and stronger enforcement will be essential if improved pay for care workers is to be realised. Without funding and better enforcement, the government risks increasing financial pressures on the sector and people who need care.
Taking decisive action on pay would transform hundreds of thousands of lives for care workers across England and as a sector we stand ready to help the government achieve its mission to improve care worker pay.
Sam Lewis pays a visit to the newly-opened KYN Hurlingham, a luxury care home in West London, to find out what sets this most elegant of properties apart from other operators in the sector
KYN Hurlingham isn’t your typical care home. That much is apparent from just one glimpse of its grand Victorian red-brick exterior. Even before the building is in sight, polished KYN (pronounced ‘kin’) advertising posters adorn the lampposts overlooking the quaint, quiet streets of Parsons Green in the Borough of Hammersmith and Fulham, drawing people’s attention to the area’s latest care home.
What’s also apparent is the home’s history, as told in a promotional YouTube video. BBC historian Ruth Goodman hits the nail on the head, saying of the Grade-II listed building: “I don’t think anyone could walk past without realising it was a historic building.”
Goodman explains that the plot was built on in 1853 by landowner Lawrence Sullivan, but surprisingly it wasn’t a stately home the wealthy Sullivan wanted to construct. Having lost his beloved and benevolent wife some years before, the widower decided that the best memorial to her would be to give to society somehow, and so built one of the first schools to offer free education in the UK – what became known as ‘ragged schools’, designed for the poorest members of society.
In the hundred-plus years since it was a ragged school, it has also been an ‘open-air’ school for children with suspected tuberculosis, and a youth club in the latter half of the 20th century,
“The KYN philosophy for care is delivered by having the highest industry ratio of team members to residents, and by working with outstanding people."
with periods during which the building was abandoned altogether.
“This is a building that has, since its very start, been at the centre of local, communal care,” explains Goodman, and since it was opened by the relatively young care company KYN as a luxury home for older adults in June this year, it has continued that honourable and important tradition.
Marking only the second home for KYN (after KYN Bickley in Bromley, Southeast London), Hurlingham is right now the jewel in the company’s small but impressive crown, and will take some beating by the upcoming KYN Kensington (with a distant opening date of 2027) or other future properties. Caring Times has visited its fair share of care homes over the years, but this one could just take the biscuit when it comes to class and design.
Upon entering, visitors might feel that KYN Hurlingham is less care home and more five-star boutique hotel, but this is an ethos that runs deeper than just the interior design. Just look at its choice of hospitality manager, Kim Whitehorn, who Caring Times meets on the day, and whose employment history includes more five-star hotels – including The
Athenaeum, Grosvenor House and the Savoy – than care homes, adding a touch of class to the service on offer at KYN Hurlingham.
Guiding the tour, though, are home manager Jordan Pereira and group brand and marketing director Rosanna Fishbourne, neither of whom appears to find themselves short of passion for the company and its values.
Pereira’s background includes care and nursing degrees in Portugal and the UK, as well as more than a decade working in senior positions in care across the private and public sectors. Prior to the opening of the home, he said of KYN
Hurlingham: “Every detail of what we do has been carefully considered to create a beautiful and enjoyable environment where family and friends genuinely look forward to spending precious time together.
“The KYN philosophy for care is
delivered by having the highest industry ratio of team members to residents, and by working with outstanding people. We recruit the best against a defined set of KYN values, we support them with the best training, and we collaborate with the best leaders in their field.”
Expanding on the topic of its industryleading staff-to-resident ratio, which he and Fishbourne explain is one of its focal points, Pereira tells Caring Times: “The care is totally different from any other care provider, and once again our model is that we have at least two carers to every five residents – or one carer to every 2.5 residents. That doesn’t include nurses, waiters, chauffeurs, etc – that’s just the care staff. Once you factor in all those other staff members it’s more like 2.5 staff members to one resident.”
Discussing what else KYN does differently from other providers,
Fishbourne adds: “We have partnered with excellent collaborators for this home, such as interior designer Nina Campbell, art curator Adam Ellis, a registered nutritionist, as well as regular specialist medical cover via consultant geriatrician Shane Roche.
“Then, in terms of care, the level of home managers we work with is outstanding when you look at their qualifications and experience, as well as managing director Caroline Naidoo who has worked in care for over three decades.
“The tech and innovation we have is another of our brand pillars.”
This last point is an important one for KYN and Fishbourne explains that the company not only likes to lead the way when it comes to care tech, but is also happy to share its findings with other companies operating in the sector.
>
Pereira, showing off one of the elegant bedrooms, states: “This is one of our bespoke beds, which goes straight down to the floor for accessibility. Nina Campbell helped come up with the design so it doesn’t feel so much like a hospital bed.”
He goes on: “This sensor creates an infrared curtain above the bed, so if the resident tries to stand up it will alert the team. This basically replaces the old sensor-mat technology you’d see on the floor, and is a much more advanced technology. If a resident goes to the toilet and doesn’t come back within a set amount of time, then it will alert the team that they should come and check on the resident.
“We also have acoustic monitoring, via Ally Labs. Through AI, as well as sound and motion sensors, the system learns about the resident’s sleep behaviours and patterns. In the event of a deviation from that pattern, it will generate an alert; even in the event of a resident calling for help, the technology will know to send an alert to the team. This means the resident doesn’t have to use a nurse-call system to ask for help.”
As though that weren’t enough, he adds: “Our televisions have full hotelstyle functionality, including emails and messages with the concierge and the team. They can book treatments in the spa, see what is going on today in the planner and lots more.”
Another thing the KYN team is particularly proud of is the lifestyle it
allows residents to lead. Fishbourne says: “The activities-planning in KYN homes is resident-led, meaning we create a personalised programme which aligns with residents’ own interests and hobbies, as well as the opportunity to sample new experiences and learn new skills.”
Pereira dashes off to find this month’s activities planner to illustrate the breadth of choices open to KYN Hurlingham’s residents, while enrichment and wellbeing lead Ana Baiao explains her work, which involves meeting new residents and finding out about their passions, hobbies and preferences, before the team can “build activities around” the residents, as Fishbourne put it.
Once he returns with a very full activities planner in hand, Pereira reveals: “It's not just arts and crafts or bingo. That’s not what we’re about. We also bring in lots of external craftspeople, wellbeing and movement practitioners, music therapists and lecturers. Today we had a pianist, but we also have harpists and all sorts, because music therapy is really important.”
On top of that, residents can expect a weekly one-to-one physiotherapy session, along with two more group sessions.
If the rest of the home – with its quiet library, intimate cinema room and tranquil gardens – isn’t peaceful enough, then residents can book treatments in the spa area, including hair appointments from the hair stylist who regularly visits the home.
Caroline Naidoo
Leading the wider KYN team is trained nurse and managing director Caroline Naidoo. Before the home’s opening in June, she said: “KYN has broken away from the traditional care home model, creating a genuinely uplifting and joyful place to call home. We provide a pioneering approach to care built on our values of holistic wellbeing, supported by highly experienced nurses and carers, AI innovation, modern nutrition and world-class hospitality. In everything that we do, we place a high value on the autonomy of our residents and encourage the nurturing and development of meaningful relationships, in and outside of the home.
“We’re delighted to be opening our second home under Jordan’s leadership. KYN Hurlingham brings our ethos to life in a desirable and historic setting. We aim to enhance quality of life for our residents so that families and friends can have peace of mind in what can be a uniquely difficult time with fastchanging and complex situations.
“Our ethos is informed by the team’s own personal experiences with their families’ quest for care. Our mission is to create the best care home available where we would want our own parents – our KYN – to live.”
Managing director Naidoo has explained that KYN’s conception came from the desire to create homes the team would be happy to house their own parents in, and this they have certainly achieved. It’s a home full of class and luxury, but never gaudy or garish in its design.
Even more crucially, though, she has a team to match. Friendly, caring, knowledgeable and professional to the absolute last, they’re also not afraid to have a bit of fun: when we first meet, Pereira and Fishbourne jokingly admit that they’ve picked out “their rooms”, or the rooms they would like to move into one day, and playfully invite Caring Times to choose its own retirement pad. If only it were a serious offer…
Uniform & workwear for care settings
Easy ordering, saving you time & money
Personalised & knowledgeable UK support
“Managing a care home involves countless details, and uniforms shouldn't add stress. Clothes2order has made our experience effortless with their high quality, reliability, and easy ordering. Their uniforms offer excellent comfort and durability, with easy customisation, allowing us to focus on our residents. Whether for a small facility or a large network, I highly recommend Clothes2order for all uniform needs.”
Steven Hamblett, Operations Director, Sandstone Care Group
www.clothes 2 order.com/healthcare
T&C’s: 20% off with code CT0924. Up to 99 pieces only. Excluding vat & delivery. Expires 20/12/24.
Dave Daniels-Ekarte is head of hotel services at Exemplar Health Care, a nursing care provider for adults with complex needs. Here he discusses the provider’s approach to modified diets, and how meals are about more than just “nutrition”
Every meal served in one of our care homes is not just sustenance; it’s an opportunity to improve quality of life, encourage greater wellbeing and help individuals express their identity.
We believe that everyone, no matter their dietary needs, deserves a choice of great meals. Yet, as a complex care provider, mealtimes may include supporting people with dysphagia, tracheostomies and PEG feeds (percutaneous endoscopic gastrostomy, involving a feeding tube passed through the abdominal wall).
That’s why, from modified textures to allergen awareness and the management of choking risks, every aspect of our culinary offering is carefully tailored to meet the unique needs of each person we support.
Over the past year we’ve upskilled over 150 colleagues, not only to further understand the risks associated with texture-modified food, but also to help them prepare and present food in a more creative and appetising way.
Our training looks at piping skills, so food is presented in a visually appealing and recognisable way, and explores how the flavour of some foods change when modified – helping us to understand why some people may no longer enjoy certain foods once they’ve been modified.
One of the cornerstones of Exemplar Health Care’s ethos is the active involvement of the people we support in everything we do.
Our service user council has a clear focus on co-production, supporting Exemplar Health Care’s decision-making on a wide range of business areas, from marketing and home building, to training and recruitment.
So, it’s no surprise that people have a voice in the foods they consume, and we actively seek their input in menuplanning and meal preparation. By actively engaging people in the menu development process, we’ve been able to
diversify our food and drink offer, while meeting complex dietary needs.
Food is something that, for so many of us, carries important memories or markers of our identity and life.
In getting to truly know each resident and their tastes, preferences and connections to food, we’ve been able to introduce new and exciting dishes like our texture-modified Scouse – a traditional Liverpudlian stew, and the firm favourite of several people we support at our Lakeview care home in Leigh.
Our service user council has also been involved in running our ‘dining round the world’ initiative, taking place this summer. For six weeks, they’ll explore the traditions of six different countries, including traditional foods.
Our focus on texture-modified foods is also central to mitigating choking risks and ensuring the safety and –importantly – enjoyment of mealtimes. With around 10% of the people we support requiring some level of texture modification, we’ve set out to explore innovative ways to enhance the dining experience for every individual.
From Level Six soft foods to Level Four purees, we’re continuously refining our offering to ensure they meet the International Dysphagia Diet Standardisation Initiative framework, while maintaining the delicious flavours and nutritional value people deserve.
By prioritising presentation, we’ve been able to elevate texture-modified food from sustenance to tasty meals. As a result, we’ve received rave reviews from residents and colleagues.
Of course, personalised diets aren’t just about meeting medical requirements; it’s also about overall health and wellbeing. That’s why we’re dedicated to offering a wide range of nutritious options that cater to diverse dietary preferences.
We understand that healthy eating isn’t one-size-fits-all, so we offer an array of plant-based, bean-centric dishes alongside traditional favourites like pies and fish and chips.
By empowering people to make informed choices about their diets, we’re helping to foster healthier eating habits that can last a lifetime.
We’re also taking proactive steps to promote nutritional awareness and engagement throughout our communities. From community garden initiatives to colleague training programmes, we’re embedding a culture of culinary excellence that extends far beyond the kitchen.
There’s no reason why food should stop being exciting and pleasing when someone moves into a care home, or if they need modified foods.
We’re committed to continually adapting our food and drink offer to keep capturing the individual importance of mealtimes for all those we support.
By actively involving people in menu planning, offering a diverse range of nutritious options, and promoting nutritional awareness throughout our communities, we’re revolutionising the way we approach dietary management in healthcare.
Amrit Dhaliwal, chief executive of national home care company Walfinch, offers hints and tips on how to create and support a diverse and inclusive workforce
Care is blazing a trail for diversity in the workplace, and we need to make the most of it. Care managers are vital to that. A wellintegrated workforce that appreciates each other’s cultural differences, will deliver better care to our diverse clients. There are many things we can do to increase diversity of all kinds, but the main qualification for any carer is that they should genuinely care. Diversity is vital, but a caring attitude is not tied to any one community or demographic. Here are some tips I have picked up –often from care managers.
• Recognise the workforce is evolving. The stereotype of a carer used to be a middle-aged white woman. They have been the backbone of care for years, and eight out of ten carers are still women. But in 2022-23, over a quarter (26%) of the adult social care workforce had black, Asian or minority ethnic backgrounds –more diverse than the population of England.
• Be open-minded about who carers can be. In the UK men make up less than 20% of the care workforce, but they make up 32% of overseas recruits to care jobs, In the UK, care may have been seen as ‘women's work’, but it’s not so everywhere. I’m the son of immigrants from the Punjab, and in India (and Africa) looking after your parents is shared between men and women. Having male carers in your team means you can offer clients more choice. I have won council contracts as a result. Young people are underrepresented too: only 8% of the care workforce is under 25 compared to 12% of the economically active population. I was running a care company in my 20s, so I know young people can thrive in care. A diverse team delivers a better chance to match carer to client.
• Create environments where everyone
feels valued and encourage open dialogue. Talking about people’s different cultures at carer get-togethers reveals fascinating stories. The team learns from each other and discovers what unites rather than divides them.
• Implement targeted recruitment. Advertise on community-targeted social media, magazines and radio stations, and sponsor or attend events. Ask job candidates or team members if they know anyone in their community who would like a care career. Use bespoke recruitment. I once had a client who spoke a particular language, and went to some lengths to recruit a carer who also spoke it – with the bonus that we recruited her husband too.
• Support diverse leadership development. While 26% of carers are black, Asian and minority ethnic staff, they only make up 17% of registered managers and 17% of senior management roles. We must help all of those with managerial aptitude to climb the career ladder. Some carers from overseas were doctors and nurses in their own countries. There is lots of untapped potential in carers. The Skills for Care Moving Up programme provides training to help.
• Consider inclusivity training. This is offered by consultants, but you may
well have in-house experts. Encourage your staff from different countries or communities to talk at workplace workshops. Partner-up carers arriving from overseas with someone from the same country, or create a list of relevant local community centres and shops.
• Regularly review diversity metrics. The Social Care Workforce Race Equality Standard Improvement Programme aims to create anti-racist workplaces by collecting data annually that you can use to create your own action plan.
• Request feedback. Ask staff how the organisation is doing on diversity.
Adrian Riley, head chef at Boutique Care Homes’ Suffolk-based Brampton Manor, shares his experience of providing a great dining experience for residents
Tell us about your background in care?
I have had a passion for food from a young age, which led me to attend catering college 24 years ago. Once I was qualified, I worked at various pubs and restaurants, then took the opportunity to join a Four Seasons care home as sous chef. After a few years I got promoted to head chef which I loved, but after 14 years working there a new exciting care home opened, Brampton Manor, in which I was offered the chef role. After a few months the head chef position came my way, which I love and been doing for nearly two years.
What is special about working at Brampton Manor?
The first day I started I was made to feel so welcome and part of the Brampton Manor family, and supported in every way. I love making a difference and seeing the residents’ happy faces every day. Through the year we have many events going on like Easter egg hunts and summer barbeques which the residents, family, friends and team enjoy a lot.
How do you vary your menu to provide choice to residents?
We have a daily four-week rolling menu which changes every three months. The base of the menu is traditional meals. We have fish Fridays, roast dinners on Wednesdays and Sundays, and various pies and stews. Dessert-wise, residents love their various crumbles, puddings, trifles and éclairs. We have monthly meetings with the residents in which they can have their input and say on the menus we create.
How do you meet residents’ nutritional and health needs?
We get our nutritional information from the clinical team, which helps support us in providing all the requirements needed for good nutrition. We are trained in modified diets which means we can give food with the right texture. On top of that we monitor diets for weight loss or gain, as some residents require
fortified milk and meals or milkshakes in between meal times. There are also extra choices during mealtimes if the residents fancy something different.
How do you care for residents with dementia?
We have adapted cutlery and offer same day choices and presentation plates for the meals so the residents can do a visual choice. We find residents really benefit from seeing the meals first to support decision-making. Also, menus are created in bigger print and clear style of writing for those with visual impairments.
What’s your most popular dish?
Always the classic fish and chips or roast dinners – they are on all year round. The residents like their Sunday supper buffet
follow.
What’s your favourite dish?
I love my Asian food as I have spent time out there. I do also like my pastry dishes as I have a sweet tooth.
How do you make the dining experience special for residents and families?
Mealtimes are the most important time of the day, it means a lot to everybody. We are very open for family and friends to join at mealtimes. We have a very comfortable dining room in which they can relax. Throughout the year we have theme days like Chinese New Year, summer parties and Christmas Day, making it as special as we can for all the residents.
Sibongile Sihwa takes home the first of the runner-up certificates for this year’s Ontex Care Heroes Award, along with a £250 Love2Shop voucher
Ontex, once again working in association with Caring Times, is proud to announce the first of the runners-up for the Care Heroes Award for 2024.
There are thousands of people working in UK care homes who make a real difference, whether it’s behind the scenes in the laundry room, preparing meals in the kitchen or providing direct personal care for the residents. The Ontex Care Heroes Award seeks out and recognises those who go beyond the job description.
Whether it’s the gardener who brings residents their favourite cookies or a housekeeper who helps residents to rediscover their hobbies, the award is designed to shine a spotlight on those who bring a little bit of extra joy into the care world.
“We’re excited to again sponsor Care Heroes,” said Ontex marketing manager Nicole Fenton. “It was tricky selecting the winners due to the many worthy nominations submitted. Our winners really have gone above and beyond in the workplace, so it’s lovely that they are recognised by their colleagues, residents or family members who have nominated them.”
For this year’s Care Heroes Award, Caring Times invited three runners-up and the overall winner on stage at the Care Managers Show at the National Exhibition Centre in Birmingham at the end of June to receive their certificates and prizes.
“What sets Sibongile apart is not just her reliability, but her unwavering willingness to go above and beyond in times of need."
The winner and runners-up were selected after what was the most competitive Care Heroes nominations process yet.
As well as receiving their certificates, each of this year’s Care Heroes was awarded a Love2Shop voucher – £250 for runners-up and £500 for the overall winner.
Over the coming months, we will be spotlighting each of the runners-up and, lastly, the winner, with a page in the magazine.
Our first runner up is Sibongile Sihwa, support worker at Dimensions Healthcare.
Here’s what her colleague had to say about Sibongile’s unwavering dedication to her role: “Sibongile embodies the epitome of dedication and compassion within the UK care sector. As a support worker, her commitment extends far beyond the confines of her job description, making an indelible impact on the lives of those she cares for and the entire community around her.
“What sets Sibongile apart is not just her reliability, but her unwavering willingness to go above and beyond in times of need. During a particularly challenging period from January to March, when two of her colleagues fell ill, Sibongile didn’t hesitate to step in and cover their shifts. Her energy and dedication shone through as she worked tirelessly to ensure that residents with learning disabilities received the care they deserve.
“Beyond her remarkable work ethic, Sibongile’s approach is marked by a genuine concern for the holistic wellbeing of those under her care. She understands that her role extends far beyond merely attending to physical needs; rather, she seeks to nurture a sense of belonging and joy within the care home. Whether it’s through small gestures like bringing residents their favourite cookies or facilitating activities that reignite their passions and hobbies, Sibongile consistently
goes the extra mile to brighten their days and uplift their spirits.
“But Sibongile’s impact transcends the confines of her workplace. Her selfless dedication and compassionate approach serve as an inspiration to her colleagues and the broader community alike. By embodying the values of empathy, kindness and service, she not only enriches the lives of those she directly cares for but also fosters a culture of compassion and support that reverberates throughout the entire care home.
“In a field where burnout and turnover rates are often high, Sibongile stands as a beacon of resilience and dedication. Her tireless efforts and unwavering commitment to those in her care serve as a testament to the profound difference that one individual can make within their community. Sibongile Sihwa is not just a support worker, she is a true unsung hero whose impact resonates far and wide, leaving an enduring legacy of compassion and care. She is more than deserving of recognition and appreciation for her remarkable contributions to the UK care home sector.”
Columnist Norrms McNamara, who lives with dementia, reflects on the potential for new government to improve the lives of care recipients, especially those with dementia, and discusses the Purple Angel dementia campaign
Well, that’s a change of government sorted, or is it just a change of management? You choose, but here at the Purple Angel dementia campaign we don’t have any political or religious affiliations thankfully, but that doesn’t mean we don’t have a voice. What we will be asking by direct contact is how the new government will help those with dementia and how are they going to improve things.
Is the government actually going to start listening to those who really know what they are talking about: the carers who do this 24/7, both paid and unpaid, or the loved ones who didn’t plan to become a carer but had too? I am asked so often about the success of the Purple Angel campaign, how we became so well known all over the UK and how we are now called the Global Purple Angel campaign, as we are recognised in so many countries around the globe. Similarly, we are also asked how we have managed to hold the World Rocks Against Dementia event globally for the past 11 years, with many events being held annually in so many countries. My answer is always the same.
Quite simply, for years the way things have run can be described with the use of a triangle shape, where the chief
executive sits at the top, underneath are the directors, beneath them the area managers, then managers and then the workforce. I myself come from management and have seen this so many times, but I also believed in and taught my staff the importance of ownership and responsibility. What we did here at Purple Angel was to turn that triangle upside down and ask the workforce what they thought would work, how they would do it better, and what practices are best on a day-to-day basis.
We found that so many practical,
workable, realistic ideas came to fruition through this kind of thinking; by the time these were put in place, those higher up the chain were absolutely amazed at the positive changes. Those on the coal face, as we call it, know their stuff. They are doing this 24/7, so why wouldn’t you ask them what’s best?
Our booklet about dementia is called ‘A Helping Hand’, and we have sent out thousands of copies electronically to organisations around the world, all for free. The reason it’s so popular is this: it’s written by carers (or caregivers if you are in the US), people with dementia and their loved ones, meaning it is all real advice from those in the know.
So much can be done by just a few. We at Purple Angel are all volunteers around the world and not one of us is paid in any way for what we do. We do it because, quite simply, we just want to improve the way those less fortunate than ourselves live their lives.
Now over to you, Sir Keir.
Till next time…
Norrms is diagnosed with Lewy bodies dementia.
