The Carer #76 January/February 2025

The Carer is published by RBC Publishing Ltd, 3 Carlton Mount, 2 Cranborne Road, Bournemouth, Dorset, BH2 5BR. Contributions are welcome for consideration, however, no responsibility will be accepted for loss or damage. Views expressed within this publication are not necessarily those of the publisher or the editorial team. Whilst every care is taken when compiling this publication to ensure accuracy, the publisher will assume no responsibility for any effects, errors or omissions therefrom. All rights reserved, reproduction is forbidden unless written permission is obtained. All material is assumed copyright free unless otherwise advised.

EDITOR'S VIEWPOINT

THE CHALLENGES IN 2025

As we embark on another year, I’d like to take this opportunity to thank our readers and advertisers for their continued support.

If you haven’t already, we do encourage you to sign up for our weekly digital edition, which is published every Wednesday, the care sectors ONLY weekly title!

We are proud to say we even ensured issues were released on Christmas Day and New Year’s Day—because the news in this vital sector never stops.

As we look ahead, the challenges facing the care sector in 2025 remain as pressing as ever. According to sector organisations and commentators, the upcoming months could define the future of adult social care in the UK.

Rising employer National Insurance Contributions (ENIC) and an increase in the National Minimum Wage (NMW) are set to weigh heavily on care providers. While no one would begrudge hard-working care staff a well-deserved pay rise—especially after the sacrifices made during the pandemic—these additional costs must be funded. The sector simply cannot “pull them out of a hat.”

On top of this, the burden of rising energy costs continues to grow, further exacerbating the financial pressures already threatening care providers.

As highlighted in the Sector Pulse Check Report (see page 9), 2025 begins with the stark warning that the sector is “on the brink of collapse,” with over 90% of providers citing workforce costs as their greatest concern.

It is going to be interesting—and crucial—to see what actions the government takes between now and April to avert a crisis of its own making. This is not a new issue; sector leaders have been warning about these pressures for years. Yet, the time for action is rapidly running out.

On a lighter note, we are excited to announce that THE CARER will be exhibiting at both UK CARE WEEK and the Alzheimer’s & Dementia Show, both taking place at Birmingham’s NEC in March. These events will provide an excellent opportunity for us to engage with the sector directly, and we welcome your views as we lead into April and the proposed changes.

Lastly, a big congratulations to Linden House care home in Somerset for winning our Christmas Tree Decoration competition! Their beautifully decorated tree, featuring handmade decorations crafted by residents and staff, was truly inspiring. We received a wonderful response from homes across the UK, and we were delighted to see the creativity and community spirit shine through. Very well done to all who entered!

Here’s to a productive and hopefully positive year ahead. Let’s face these challenges together.

I can always be contacted at editor@thecareruk.com

EMAIL: sales@thecareruk.com

WEBSITE: www.thecareruk.com

EDITOR Peter Adams

SALES EXECUTIVES

Sylvia Mawson

David Bartlett

Guy Stephenson

TYPESETTING & DESIGN

Matthew Noades

PRODUCTION & WEB ADMIN

Charlene Fox

Published by

Editor Peter Adams

CQC Backlog Sparks Widespread Concern

Leading to “Months with No Response”

(CONTINUED FROM FRONT COVER)

PERSISTENT IT FAILURES AND SYSTEMIC ISSUES

A critical factor contributing to the backlog is the failure of the CQC’s newly implemented IT system.

Sir Julian said that problems with the new IT platform were identified as the ‘number one reason’ for severely hampering productivity and causing widespread frustration among staff.

Sir Julian acknowledged that these issues have taken a toll on employee morale, with many staff members reporting mental and physical health challenges linked to the technological breakdowns. staff stress, low morale and poor wellbeing, with 33% of staff experiencing ‘physical and mental distress’ as a result of the implementation of the new system.

“The backlog includes cases that should have been addressed within a 10-day response timeframe,” Sir Julian explained. “We process around 800,000 notifications annually, and it is imperative to prioritize cases based on urgency while providing regular updates on our progress.”

FAILURES “EXTRAORDINARY”

Ian Dilks, outgoing Chair of the CQC described the IT failures as "extraordinary," citing instances where staff began work on reports only for them to become irretrievable. He noted, "No one would design a system to lose reports in the middle of processing."

“We have reports that go back for some months that are stuck in the system. People can’t get them back out” he said.

“I would love to be sitting here saying, as the outgoing chair, that this organisation is in a much better shape than everybody thought it was, and I can’t say that, for which I am personally very sorry.”

He also told the committee that he had not had regular meetings with the health and social care secretary or the relevant minister under the previous two governments, which Moran said after the meeting was “incomprehensible”.

Dilks said CQC had decided it needed to change in 2018 and had commissioned consultants two years later.

It then decided in 2021 to carry out “a much more ambitious strategy”. But it was not until the end of 2023, when new technology was being deployed, “that the scale of the problems really became obvious”.

He said that some of the strategic decisions were “not the right decisions”, the strategy was “too ambitious”, the technology failed to “deliver”, and CQC failed to “engage well enough” at the beginning of the process with its own staff.

ACT SWIFTLY

Labour MP Jen Craft voiced particular concern over the potential safeguarding risks posed by the delays, noting that some unresolved notifications date back to late 2023. “This backlog threatens the integrity of our care standards,” she stated, urging the CQC to act swiftly to address the deficiencies.

Layla Moran MP, chair of the committee, described the situation as deeply concerning. She emphasized the need for urgent improvement, stating:

“We are shocked by the extent of the backlog at the CQC. It is critical that the regulator moves swiftly to address the deficiencies highlighted in the Dash review. We will closely monitor their progress to ensure they restore credibility and fulfil their obligations to providers and the public.”

FUNDAMENTAL RESET

The backlog has reignited debate over the CQC’s operational structure and long-term viability. An internal review and the Dash Report, commissioned by the government in 2023, both identified systemic failings and called for a “fundamental reset” of the regulator, highlighting 10 areas of concern:

1. Poor operational performance

2. Significant challenges with the provider portal and regulatory platform

3. Delays in producing reports

4. Loss of credibility within the health and care sectors

5. Concerns around the single assessment framework (SAF) and its application

6. Lack of clarity regarding how ratings are calculated and how the outcomes of previous inspections are used to calculate current ratings

7. Opportunities to improve CQC’s assessment of local authority Care Act duties

8. ICS assessments are in early stages of development with a number of concerns shared

9. CQC could do more to support improvements in quality across the health and care sector

10. Opportunities to improve the sponsorship relationship between CQC and the Department of Health and Social Care.

The report found a ‘stark reduction’ in operational activity over recent years, with the number of inspections and assessments carried out in 2023 half that of 2019 (6,700 in 2023 compared to 15,800 in 2019).

The review found that CQC ‘lost its credibility’ within the services and providers it inspects, with a ‘lack of consistency’ and transparency

observed in CQC ratings of GP practices and within the services and providers it inspects, with a "lack of consistency" and transparency observed, with an estimated 672 care homes currently unrated.

The backlog has reignited debate over the CQC’s operational structure and long-term viability. An internal review and the Dash Report, commissioned by the government in 2023, both identified systemic failings and called for a “fundamental reset” of the regulator.

LOST CREDIBILITY

The damning review found that CQC ‘lost its credibility’ within the services and providers it inspects, with a ‘lack of consistency’ and transparency observed in CQC ratings of GP practices and within the services and providers it inspects, with a "lack of consistency" and transparency observed, with an estimated 672 care homes currently unrated.

Another internal review, carried out by the CQC itself, at the same time found that a ‘fundamental reset of the organisation is needed’ and that the regulator ‘will never be able to deliver on its objectives’ if the current structure is maintained.

The CQC has introduced changes to its assessment framework, including a move to quality statement-level scoring, aimed at accelerating evaluations. However, critics argue that these adjustments, while well-intentioned, fail to address the root causes of inefficiency and operational challenges.

Single-word ratings, a contentious element of the CQC’s inspection model, remain under review. Sir Julian acknowledged the need for simplicity and clarity for the public but emphasized that internal inefficiencies must take precedence in the short term.

REBUILDING TRUST

The CQC has committed to taking “urgent action” to address the backlog and implement the recommendations from the Dash Review. A spokesperson for the regulator stated: “We understand the urgency of these challenges and are focused on delivering more timely assessments while rebuilding trust in our processes.”

Speaking after the session, committee chair Layla Moran said: “The CQC told us that the organisation currently has a backlog of around 5,000 notifications of concerns, which include ‘major issues of concern’ from staff and members of the public.

“It is not acceptable that concerns being flagged to the regulator are going months without a response.

“We impress upon the CQC that it must work at pace to address the shortfalls identified in the Dash review. We will be closely following what work the regulator does to remediate its current state and restore its credibility.”

Equality and Diversity in Health and Social Care

By Helen Burgess, employment partner at Gateley Legal

Walk in to a health or social care facility and you will likely see a diverse group of people being cared for – of all ages, backgrounds, nationalities and races. While it is common to see strong levels of diversity amongst those being cared for, more could be done to enhance the diversity of those who work in the sector. Research from Skills for Care shows that fewer than 10% of care industry workforce is under the age of 25 and only 18% of those working in the industry are male. WHAT VALUE DOES DIVERSE TALENT BRING TO THE HEALTH AND SOCIAL CARE SECTORS?

Like all sectors, health and social care would see a number of tangible benefits from an increase in diversity amongst its workforce. These include:

More diverse and creative idea generation – the ability to solve issues and come up with new solutions is enhanced with a diverse workforce, as people look at situations differently from one another and come up with more ideas from differing perspectives. Their lived experiences are also different so they can put forward ideas to benefit others with the same lived experiences.

Greater understanding of those in care – the more diverse your workforce, the more your employees will be able to support those in your care. For instance, you may have someone in your care whose first language is Spanish, so having a Spanish speaking employee means they can communicate more easily.

HOW TO ATTRACT MORE DIVERSE TALENT

To attract a more diverse talent pool, employers need to cast their net more widely and target talent through different channels than they may be used to.

Take for instance the above research by Skills for Care which showed that fewer than 10% of the care industry workforce is under the age of 25 – what can be done to target younger candidates? Employers should be promoting themselves in places that young audiences will look, whether that be college or university careers fairs, or on social media platforms such as Instagram or TikTok. It’s important for employers to know where different demographics of talent search for roles, in order to be able to target them successfully.

Employers should also make job descriptions as inclusive as possible – avoid using care specific jargon or acronyms, which will alienate those who have no experience within the industry.

IS DIVERSITY A

LEGAL REQUIREMENT?

Diversity within a workforce is not in itself a legal requirement, but there are legal protections against discrimination. The Equality Act 2010 protects people from discrimination, both in the workforce and wider society. Under the Act, employees and job applicants have statutory protection against discrimination on grounds of nine ‘protected characteristics’ which include age; disability; race; sex; sexual orientation; religion or belief; gender reassignment; marriage or civil partnership; and pregnancy and maternity.

Therefore, if a candidate believes they are being overlooked for a role, or an employee believes they are being mistreated, based on one of the above protected characteristics, then employers can find themselves in hot water with a claim of discrimination.

Therefore, not only does diversity enrich the workplace, it is also a legal requirement not to discriminate against someone because of any protected characteristic.

CHALLENGING DISCRIMINATION IN CARE

Discrimination in care would tend to fall into three categories: discrimination shown by an employee towards a patient, discrimination by a patient shown to a carer, or discrimination shown by one colleague to another. In all cases the employer could be liable.

In all three instances, discrimination should not be accepted, and employers should have official reporting channels where anyone who is a victim of discrimination can report it.

It is good practice for employers to get on the front foot when it comes to stopping discrimination, and this can be done by making sure that all stakeholders are aware when they join the organisation (in the case of employees) or are being cared for (in the case of a patient) that there is zero tolerance of discrimination in any form and that the organisation encourages people to report it. All reports should then be treated seriously and swiftly.

CONCLUSION

Those who rely on the care sector come from all walks of life, from different religions, races and nationalities, to name a few. Therefore, it is important that those providing the care are equally as diverse, to ensure that the caring requirements of people from different backgrounds are understood and respected by their carers. Diversity enriches a workplace, making it more vibrant and improving the culture, so it’s important for the care sector to embrace it.

New Guidance To Encourage And Support Employers To Hire People With Convictions In The Adult Social Care Sector

In a groundbreaking publication, Working Chance and Care England have launched new guidance to encourage and support adult social care organisations in considering candidates with criminal convictions during recruitment. This pioneering effort aims to dismantle barriers and highlight the significant benefits of employing individuals with experience in the criminal justice system.

The joint publication provides practical advice on how hiring individuals with convictions can address staff shortages and foster a more inclusive and diverse workforce. By prioritising a candidate’s skills and experience over past mistakes, employers can tap into a pool of talented, dedicated individuals eager to make a positive impact in their communities.

Natasha Finlayson OBE, Chief Executive of Working Chance, said: “People with convictions are often overlooked when employers think about attracting talent or enhancing their organisation’s diversity. Hiring people with convictions has many benefits for employers and communities, so there’s much to be gained by changing recruiting practices for the better. I hope you’ll come

away inspired to open up more opportunities in your organisations to people who need someone to believe in them.”

Professor Martin Green OBE, Chief Executive of Care England, said: “Opening our doors to people who have moved beyond a past criminal conviction can make good sense for our organisations and the people we exist to serve. This guidance provides an important first step in understanding the benefits and offers practical, actionable steps to make inclusive hiring a reality.”

The guidance comes at a critical time for the adult social care sector, which is facing difficulties in finding the right staff for the right roles. The 2024 HfT and Care England Sector Pulse Check report outlines recruitment and retention of domestic workers, pay, and high attrition as key challenges facing social care. By joining forces, Working Chance and Care England hope to change the narrative around hiring individuals with convictions and demonstrate the significant benefits of a more inclusive approach to recruitment.

For more details and to download the full guidance, please visit https://tinyurl.com/yu3pax9f

Young Carers In The Spotlight: Meet Phoebe Layfield, Employee Of The Year At Burnley Home

works with.

The home offers residential and dementia care for 70 residents Speaking after winning the award she said: “I was aware of the employee of the month awards, but the one for the year was a total surprise.

“It feels really nice to be recognised and I feel extremely proud.

“I really enjoy working in care, my role includes supporting residents in everyday needs, including general care and mobility.

“The residents and staff at MHA Heather Grange are great, they are easy to work with and we all get along really well.

“The home’s atmosphere is what makes it a great place to work.

“I am so glad I decided to join just over a year ago and I am very happy with where I am.

“Working in social care you do need to have certain attributes like being compassionate and caring.

“For me, I want to make a career in care, progress forward and hopefully become a nurse.”

Lack Of Reform Is A “Scandal That Shames The Country” Say Providers

Thousands of people have been cheated out of a good quality of life due to years of inaction on social care reform, providers have said.

As the Health and Social Care Committee inquiry into the cost of inaction on social care began, the provider organisation, The Independent Care Group (ICG) said the lack of reform is a scandal that shames the country.

It is 14 years since the publication of the Commission on Funding of Care and Support’s ‘Fairer care funding’ report by Sir Andrew Dilnot. The committee, chaired by Layla Moran, is discussing the impact of inaction on social care in that period.

But the ICG says the period of inaction goes back over three decades and called for action to prevent even more people from going without the care they need.

ICG Chair Mike Padgham said: “Thousands of people being cheated out of the care they need to enjoy a good quality of life is the real cost of inaction on social care, which goes back three decades, not just 14 years.

“Whilst the Government has announced a commission on social care, we agree with Sir Andrew Dilnot when he told the committee today that it shouldn’t take three years for that commission to report. It needs strong political leadership to make it happen.

“We have now reached a point where there are 2m people living without the care they need and very little sign that things are going to get any better, with the current Government looking intent on kicking the issue down the road again.

“In 2025 that shames the country and shames politicians who have let it get so bad.”

The ICG is worried that the Government’s commission on social care will delay tackling the crisis.

Mr Padgham added: “The commission is welcome and as care providers with lots of expertise, knowledge and experience, we are keen to work with

Baroness Casey and contribute to that process.

“But we are also very keen that it isn’t used as another delaying exercise and that action to improve social care happens in the meantime.

“We know the commission won’t report for the first time until at least mid-2026 then again in 2028 and who knows how long it will take to implement any recommendations. People going without care and providers who deliver care cannot wait that long for things to change.

“In the meantime, we call on the Government to take immediate action, invest the minimum £2bn extra needed to tackle short-term issues, pay social care staff properly and in line with their NHS colleagues and get on with creating a National Care Service that brings NHS and social care together under one roof.

“We can’t delay. After all, you don’t let rain fall into your home while you get a quote for a new roof.

“The Government is intent on reforming the NHS, but we cannot do that without fixing social care and we cannot wait until 2026 and beyond for that to begin.

“The warnings are very clear. The rise in Employer’s National Insurance Contributions and increases in the National Living and Minimum wages will add £2.8bn to providers’ costs and create real hardship this spring so we need action now to save the sector from further loss of provision.

“A survey of providers by the Care Provider Alliance found that 22% were planning to close their business; 73% will have to refuse new referrals from local authorities or the NHS; 57% planned to hand back some contracts and 64% feared having to make staff redundant.

“Years of inaction have taken a very heavy toll on people who need and rely upon social care and upon those who provide it. We cannot and must not wait any longer for reform to begin.”

What The Employment Rights Bill Means for the Care Sector

By Hannah Strawbridge, an experienced Employment Solicitor and Tribunal advocate and founder and owner of the award-winning Han Law Co

part of the new Labour government's "Plan to Make Work Pay," which seeks to grow the economy, raise living standards, and create opportunities for all. As part of this, the bill proposes the establishment of an Adult Social Care Negotiating Body.

WHAT IS THE ADULT SOCIAL CARE NEGOTIATING BODY?

The Adult Social Care Negotiating Body is a group that will be set up to decide how much adult social care workers should be paid and what their working conditions should be like. This group will include representatives from both unions and employers, ensuring that agreements are fair and reflective of the needs of both workers and employers. Once decisions are made, the government will have the authority to authorise these agreements, making them binding for adult social care employers. Primarily the founding of this body is to ensure that the rights and well-being of social care workers are looked after and will help to ensure fair pay and good working conditions.

WHAT IT MEANS FOR THE SECTOR

As with any changes to legislation there are pros and cons. The Adult Social Care Negotiating Body is necessary because it aims to address several key issues in the social care sector: Improved Pay and Conditions: The establishment of the negotiating body is expected to lead to better pay and working conditions for social care workers, addressing long-standing issues of low pay and job insecurity.

Enhanced Job Security: The bill aims to end exploitative zerohours contracts and introduce rights for workers to receive reasonable notice of shifts and payment for shift cancellations. Social care workers often face job insecurity, with unstable hours and contracts. By setting clear conditions for employment, the negotiating body can help improve job security.

Worker Representation: By including representatives from both unions and employers, the negotiating body will ensure that the voices of social care workers are heard and that their concerns will be addressed directly.

Quality of Care: Better pay and working conditions can lead to higher job satisfaction and retention rates. This means more experienced and dedicated workers, which ultimately improves the quality of care provided to those who need it.

Consistency: Having a centralised body to set pay and conditions will help to create consistency across the sector. This means that all social care workers, regardless of where they work, can expect fair treatment.

Whilst there are many positives with regards to these new changes, there are also a few concerns and challenges that cannot go unmentioned.

FUNDING CONCERNS

The government has not yet provided detailed plans on how the measures affecting social care will be funded. This lack of clarity has raised concerns among providers, who argue that current funding levels are inadequate to cover the costs of the proposed improvements. Without adequate funding, there is a risk that the reforms may not be fully implemented, undermining their intended benefits.

One thing that can be said is that the introduction of the Employment Rights Bill, with the establishment of the Adult Social Care Negotiating Body, marks a significant milestone in the efforts to improve the working conditions and pay for social care workers in the UK. It addresses the long-standing issues of low wages and job insecurity, and this bill has the potential to enhance the lives of those who dedicate themselves to caring for others.

However, the success of the proposed reforms will depend on addressing funding concerns and ensuring that the negotiating body can effectively implement and enforce its agreements. Stakeholders will need to work together to find sustainable solutions that support both workers and employers in the social care sector and with careful planning and support, it can lead to a more equitable and secure future for those in the social care sector.

Expert Water Sampling Services Throughout The UK

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The Employment Rights Bill, a new legislation to modernise and enhance employment rights across the UK, was introduced to Parliament in October 2024. The bill forms

Average Private Care Home Fees Up 9%

Year-On-Year Underpinned By A Shortage Of Beds

Occupancy levels across private care homes in the UK have returned to, and in some cases exceeded, the pre-pandemic long-term average to reach 88%, according to Knight Frank’s 2024 Healthcare Trading Performance Report. The figure represents a 2% increase on 2023 and is the highest average occupancy rate since 2019, as structural trends continue to fuel requirements. Occupancy levels fell almost 10% in 2020 to 79% with the sector now having witnessed a full recovery, having seen steady annualised increases in line with growing demand from an ageing population across all regions.

The global property consultancy surveyed 80% of the UK’s corporate care market, which comprises over 100,000 care beds across 781 towns and cities. Higher occupancy levels have seen average weekly care homes fees grow 11% year-on-year and is currently £1,182 per week. As a result, earnings before interest, taxes, depreciation, amortization, rent, and management fees (EBITDARM) across the private care home sector has increased 26% in 2024.

London (14%) saw the highest yearly increase in fees, with the North East (60%) representing the highest proportion of self-funded care residents across the country. Northern Ireland witnessed the highest yearon-year growth out of all UK regions, with occupancy increasing 6.4%, followed by Wales which witnessed a 5% rise across its private care homes.

Knight Frank’s research found that 63% of residents in private pay or self-funded homes fall within the over 85 age bracket, compared to 46% in local authority homes. This reflects both the general wealth profile of this higher age demographic as well as the specialist acute care required. The UK’s over-85 population is expected to grow significantly over the next 15 years, from 1.6 million (2.5% of the total population) to 2.6 million (3.5%). Dementia care beds face a particularly acute shortage, with requirements currently outstrip-

ping supply by approximately 10%.

Staffing costs continued to increase, in line with previous years, rising 7% and the average annual cost per resident currently standing at £35,299. However, improved operating margins, evidenced by EBITDARM growth have meant that staffing costs as a proportion of overheads per facility have decreased 5.7% yearon-year. Annual property costs per bed have decreased 1% year-on-year to £3,794, while food costs rose 13% to £2,222.

The bifurcation in performance is evidenced by homes with an ‘inadequate’ CQC rating trading at a margin of 2%, compared to homes with an ‘outstanding’ rating, which trade at a 30% margin. Currently just 5% of homes in the UK have an ‘outstanding’ rating, which is what future investment will increasingly focus on delivering. Homes between 60 to 100 beds were found to be the most profitable, with those facilities operating at margins of around 28%.

Julian Evans, Partner and Global Head of Healthcare at Knight Frank commented: “The healthcare sector’s performance has continued to reflect its robust underlying growth fundamentals, with an ageing population creating supply side pressures for good quality single-bed facilities across the UK. Growing occupancy and property income levels have coincided with inflationary pressures moderating, which means that higher volumes of capital will target opportunities within a sector facing a shortage of quality stock. Despite headwinds in recent years, which have led to higher operating costs, quality care homes in areas with the right demographic profile continue to operate with remarkable resilience given they meet an essential societal requirement.”

Class Of 2024 Graduate From The Barchester Chef Academy

With expert guidance from Barchester’s Hospitality Development and Standards Manager, Mervyn Knights, 38 talented chefs – the Class of 2024 – have just completed a year’s training and graduated from the Barchester Chef Academy.

The Academy is the brainchild of Knights, who joined Barchester 22 years ago as a Kitchen Assistant and worked his way up through the ranks to head chef and then to his current position as part of the team overseeing hospitality training across the whole of Barchester. Along with the rest of the hospitality team, it is Mervyn’s job to ensure that the food being produced in all of Barchester’s 264 care homes and private hospitals for residents and patients meets Barchester’s very high standards in terms of quality, taste, nutrition and presentation, and that dishes are being prepared to the exact requirements of our individual residents.

The Barchester Chef Academy helps chefs to both hone their skills and learn new ones, covering many different modules including cooking for residents living with dementia, budgeting, balancing flavours, minimising wastage, presentation skills and so much more. The 38 chefs who completed this year’s course were full of praise for all they had learned; the chance to perfect new techniques and recipes, share hints

and tips, to network and make new contacts and to expand their skill set. Back in their divisions, these chefs will help to train the hospitality teams in their sister homes.

Speaking about the Academy’s success, Mervyn Knights commented: “I am absolutely delighted at how well the Academy has been received by everyone who attended the course, it has been such a positive experience for all involved.

We are already planning and recruiting the Academy’s new Class of 2025 who I know will go on to achieve great things, just as our 2024 chefs have.”

Dr Pete Calveley, CEO of Barchester Healthcare, added: “The Chef Academy is a wonderful initiative which is going from strength to strength each year under Mervyn’s excellent leadership.

I have the pleasure of sampling some of the fantastic dishes produced by our talented chefs each year and I am always impressed by the high standard of cooking and by how beautifully everything is presented.

I am incredibly proud of all of the chefs that took part in the Academy in 2024, I know they produce wonderful food for our residents and patients, cooked to their individual preferences, every single day.”

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Elevating Care Home Healthcare: The Transformative Role of Advanced Clinical Practitioners

By Sajjad Nandjy, Director of Clinical Governance and Quality Assurance, Langdale Care Homes

(www.langdalecarehomes.co.uk)

In the ever-evolving landscape of care home healthcare, the pursuit of clinical excellence is a journey that demands dedication, a passion for innovation, and a commitment to delivering the highest quality of care to those we serve. As an Advanced Clinical Practitioner (ACP) and Independent Prescribing Pharmacist, I have had the privilege of being at the forefront of this transformative journey, witnessing firsthand the profound impact that ACPs can have on the lives of care home residents and their families.

At the heart of this transformation lies a fundamental shift in the way we approach care delivery – a transition from a traditional, reactive model to a proactive, person-centred approach. ACPs, with their advanced training and diverse skill set, are uniquely positioned to drive this change. By combining our expertise in clinical assessment, diagnosis, and treatment with a deep understanding of the unique needs and preferences of each individual, we can deliver care that is truly tailored to the resident.

One of the key initiatives I have introduced in my role is the development and implementation of enhanced clinical protocols for nursing staff. These protocols serve as vital resources, enabling staff to confidently navigate various clinical scenarios while ensuring residents receive the highest standard of care. For instance, I have focused on improving how staff manage health deterioration and confidently administer end-of-life medication, ensuring residents receive compassionate and dignified care during their final moments. Additionally, I have enhanced how we deal with clinical situations such as infections, illnesses, and serious incidents like falls, injuries, and seizures. Furthermore, I have introduced improved strategies for managing residents' nutritional needs, ensuring their physical health and overall quality of life are prioritised.

To fully harness the potential of ACPs in care homes, it is essential to foster a culture of continuous learning and improvement. This involves investing in the ongoing professional development of ACPs, providing them with access to the latest evidence-based practices and technologies. By staying at the forefront of clinical innovation, ACPs can bring a wealth of knowledge and expertise to the care home setting, elevating the standard of care and ensuring positive outcomes for residents.

Collaboration and communication are key enablers of success in this journey. ACPs work closely with care home staff, residents, and their families to develop personalised care plans that address the full spectrum of an individual's needs – physical, psychological, emotional, social, and spiritual. As an ACP, I have a critical role to play in promoting good governance and quality assurance within care homes. By leveraging my expertise in clinical decision-making and risk management, I can help ensure that care is delivered in accordance with best practice guidelines and regulatory standards. Through continuous monitoring, evaluation, and improvement of our processes, we can proactively identify and address any challenges, driving a culture of excellence and accountability.

The impact of ACPs in care homes is far-reaching and life-changing. By embracing the skills and expertise of ACPs, care homes can enhance the quality of life for residents, reduce hospital admissions, and improve overall health outcomes. This not only benefits the individuals we serve but also helps to alleviate pressure on the wider healthcare system.

At Langdale Care Homes, we are committed to leading this forward-thinking approach. As the Director of Clinical Governance and Quality Assurance, I am honoured to work alongside a dedicated team of professionals who share my passion for delivering exceptional care. By harnessing the untapped potential of ACPs and fostering a culture of innovation and excellence, we are setting a new standard for care home healthcare – one that puts the resident at the heart of all we do.

The journey towards clinical excellence in care homes is not without its challenges, but it is a journey worth taking. With ACPs leading the charge, we can redefine what it means to deliver truly person-centred, high-quality care. Together, we can create a future where every care home resident receives the care they deserve, delivered by a skilled, compassionate, and dedicated team of professionals.

Landmark Ruling Sets Critical Precedent For Adult Social Care Funding And Local Authorities

There has been a substantial decrease in the number of Health and Care Worker visas granted in the UK over the past year, leading to fresh concerns over a social care workforce ‘crisis’.

Latest figures reveal an 65% annual fall in visa grants when compared with data from 2023, and follows the conservative government’s decision last year to ban direct care workers arriving from overseas from bringing dependents on their visa.

Government data reveals that there were just 13,131 Health and Care Worker visa grants between April to September 2024 – down from 80,541 grants in the same period the year before (-84%).

In total, 50,591 such visas were awarded in the year ending September 2024 – a 65% decrease when compared to 2023.

The number of Health and Care Worker visas had previously increased by 114,023 between 2021 and 2023, hit the highest point at 145,823 in the year ending December 2023.

However, the volume of visas issued to care workers and home carers has fallen since the latter part of 2023.

The decrease follows increased inspection from the Home Office to employers in the health and social care sector, and comes after measures were introduced to prevent social care workers from bringing dependents when they migrate to the UK.

Since March of this year, care workers have been unable to bring dependents with them to the UK.

Care England has expressed grave concerns at the new figures This stark decrease, with grants falling by 84% between April and September 2024 compared to the same period in 2023, highlights the devastating impact of immigration policy changes on the adult social care workforce.

Professor Martin Green OBE, Chief Executive of Care England, said: “Behind these numbers are real people; compassionate and skilled individuals who want to care for others but are being shut out. The decision to ban health and care workers from bringing their partners and children to the UK last December

Social Care TV

Social Care TV continue to fly the flag for highest quality online training for Health and Social Care, after unwavering commitment to excellence within the sector for over 25 years.

Their widely-used health and social care specific courses - produced and edited in-house - are expertly designed to make learning engaging, informative and, therefore, highly effective for learners.

Accredited by CPD and endorsed by Skills for Care, training with Social Care TV is quality assured, comprehensive and relevant.

As one of the leading online training providers in the health and social care sector in the UK, they supply training for local authorities, recruitment agencies, care home groups and other health and social care organisations.

Their feature-rich Manager platform has further been enhanced this year with the introduction of several new Manager tools designed to aid with compliance, reporting and trainee management. Features now available include:

• Compliance Dashboard with Traffic Light System

• Downloadable Trainee Matrix

• Custom Bundles

• Trainee Groups

• Bulk Uploads

was short-sighted and profoundly damaging. It sent a message that these workers are welcome only for their labour, not as whole people with families and aspirations.

We are already battling a domestic workforce crisis, with 70,000 fewer British workers in the sector over the past two years. The pipeline of international recruits was keeping services afloat, but now even that lifeline is being cut off, and care providers are left scrambling to fill shortages, unable to deliver the amount of care they once could. How can we build a compassionate system when the workers at its heart are treated with such little regard?

We cannot solve the care crisis if we ask workers to leave behind their loved ones to come here. Restoring the right to bring dependants is not just the humane thing to do, it’s essential to attracting the workforce we desperately need. Let us ensure that those who care for others can also care for their own families.”

The ban on bringing dependants, introduced late last year, has created a two-tier system where NHS staff and other skilled workers can bring their families, but care workers, who are equally essential, are excluded. This disparity not only undermines recruitment efforts but further devalues the vital role of care workers.

CARE ENGLAND IS URGING THE GOVERNMENT TO:

• Restore the right for care workers to bring their dependants to the UK, acknowledging their essential role in society and treating them with the dignity and respect they deserve.

Increase investment in the sector to enhance pay, working conditions, and career opportunities for both international and domestic care workers, creating an attractive and sustainable workforce.

• Establish a fully funded, long-term workforce plan for adult social care, integrating these reforms and more to secure the sector’s future and meet the growing demand for care.

“Care work is about connection and compassion. It’s time the government showed the same compassion to the people who make it possible,” Professor Green concluded.

• Bulk Enrolment Onto Custom Bundles

• Course Enrolment Notifications

• Course Reminders

SCTV regularly release new and updated high-quality courses. Previews for all courses can be viewed at: Courses - Social Care TV (www.social-care.tv/courses/course-details)

To enhance their learners' experience further they have created free, comprehensive subject-specific workbooks which were rolled out across all courses this year. This unique addition provides excellent value and a fully robust training package.

SCTV are delighted to have won several awards over the last 12 months including:

– Global

• Best Online Health and Social Care Learning Platform’

Health & Pharma Social Care Awards 2024

• ‘CPD Provider of the Year’ – The CPD Awards

• Social Care Training Provider of the Year’ - Corporate Livewire

Innovation & Excellence Awards

Gold standard customer service remains a core staple of the business, with expert support and guidance provided via telephone, email and live chat. They place great importance on the training and development of their customer services team to ensure that they continue

to provide a personal, friendly and knowledgeable service.

Their much-loved ‘Care Worker of the Month’ award recognises and rewards the selfless dedication shown by care workers across the UK and they proudly support the Care Workers Charity who aim to advance the financial, professional and mental wellbeing of social care workers.

SCTV believe that high quality training should be accessible to all and offer regular, free courses which include a digital certificate accessible via their website.

The company stands behind a clear mission and set of values which define their ethos and their dedication to both the Care Sector and those within it. These can be viewed at: Mission Statement and Core Values - Social Care TV

(www.social-care.tv/about/mission-statement-and-core-values)

Social Care TV are a responsible business, committed to ensuring that their actions have a positive impact on their employees, customers, the wider health and social care community and the environment.

Above all, SCTV consistently strive to make a meaningful contribution to the wellbeing of those being cared for.

For more information please see: Homepage - Social Care TV (www.social-care.tv) and see advert on the facing page.

Social Care on The Brink

The UK’s adult social care sector is teetering on the brink of collapse, according to the latest Sector Pulse Check Report by learning disability charity Hft and Care England, the foremost voice advocating for adult social care in England.

A survey of 200 providers by Care England and Hft found 90% said workforce costs were among their top three financial pressures.

Of those, an overwhelming 95% said Labour's planned increase in the National Living Wage was their deepest concern.

Whilst the Government’s announcement on 3 January of a new adult social care commission headed up by Baroness Louise Casey has been welcomed by the two organisations, the survey findings in the report reveal a sector that cannot wait until 2028.

Hft and Care England are calling on the Government to take urgent action to prevent dire consequences for those who draw on care and support, providers and their staff, with two key policy asks: Firstly, to commit to a credible, multi-year funding settlement for adult social care in the 2025 Spending Review, to financially support providers who have suffered years of underfunding, and ensure future funding accounts for wage increases, inflation, and National Insurance contributions. Secondly, a fully funded plan to support the workforce and bring care workers’ pay and conditions in line with their NHS counterparts, arguing that status and respect are just as crucial as wages to make care work an attractive career for the next generation.

In support of these two key recommendations, Hft and Care England believe the Government should look for cross party support to deliver a number of urgent measures, including:

• Fully fund the increase in Employer National Insurance contributions, or exempt care providers entirely Removing the ban on dependents for international social care staff

• Enforce fee uplift announcement from the start of each new financial year, and mandatory payment timelines for local authority and Integrated Care Board payments, with penalties for delays The two leading organisations believe that the new commission does not need to spend months looking at what the issues are – it should work directly with the sector and use data such as the robust, multi-year Sector Pulse Check, Dilnot Commission findings and recommendations from the Darzi report to be able to identify and focus quickly on the actions to be taken.

Based on responses from more than 200 small, medium and large adult social care providers – collectively responsible for supporting over 128,000 people – the annual Sector Pulse Check report gives an overview of the current state of the social care sector and presents the case for urgent change. 90% of providers cited rising workforce costs as one of their top three cost-pressures, with 95% reporting that increases in the National Living Wage are their deepest concern. This is due to the shortfalls in fee increases from local authorities to cover these costs – reported by 85% of providers – leaving them to absorb the gap.

Due to the increasing financial pressures:

• Three in ten providers have been forced to close parts of their organisations or hand back contracts to local authorities

• One-third are considering leaving the market altogether, which would leave an estimated 275,000 people without the care they rightly expect and are legally entitled to – set to become more of a reality following the changes to National Insurance contributions in the 2024 Autumn Budget 37% have curbed investment into building future capacity for care Domestic Recruitment Struggles

Domestic recruitment continues to be a struggle for providers, with 85% of providers reporting that the

biggest barrier to recruitment is pay rates. To improve recruitment and retention, providers highlighted that conditions and benefits aligned to the NHS would make the biggest difference to people entering the sector.

International recruitment was the most frequently reported method for filling vacancies, with 40% employing this strategy. Unfortunately, changes to the UK’s immigration rules has led to a severing of this lifeline, as providers reported a significant drop in international applications.

Steve Veevers, chief executive of Hft, says: “The Government’s recognition of the urgent challenges facing adult social care is a welcome step forward and we look forward to working with Baroness Casey’s commission. However, the sector can ill afford a lengthy process to identify the solutions. The evidence is already clear. This year’s Sector Pulse Check is the next critical step for outlining clear, actionable solutions. It provides a detailed, up-to-date picture of the sector’s pressures and highlights urgent priorities such as workforce shortages, funding instability, and improved support for care workers.”

“While the announced reforms show promise in improving coordination between health and social care, immediate action is crucial to stabilise the sector and ease the growing strain on care providers and the NHS.”

“We urge the government to consult with Hft and other providers who have done the research and are ready to collaborate on practical, immediate measures. The Sector Pulse Check provides the roadmap— now we need action to ensure the care sector’s future through decisive steps, not deferred promises.”

Professor Martin Green OBE, chief executive of Care England, said: “Providers face impossible choices: absorbing unsustainable costs, changing their care models, cutting back on services, or shutting their doors entirely. This isn’t just a warning, it’s a crisis unfolding in real time. Years of unrelenting financial strain and a workforce stretched to breaking point have left social care hanging by a thread. Without immediate intervention, the consequences will be devastating for those who rely on care every single day.”

“Carers deserve a workforce strategy that serves as a testament to their unwavering dedication – a blueprint for meaningful change that ensures they’re properly paid, given real opportunities for development, and recognised for their vital contribution to society. This requires not just funding but a cross-party commitment to implement transformative, long-term solutions for the sector.

“The Government talks of delivering ‘an NHS fit for the future,’ but let’s be clear: you cannot fix the NHS without fixing social care. We are ready to work alongside Baroness Casey and the Government to turn this commission into a catalyst for genuine change. But let’s be clear: the status quo is no longer an option. Every delay, every failure to act, pushes more care providers out of the sector and leaves more people without the support they need.”

Cllr David Fothergill, chairman of the Local Government Association's Community Wellbeing Board, said: 'Councils work incredibly hard to support people who draw on care and support, but adult social care has faced decades of underfunding, leaving services at breaking point. Local authorities are under unprecedented financial pressure, exacerbated by inflation, rising demand, an increase in employer national insurance contributions, and workforce challenges”.

'We urgently need a long-term funding plan for adult social care, along with a workforce strategy that values and supports care workers. Without immediate Government action, care services will remain at risk, with devastating consequences for individuals and families who rely on them.'

Liberal Democrat care and carers spokesperson, Alison Bennett, said: ‘It is blindingly obvious that social care has been in crisis for years and is now on the brink of collapse.'

The full report is available to read on Care England’s or Hft’s website at www.careengland.org.uk/sector-pulse-check-2024

Dementia Projected to Become the Third Leading Cause of Death Globally by 2040

Dementia is on track to become the third leading cause of death worldwide by 2040, according to a newly published commentary in Nature Reviews Neurology by Alzheimer’s Disease International (ADI). The report, developed in collaboration with academics from the London School of Economics, highlights the need for policymakers to treat dementia as a non-communicable disease (NCD) and integrate it into global health frameworks.

Non-communicable diseases, such as cancer, cardiovascular disease, and diabetes, are defined as long-term medical conditions not spread from person to person. Despite dementia meeting these criteria, it is frequently excluded from policies addressing NCDs. This omission impacts funding, governmental responses, and public health initiatives. ADI’s commentary argues that dementia’s growing prevalence and severity demand urgent recognition and inclusion in global NCD strategies.

The commentary reveals alarming statistics: dementia is projected to rank among the top 10 causes of death in 166 out of 195 countries and territories by 2040. In 121 of these, it will be among the top five causes, and in 53 countries, it will rise to the top two. Furthermore, dementia is expected to be the leading cause of death in 19 countries by 2040. When considering years of life lost (YLL)—a measure of premature mortality— it is anticipated to rank as the fifth leading cause globally.

Paola Barbarino, CEO of ADI and a lead author of the paper, called for urgent action: “Although dementia is

forecast to become the third leading cause of death by 2040, governments continue to misrepresent the condition. Unlike other NCDs such as cardiovascular disease, cancer, and diabetes, dementia does not receive adequate funding or inclusion in health policy. This is perplexing, given that the number of people living with dementia is projected to nearly triple by 2050, reaching 139 million.”

The exclusion of dementia from NCD frameworks is particularly concerning as it limits the progress needed to mitigate the growing impact of the disease. Recent international reports, such as the World Health Organization’s guide on “Strengthening NCD Integration in Humanitarian Emergencies,” have overlooked dementia, focusing predominantly on conditions associated with premature mortality (under 70 years).

Lewis Arthurton, ADI’s Head of Communications and Policy, highlighted the importance of recognising dementia as a major public health issue: “The exclusion of dementia from NCD policies represents a significant gap. Projections show it will become one of the leading causes of death globally by 2040. Policymakers must allocate appropriate resources to ensure better support for those living with dementia and their carers.”

As the world prepares for the 4th High-Level Meeting on NCDs at the United Nations General Assembly in September 2025, ADI is calling for dementia to be prioritised in these discussions. The meeting will shape the global strategy for addressing non-communicable diseases, and ADI argues that the inclusion of dementia is essential to ensure equitable access to care and resources.

Dr Pete Calveley Is HealthInvestor Power List Winner

Barchester Healthcare’s CEO, Dr Pete Calveley, has been named Residential Care Leader at the HealthInvestor Power List award ceremony. It is the fourth time Dr Calveley has been honoured at the awards which are judged by an independent panel of industry experts, a testament to the respect in which he is held in the sector.

The HealthInvestor Power List celebrates the most effective, inspiring and influential leaders across key aspects of independent healthcare, and The HealthInvestor Power List Residential Leader prize is given in recognition of the chief executive who encapsulates these qualities and more, and has steered their company most successfully through the year.

Dr Calveley has been honoured with this award for his exemplary leadership. A prominent figure in the health and social care industry for over 25 years, Dr Calveley is a pioneer in the sector and has used his expertise to calmly and considerately lead Barchester Healthcare for the last 10 years.

Dr Calveley comments:

“I am incredibly proud to be at the helm of Barchester after 10 years and I am absolutely delighted with what we, as a team of 18,000+ people, have achieved together. To go from one care home in 1992 to 264 in just over 30 years represents phenomenal growth. We have opened eight new homes this year alone.

“Everything we do is focused on providing a premium caring experience delivered by our great teams to those we care for. It is never about one person’s achievement but about what you achieve as a team. When I joined the business, our Good or Outstanding ratings were at just 40%, now we are at 86.7% Good or Outstanding with zero homes rated Inadequate which makes me immensely proud.

“How our business is perceived by all our key stakeholders is incredibly important to me, I am delighted to say that we have a very healthy +58 Customer Net Promoter Score which shows how satisfied our residents and relatives are with the care they and their loved ones receive.”

“I am delighted to accept this award for all the brilliant people who make up Barchester and who consistently provide high quality care for our residents and patients, I am proud to work alongside them all each and every day.”

The Role Technology Will Play In Shaping 2025 Social Care Trends

By Taffy Gatawa, Chief

As the social care sector evolves to address increasing demands and more complex needs, technology stands out as a key driver of change. Looking at the year ahead, the integration of emerging digital tools, collaboration across care networks and a commitment to data security will define the future of care delivery.

A DECADE OF DIGITAL TRANSFORMATION

For the past ten years, PASS by everyLIFE has been at the forefront of innovation in care management software. The flagship platform has transformed home care services by streamlining operations and enabling person-centred care. Now, as the company celebrates this milestone, it is setting its sights on what lies ahead for the sector.

Care services are reaching a turning point, with the shift towards community-based care requiring professionals to manage increasingly complex needs. At the same time, new care settings and delivery models are being explored. Success in this evolving environment demands that providers embrace technology while fostering collaboration and adapting their practices.

UNLOCKING OPPORTUNITIES WITH EMERGING TECHNOLOGIES

Advanced analytics and artificial intelligence (AI) are among the innovations poised to reshape the sector.

These tools enhance care efficiency and outcomes, enabling professionals to focus more on the individuals they support. However, their adoption comes with challenges. The introduction of these technologies must be deliberate, ensuring they address the real issues providers face while being supported by robust cybersecurity measures.

DATA SECURITY: A CRITICAL PRIORITY

As care services handle vast amounts of sensitive personal information, safeguarding this data has become paramount. Providers must prioritise secure data handling and regulatory compliance. Partnering with trusted technology providers ensures that care organisations’ systems are both efficient and secure. Staff training also plays a vital role in data security. Care teams serve as the first and last line of defence against cybersecurity threats. Equipping them with the knowledge to identify risks and respond effectively is essential. Embedding strong data protection practices now allows providers to future-proof their operations and deliver exceptional care.

THE PATH FORWARD

Throughout 2025, the social care sector must navigate an era of digital transformation with resilience and adaptability. By leveraging technology, strengthening collaboration and prioritising data security, care services can meet growing demands while maintaining high standards of person-centred care.

To learn more about how PASS can support your care operations, visit www.everylifetechnologies.com

Taffy is a Certified Information Privacy Professional, a European-recognised qualification held by experts in Data Protection and GDPR. As Chief Information & Compliance Officer at everyLIFE Technologies, she advises the Board on compliance and regulatory matters. Taffy has a clinical background in nursing, with experience of working across both Mental Health and General Medicine in the NHS and the private sector.

Free Recreo VR Headsets Available to All Care Homes

This winter, Recreo VR is offering care homes an exciting opportunity to enhance resident wellbeing through the power of Virtual Reality (VR). By signing up for one of our 24-month Recreo Theatres packages, you’ll receive a free VR headset and staff training.

Our platform provides person-centred, budget-friendly activities that are fun, engaging, and accessible, especially for residents who are bedbound or socially isolated. Co-created with Alzheimer’s Society and individuals with dementia, our service empowers staff to deliver personalised reminiscence and one-to-one sessions that promote memory recall and connection.

Our VR headsets have been recognised as good practice by the Care Quality

Commission (CQC), further validating their impact on care. Regular use of Recreo VR has a proven positive effect on wellbeing, with residents reporting increased activity, engagement, and social connection, often leading to a reduction in the need for PRN medication.

Whether combating loneliness, promoting relaxation, or enhancing cognitive health, VR offers a non-pharmacological solution to enrich care and elevate quality of life. Don’t miss out! Take advantage of this exclusive offer and see how VR can transform your care home experience.

For more information, visit recreovr.co.uk. Or contact us at info@recreovr.co.uk or 01482 526940.

Communications That Transform

The care sector is no stranger to challenges. With an aging population, increasing demand for services, and financial pressures, care providers are constantly battling to stay ahead. Add to this the need for positive public perception in a media environment often fixated on crises, and it’s clear that strong communication isn’t just a nice-tohave—it’s essential. That’s where DAPS Agency Ltd comes in, a specialist communications agency helping care organizations navigate these turbulent waters and emerge stronger.

UNDERSTANDING THE CARE SECTOR’S UNIQUE CHALLENGES

DAPS Agency is no ordinary PR outfit. Founded by seasoned communications professionals Anneli Lort and Firgas Esack, the agency has carved out a niche for itself by understanding the unique hurdles faced by care providers, from technology innovators to care home operators.

“The care sector is about more than delivering services; it’s about creating meaningful experiences for residents, building trust with families, and supporting staff,” says Anneli Lort, co-founder of DAPS. “But these stories often get buried under the day-to-day pressures providers face.”

One of the biggest hurdles for care organizations, whether they’re home groups or care technology suppliers, is visibility. With so many competing voices in the sector, standing out is no easy feat. Providers need to balance the operational challenges of driving occupancy and adapting to new technologies while maintaining strong relationships with stakeholders. According to Firgas Esack, this is where targeted and tailored communications can make all the difference.

“Visibility is critical,” Esack explains. “We help care providers showcase their unique strengths, whether it’s innovative resident care programs or cutting-edge technology that’s changing how the sector operates. Our aim is to make sure their voices are heard where it matters most.”

PUTTING CARE PROVIDERS IN THE SPOTLIGHT

DAPS excels at elevating their clients’ profiles by crafting narratives that resonate. Whether it’s securing positive press coverage or positioning an organization as a thought leader through white papers and industry commentary, the agency’s strategies are rooted in authenticity.

“Care home groups face enormous pressures to attract and retain residents while maintaining financial sustainability,” says Esack. “We’ve worked with clients to highlight innovative approaches they’ve taken to deliver high-quality care on a budget, securing media coverage that positions them as forward-thinking leaders.”

The team’s expertise isn’t limited to traditional care providers. In an industry increasingly driven by technology, DAPS has also helped care tech companies gain recognition for their solutions. From illustrating how a software tool is transforming care home operations to showcasing new assistive technologies that improve residents’ quality of life, DAPS knows how to translate technical innovation into stories that matter. TACKLING THE TOUGHEST ISSUES

Residents Join In With UK’s Largest

Residents at a dementia care home in Wellington, Somerset have been busy preparing fat-balls for the birds who visit their garden ahead of the UK’s largest annual garden-based citizen science project which is due to take place next weekend.

Manager Zillah Oakes said: “Lots of the ladies and gents who live at Camelot House and Lodge have had a life-long interest in birds and are aware of their dramatic decline over the past 50 years, so they’re very keen for us to gather and share data with the annual Great Garden Birdwatch.

“Many of them have enjoyed feeding birds in their own gardens, and there’s a lot of interest in the feathered friends who frequent the gardens at the home.

The care sector is not without its share of crises—media scrutiny, financial difficulties, and regulatory challenges can arise at any moment. This is where DAPS’ experience in crisis communications comes into play. Having run global press offices and handled high-stakes issues for clients, the agency offers a steady hand when it’s needed most.

“When a crisis hits, it’s easy to feel overwhelmed,” says Lort. “Our role is to step in, take control, and guide our clients through the storm while safeguarding their reputation.”

Their work doesn’t just stop at damage control. Proactive thought leadership—opinion pieces, keynote speeches, and lobbying efforts—ensures that their clients are shaping the narrative, rather than simply reacting to it. By working closely with stakeholders, DAPS ensures that their clients’ voices are heard at both local and national levels.

A DIFFERENT KIND OF AGENCY

What sets DAPS apart is its unashamedly remote working model. Lort and Esack believe this approach allows them to deliver exceptional results without the traditional overheads of a bricks-and-mortar agency.

“Every penny our clients spend goes toward achieving results,” says Lort. “And because our team is made up of senior professionals, clients know they’re always working with experts who understand the complexities of their sector.”

This lean, results-driven ethos has helped DAPS build a reputation as a trusted partner for care organizations of all sizes. Whether working with a large care home group or a niche technology provider, the agency’s approach is the same: tailored, proactive, and relentlessly focused on outcomes.

CELEBRATING SUCCESS IN A CHALLENGING LANDSCAPE

One of the most rewarding aspects of DAPS’ work is celebrating the positive stories that come out of the care sector. In an industry that’s often under scrutiny, shining a light on success stories is vital.

“Whether it’s a care home running an innovative intergenerational program or a technology provider making a measurable difference in residents’ lives, we make sure these stories get the attention they deserve,” says Esack. “We want to celebrate the people and innovations driving the sector forward.”

This focus on positivity isn’t just good PR; it’s also good for morale. Recognizing and sharing achievements boosts confidence within organizations and strengthens their reputation with external stakeholders.

BUILDING A STRONGER FUTURE FOR CARE

As the care sector continues to evolve, the need for strategic, impactful communications will only grow. For care providers looking to amplify their voice, tackle challenges head-on, and secure their place as leaders in the sector, DAPS Agency offers the expertise and passion to make it happen.

“We’re here to tell the stories that matter,” says Lort. “The care sector does incredible work, often under tough circumstances, and it’s our job to make sure that work is seen, understood, and celebrated.”

In a sector where the stakes couldn’t be higher, DAPS is proving that the right communications partner can be transformative. Whether navigating a crisis, celebrating a success, or shaping the future of care, this dynamic agency is helping its clients rise to the occasion.

To book a free, no-obligation one hour consultation with DAPS to discuss your communications challenges and needs, go to daps.life/DAPS60 www.dapsagency.com

Garden-Based Citizen Science Project

“We’ve got bird-feeders located in clear view of the lounge and we support our residents to use binoculars so they can have a good upclose look at our little visitors, which means we’re well placed to take part in the survey. “All we have to do next weekend is just spend an hour watching and recording the birds we see in our garden and send our results to the RSPB.”

The RSPB’s Big Garden Birdwatch takes place on the last weekend of January every year and has been running since 1979, originally as a project for junior members of the charity.

The pobroll® is the invention of Pat O’Brien, a physiotherapist, Moving and Handling trainer, and Conflict Management tutor with over two decades of experience in care homes and nursing homes

Care home managers often face challenges in delivering intimate care while balancing efficiency and managing costs, particularly when these essential tasks provoke behaviours that can be challenging to safely manage. Traditional methods—especially for bed-bound residents—often lead to lengthy processes and frequent linen changes, driving up costs and consuming valuable staff time. The pobroll® provides a transformative solution that supports dignified care, achieves significant cost savings, and reduces the need for additional staffing.

The pobroll® is an innovative bed-bathing wrap specifically designed to enhance comfort and dignity during personal washing for individuals who require in-bed care. Centred on the resident’s experience, it minimizes distress by providing sensory comfort. Crafted with two layers of high-quality cotton-terry toweling and a waterproof layer in between, it delivers a soothing, calming experience while keeping the bed completely dry. Sized for a standard single bed, the pobroll®’s dual-layer design offers warmth and a sense of security and privacy, allowing residents to maintain comfort and dignity during bed-based bathing routines.

BOOSTING COST SAVINGS AND OPERATIONAL EFFICIENCY

Zillah Oakes said: “Apparently one in four species is now under serious threat, and this event offers us the chance to play a part in helping conservationists understand how various species are faring, which can feed into them creating action plans to help our native birds.

“It’s an activity that will make our bird-spotters feel really useful and that’s a very important part of the care we provide – everyone likes to feel needed.

“Activities like creating fat-balls to put on our feeding stations also help give our ladies and gents a feeling of usefulness, and we keep the bird tables in our gardens well stocked so there’s always some activity to watch out there, which is especially lovely at this time of year and keeps us all feeling connected to nature.”

So far this year sparrows, starlings, gold finch and blackbirds have been spotted in the garden at Camelot House and Lodge, as well as robins and various species of tit.

Residents’ interest is also being kept engaged with various other bird-themed activities, including colouring activities and quizzes.

The bird-watching project is running as part of a wide and varied programme of activities designed to maintain engagement and socialising among the residents of Camelot House and Lodge.

pobroll® provides an effective solution that supports both economic and environmental goals.

REDUCING STAFFING COSTS AND TRAINING REQUIREMENTS

Managing resident agitation—particularly for those with dementia—often requires specialised training in restraint techniques. The pobroll® significantly reduces the need for physical intervention by providing a warm, secure covering that alleviates resident distress. This gentle approach minimizes aggressive or defensive reactions, reducing the number of staff needed for these interactions. As a result, facilities can potentially lower staffing levels without compromising care quality, yielding substantial cost savings. Additionally, reduced dependence on physical intervention decreases training costs associated with restraint techniques. By simplifying the process of intimate care, the pobroll® reduces the need for specialised training, making onboarding smoother and lowering turnover-related training expenses.

ENHANCING SAFETY, COMPLIANCE, AND RESIDENT SATISFACTION

The pobroll® supports compliance with restraint reduction guidelines, helping facilities minimise documentation burdens and regulatory liabilities linked to physical interventions. This non-invasive solution improves safety for both residents and caregivers, fostering a culture of dignity and respect that boosts satisfaction among residents and their families.

CONCLUSION: A VALUABLE ASSET FOR QUALITY CARE AND COST MANAGEMENT

The pobroll®'s waterproof design enables caregivers to provide a complete wet wash without the risk of soaking the bed, minimising the need for frequent linen changes. This leads to fewer laundry loads, reducing labour and utility costs, as well as wear on linens. By reducing logistical tasks, caregivers have more time to focus on direct resident care, enhancing productivity overall. Additionally, reduced reliance on disposable wipes results in further cost savings and supports environmentally sustainable practices. With its durable, reusable design, the pobroll® maintains hygiene standards and allows for extended use across multiple residents. As care homes face increased pressure to adopt sustainable practices, the

For care homes, the pobroll® represents a strategic investment, offering measurable savings by reducing reliance on disposable products, lowering laundry and training costs, and enabling efficient staffing. Most importantly, it prioritises resident dignity and comfort, setting a high standard for compassionate, personcentred care. For facilities seeking to enhance financial performance and care quality, the pobroll® is an invaluable addition to their resources.

Fof further information, see the advert on the facing page.

Fee Increase for Certificates of Sponsorship Proposed

Care England has raised serious concerns over the Home Office’s proposed fee increase for Certificates of Sponsorship (CoS), warning it will exacerbate the intense financial pressures already crippling the sector.

The proposal would more than double the CoS fee, from £239 to £525 per individual, imposing an additional £286 cost per international recruit. This equates to an estimated £10.3 million sector-wide cost for care providers already grappling with severe workforce shortages, escalating operational expenses, and funding deficits compounded by the Employer National Insurance Contribution increases announced in the 2024 Autumn Budget.

This comes on top of the government retaining severe restrictions introduced in the April 2024 immigration changes, including the ban on dependents for overseas social care workers, which caused a drop from 105,000 international recruits in 2023/24 to 18,000 in the first half of 2024 according to Skills for Care. Despite policy decisions seemingly designed to make international recruitment as unappealing as possible, providers are left with no viable alternative in the absence of a comprehensive workforce strategy to support the domestic care workforce.

Care England has long emphasised the vital role international recruitment plays in addressing workforce shortages within the care sector. The Sector Pulse Check 2024 Report, recently published in collaboration with Hft, highlights the deepening crisis: 40% of providers have been forced to rely more heavily on agency workers to cover staffing gaps. These figures highlight the indispensable need for international recruitment to address persistent, longterm vacancies. Introducing these policies directly

undermines what the sector desperately needs at its most vulnerable moment, piling further financial strain on providers when demand for care services is surging and the system is already stretched to breaking point.

Professor Martin Green OBE, Chief Executive of Care England, stated: “These proposed fee increases represent yet another blow to social care providers, compounding what is already a devastating situation for the sector. The 2025/26 financial year is set to be the hardest yet, with providers facing an attack on all fronts. The Autumn Budget dealt an incredibly harsh blow, leaving many providers scrambling to plan how they will survive the coming year.

This latest announcement only exacerbates the crisis. International recruitment has been a lifeline for the sector, proving to be the saving grace as providers endure an unprecedented domestic workforce crisis with no meaningful government support to address it. Targeting international recruitment with these fee increases is an attack at the very heart of the sector’s ability to function. Care providers are already fighting to sustain services, and these additional costs will push many to breaking point. The Government must reconsider its position immediately. Without urgent action, this relentless financial strain will jeopardise care delivery for the millions of people who depend on it. The time for meaningful workforce reform and investment is long overdue.”

Care England calls on the Government to urgently reconsider the proposed fee increases for CoS and to develop a comprehensive workforce strategy that supports both domestic and international recruitment, ensuring the long-term sustainability of the adult social care sector.

Ageing with Dignity: The Role of Government in Transforming Dementia Care

By Dr Jane Pritchard, Consultant Admiral Nurse at The Good Care Group

Alzheimer’s Research UK’s analysis that dementia is now the leading cause of death in England and Wales is a stark reminder of the vital importance of the government actioning its 10-Year Health Plan, to “future-proof” NHS dementia services.

Alongside this, the UK’s population is ageing, with Centre for Ageing Better revealing that the number of people aged 65-79 is expected to increase by nearly a third in the next 40 years, while the number of people aged 80 and over is expected to more than double. Dementia is extremely common, with 1 in 11 people over the age of 65 being diagnosed with the condition in the UK, according to the NHS. It is also estimated that by 2030, the number of people living with dementia in the UK will be more than 1 million. This emphasises the need for scalable, sustainable care models.

As an Admiral Nurse (specialist dementia nurse) working for a live-in care provider, I have had the privilege of witnessing the profound positive impact care at home has on individuals living with dementia, and their families. Ensuring adequate funding for at-home care is crucial,

enabling people to remain in a familiar environment, reducing stress, confusion and anxiety.

THE ROLE OF HOME CARE IN ENHANCING WELLBEING

People living with dementia can thrive in familiar environments, and sustaining routines has been found to improve social and functional abilities, as well as offer greater comfort, which in turn reduces agitation.

It also plays a preventative role in reducing unnecessary hospital visits through people being better able to manage their health issues through continued monitoring from dedicated carers. With proper medication management administered at home, this can lower readmission rates for people living with dementia.

Home care can also foster stronger connections between family members as it allows them to stay actively involved in their loved ones’ lives. Research has shown that this can improve health and quality-oflife outcomes in dementia.

The Good Care Group’s recent study reinforces the importance of home care for fulfilling people’s desire to age in place, revealing that 41% of survey participants said their home is crucial for their mental health, with over half (58%) stating they would be ‘devastated’ if they had to leave their homes.

THE IMPORTANCE OF INVESTMENT IN EARLY DIAGNOSIS AND SUPPORT

Alongside this, it’s imperative that early diagnosis for people living with dementia is prioritised through increased investment in local memory services.Budgets have been significantly reduced over the last ten years, as part of cuts to mental health services more widely and with COVID-19 causing increased waiting times. It’s vital that funding is utilised for memory clinics to provide support early on in someone’s dementia diagnosis.

Early diagnosis also enables individuals to make choices in their care, and to access medications, therapies and strategies that can slow down the progression of symptoms. It also enables timely access to emotional and practical support, including that provided by Dementia

UK, through its Admiral Nurses.

Managing dementia in its early stages is also integral in reducing the need for costly emergency interventions and hospitalisations.

In addition, an increased focus on early diagnosis can also promote understanding of dementia and help frame it as a medical condition that can impact people of all ages, rather than positioned as being a natural part of ageing.

INVESTING IN RESEARCH

Investment in dementia research is integral for the development of preventative measures which can help to reduce the onset or severity of dementia, enabling individuals to live more independently.

While the government has recently provided h funding to support research into dementia diagnosis through UK Research and Innovation, it’s also imperative it continues to invest in areas such as data collection, which can drive research into dementia care and treatment. Research into care and support, as well as cure is also important. A vital element of this will involve partnering with live-in care providers to help enhance services and keep individuals in their homes for longer.

A SUSTAINABLE FUTURE CARE SYSTEM

Investing in home care alongside wider funding provision will have the effect of reducing strain on the NHS. The Good Care Group’s 2023 outcomes data shows that 87% of individuals were able to fulfil their preferences by dying at home, highlighting how home care is integral to allowing people to preserve dignity in their final days, while reducing pressure on hospitals.

Investing in dementia care is a crucial step for the government in addressing current and future healthcare challenges, ensuring equitable and compassionate care for its ageing population, and a better standard of living for all.

75% Of Care Providers Will “Reduce Or Stop Digital Transformation” Survey Reveals

A new survey highlights a serious risk to the care sector, as providers feel forced to redirect expenditure away from digital developments in order to pay for increased workforce costs.

75% of adult social care providers say they will “reduce or stop digital transformation projects” as a result of future financial pressures. The findings, published by national trade body the Care Provider Alliance, indicate that crucial investment plans – including tech developments – will be adversely affected when National Insurance Contributions for employers and living wage increases are introduced.

Speaking about the findings, Michelle Corrigan, Programme Director at Digital Care Hub, said: “We understand the pressure that care providers, commissioners and indeed policy makers are under. If, however, this level of disinvestment is replicated across the sector, thousands of people using care will lose out on the benefits of digital tech and the improved data sharing and decision-making that it brings. Investing in digital systems saves resources in the longer term – and improves care. Digital Care Hub will continue to advocate for digitisation and monitor developments.

“This level of disinvestment risks wiping out the progress made in recent years by, for example, support from the Digitisting Social Care Fund which has helped many care providers to set up digital record systems for the first time.

“It is virtually impossible for care providers to operate in the modern world without digital record systems that integrate well with hospitals, social services, GPs, pharmacists and other care and health partners. It’s an essential business expense which must be built into funding calculations.

“Safe digital transformation is an essential element of the Government’s plans for improving health and social care. We are deeply concerned that the Autumn Budget plans will unintentionally make it impossible for care providers to continue their digital journey.”

Digital Care Hub wants to hear from care providers about their plans for digital transformation and potential changes and impact.

Access the survey online here - https://forms.office.com/e/XquUNmgpXW

Experts to Discuss AI’s Impact and Sustainability Regulations at The Cleaning Show 2025

The Cleaning Show 2025 will return from 18-20 March at ExCeL, London, with industry leaders set to tackle the cleaning and hygiene industry’s biggest challenges in this year’s Conference programme. The 2025 theatre will see expert speakers from across the sector sharing insights on pressing topics from sustainability, education and workforce development to technological advancements and future preparedness.

Sustainability: driving change for a greener future

Sustainability remains a top priority for businesses, consumers and regulators alike. The Cleaning Show 2025 will dedicate several sessions to exploring innovative solutions and practices to help the sector reduce its environmental footprint. Attendees will gain valuable insights into the practical steps required for compliance and the long-term benefits of adopting sustainable practices.

Education and development: building the workforce of tomorrow

Recruitment, education and training remain pivotal for the growth and resilience of the cleaning and hygiene industry. This year’s programme will address the challenges of attracting and retaining talent and the importance of upskilling to meet future demands.

Delia Cannings, Chair of the British Cleaning Council (BCC), will open the show and announce the launch of a new website called the UK Cleaning Career Development Zone, a significant new initiative which will bring training and career development information from across the cleaning and hygiene industry sector together into one easily-accessible place, for the first time. Technology and AI: embracing innovation

The rise of artificial intelligence (AI) and technology presents transformative opportunities for the cleaning sector. Attendees will discover how these advancements can enhance productivity, efficiency and innovation in the sessions “AI in the Cleaning Sector – Change is a Fact… But How Do We Embrace It?” and “The Evolution of Cleaning in FM”.

Preparing for the future

As the world continues to navigate the aftermath of COVID-19, the conference will also examine how the cleaning industry can be ready for future challenges. In “Preparing for the Next Pandemic – Lessons Learned”, industry leaders including Neil Nixon, Conference Director of The Cleaning Show and Duncan Holdsworth, Head of Technical at GV Health, will reflect on the successes and shortcomings of the industry’s pandemic response and identify steps to improve resilience and readiness for potential future crises.

Paul Sweeney, Event Director of The Cleaning Show, said: "We’re proud to welcome the industry’s leading voices to the conference stage at The Cleaning Show this March. From tackling recruitment challenges and embracing sustainability, to keeping up with technological advancements, it’s vital for businesses to learn from experts and apply these insights to their operations. This year’s Conference will deliver practical strategies to address the key trends and opportunities shaping the sector, and we’re excited to showcase the latest innovations driving the future of the cleaning and hygiene industry."

Unlocking Occupancy Growth – Prioritising the Prospect Experience for Sustainable Success

The latest UK Care Homes Trading Performance Review 2024 shows occupancy levels rising to 88.3%, a positive sign of market recovery. However, while this progress is encouraging, it reveals significant untapped potential in how care homes attract and convert prospective residents.

Presenting care homes effectively is not just about showcasing services—it's about creating emotional connection and trust. Families are making difficult decisions in emotionally charged situations, which requires a sophisticated approach to relationshipbuilding and conversion. Care homes are offering something no one truly wants to need, making the challenge even greater.

To truly drive sustainable occupancy growth, care homes must focus on transforming the customer journey—from raising awareness to handling enquiries and guiding families through to admissions. Many providers are still missing key opportunities. Too often, care homes fall short in delivering the basics well, leading to lost enquiries and missed revenue potential.

CRITICAL AREAS NEEDING IMPROVEMENT INCLUDE:

Generating Quality Leads: It's essential to attract the right audience from the outset through targeted campaigns, high-value content, and strategic outreach across multiple channels, including community outreach, digital marketing, partnerships, referral networks, local events, print ads, and door drops.

Empathetic First Contact: Enquiries must be handled with care, expertise, and emotional sensitivity, recognising the difficult decisions families face.

Personalised Tours: Showrounds should go beyond listing services, highlighting quality of life benefits such as personalised care plans, engaging activities, and the warmth of community life.

By Ali Powell, CEO and Founder at

Clear Value Communication: Families need transparent, outcome-driven explanations of the value of care— focusing on dignity, well-being, and peace of mind, not just amenities.

Consistent Post-Visit Engagement: Many care homes neglect follow-up strategies after visits, losing potential residents who may need further reassurance or time to decide.

TRACKING THE RIGHT METRICS:

To ensure the customer journey is effective, care homes should track key performance metrics, including: Monthly Lead Generation: Number of leads that meet predefined criteria indicating genuine interest or fit.

Monthly Visits: The number of on-site or virtual tours conducted within the month.

Monthly Admissions: The total number of new residents admitted each month.

• Lead Source Performance: Breakdown of leads by marketing channel (e.g., online ads, social media, referrals, events) to identify the most effective sources.

• Average Admission Cycle Length: The average time from initial lead generation to a confirmed admission.

Monthly Marketing Spend: Total amount spent on marketing each month.

Website Traffic: Total visitors to the website and engagement rates for the month.

Social Media: Total followers and engagement on platforms like Facebook, LinkedIn, and Instagram.

THE OPPORTUNITY:

Investing in marketing and relationship-building efforts is not a luxury—it's essential. The cost per acquisition is often minimal compared to the hundreds of thousands in lifetime revenue generated from new residents. By focusing on consistency and excellence throughout the entire customer journey, care homes can significantly impact both occupancy rates and short- and long-term growth. The data is clear: doing the fundamentals well is not just good practice—it’s essential for both immediate results and lasting success.

It’s time for care homes to move beyond filling rooms and start focusing on creating an inspiring customer journey that builds confidence, trust, and emotional connection with families.

If you need an expert in this area, contact Ali at Commercial Acceleration—specialists in strategy and implementation for transformational and turnaround results.

ali@comaccel.co.uk | comaccel.co.uk

Broadcaster Angela Rippon Champions Care UK’s Dementia Awareness Campaign

CARER editor Peter Adams recently had the privilege of speaking with Angela Rippon, the celebrated broadcaster and ambassador for Care UK’s campaign, The Big Dementia Conversation, alongside Suzanne Mumford, Care UK’s Head of Dementia and Lifestyle. Together, they shared insights into the campaign and discussed the personal and societal impact of dementia, a condition affecting millions in the UK.

Angela Rippon’s involvement in the campaign is deeply personal and she has long been a prominent advocate for dementia awareness, drawing deeply from her personal experiences.

Her mother, Edna, was diagnosed with vascular dementia in 2004, a journey that profoundly influenced Ms Rippon's commitment to the cause. Reflecting on her journey, she said: “When my late mother, Edna, was diagnosed with dementia in 2004, I knew virtually nothing about the disease, and there was little information available. The learning curve was steep as I sought to understand its progression, how it would affect her, and how I could best support her. Over the past 20 years, I’ve dedicated myself to having conversations about dementia— the very essence of what Care UK aims to achieve through this campaign”.

Ms Rippon has used her platform and experience to raise awareness, speaking at conventions, in newspapers, and through documentaries, but she emphasized that her most meaningful conversations have often been with friends and family:

“Many people have come to me with the same questions I had when my mother was first diagnosed” she said. Advocating for early diagnosis, Ms Rippon added that it “sets the foundation for effective care”, advising, "If you are worried about a loved one, you need to have that conversation, and if you can get them early diagnosis this sets you on the path of understanding how you can help that person live well with dementia."

UNDERSTANDING DEMENTIA’S EMOTIONAL IMPACT

Ms Rippon highlighted the importance of recognizing dementia symptoms beyond memory loss and responding with empathy: “Those living with dementia often experience emotional changes, such as sudden outbursts or fear of leaving home, my mother became very agoraphobic, and I remind carers that their loved ones are navigating a different reality. If they ask the same question repeatedly or seem angry, it’s the dementia speaking, not the person they once were. Accepting this can help carers respond with patience and compassion.”

Her advice is simple yet profound: “Don’t ignore the signs. Start the conversation early. A diagnosis opens the door to understanding how to help those with dementia live well. The more we talk, the more we learn, and the more we can support those affected.”

This point led was particularly poignant to editor Peter, reflecting on

his own mother’s dementia diagnosis in the 1980s he said: “I am reminded of just how far awareness and understanding of Alzheimer’s and dementia have come. Back then, these conditions were virtually unknown. There was little to no guidance, and families were left to navigate the heartache and challenges on their own.”

“When my once-strong, fiercely independent mother started showing signs of the disease—forgetting names, struggling with basic tasks, and becoming increasingly withdrawn—I refused to accept the reality. Denial became my defence mechanism. I clung to the forlorn hope that her condition was just a temporary setback, that somehow, it would improve. But, as I painfully learned, it did not.”

“Looking back, my refusal to accept her diagnosis only added to the heartache. It delayed the support and interventions that could have made her journey, and ours as a family, more bearable. My inability to face the truth was a lesson in the importance of early diagnosis—a step that sets the foundation for understanding, planning, and ultimately providing the best care possible.”

Ms Rippon added that this is not uncommon, which is why an early conversation is so important. Early detection allows for improved symptom management through medications and lifestyle changes that can help slow the progression of dementia. Addressing dementia in its early stages allows families to approach the condition with a sense of control and preparedness, improving both the outcomes and overall quality of life.

Ms Rippon has also called for systemic changes in dementia care. In November 2024, she supported Alzheimer's Society's initiative to make dementia training mandatory for social care workers in England. She stated, "We wouldn’t expect a midwife to deliver a baby without any training, but we expect care staff to provide high-quality care for peo-

ple with dementia without the appropriate training BREAKING DOWN STIGMA

Suzanne Mumford echoed both Ms Rippon’s and Peter’s sentiments, noting the persistent stigma surrounding dementia: “ While awareness of dementia has improved, many people still struggle to confidently differentiate between signs of old age and dementia. Fear and denial often prevent families from addressing their concerns. Changes in daily habits or concentration might be due to an infection or hearing loss, but they could also signal dementia. Early diagnosis allows access to treatments and support, which can significantly improve quality of life.”

Ms Mumford emphasized that The Big Dementia Conversation aims to guide families in having these essential discussions, sharing experiences, and finding appropriate support: “This campaign helps people feel less isolated, providing a platform to explore their feelings and connect with others who have faced similar challenges. It’s about breaking barriers and making sure no one feels alone in this journey.”

THE IMPORTANCE OF CARE ENVIRONMENTS

The conversation also turned to the importance of creating dementia-friendly environments in care settings. Ms Mumford explained: “We strive to keep individuals in their homes as long as possible, but when they move into care, the environment must feel safe, familiar, and welcoming. Simple elements like clear signage, natural lighting, and quiet spaces can make a world of difference. Every individual’s needs are unique, so it’s essential to tailor their care accordingly.”

Ms Rippon shared examples of innovative design approaches being researched in universities like Edinburgh and Newcastle: “Architects and designers are exploring how the physical environment can support dementia care. For instance, avoiding dark carpets that might be mistaken for water or removing mirrors that could confuse or frighten someone are small but impactful changes. Even consistent flooring can prevent misinterpretations of steps.”

Ms Mumford stressed that clinical settings, such as hospitals, often lack these considerations: “Dementia patients can find hospitals overwhelming due to the noise and lack of privacy. Their brains process information more slowly, so creating a calm, familiar space is vital for their comfort and safety.”

As The Big Dementia Conversation gains momentum, both Ms Rippon and Ms Mumford urge families, carers, and communities to embrace open discussions about dementia.

By fostering understanding and breaking down stigma, they hope to create a more supportive and compassionate environment for those living with this challenging condition.

Gen-Z & Care: Improving the Workplace to Attract the Under-25s

Under-25s (Generation Z) have much to offer the world of care, especially as it progresses. In a constantly adapting industry, young people are key to helping care companies grow with the times, especially surrounding technology.

However, young people make up only 11% of care workers. Why is this? What is keeping Gen-Z from joining and staying in the world of care?

With the average care worker aged 45 and over a quarter of the workforce potentially choosing retirement in the next 10 years, there aren’t enough young workers to pick up the many mantles left behind. With social care already having the highest number of vacancies in the UK, care providers cannot afford for this number to grow and for their workforces to decrease.

Supporting service users is no 9-5 or Monday to Friday job. This alone can be off-putting to the under-25s, who may juggle education and prioritise a larger social life.

This is what Gen-Z values. They have entered the career world understanding the importance of mental health and their worth in the workplace - and they are often viewed negatively for this. But they couldn’t be more correct.

Just as care services get a bad rep for offering a poor work-life balance, Gen-Z gets a bad rep for prioritising a healthy one. You can see the dilemma. So, how can this be fixed?

Irregular, unsociable hours, poor workload management, and low resources can easily lead to poor staff retention. From the most recent

findings in 2021-2022, care saw a high turnover rate of 53% for those under 20 years old while care workers over 60 had a rate of 24%.

It’s common for shift-based workers to feel they have very little control over their working lives, leading them to accommodate the shifts they have no say over. Especially due to last-minute scheduling and changes, many shift workers often must change or completely scrap personal plans - or wait until after shifts are allocated - resulting in lives only revolving around work.

As much as someone can be a work-first individual, removing time

By Becky Mundie, RotaCloud (www.rotacloud.com)

for personal and social lives - and simply downtime - can be damaging in the long run, causing stress and mental health issues. Factor in graveyard shifts or being on-call, and the feeling is greatly exacerbated.

Is there any wonder, when combining this with the high workload and responsibility that comes with care, that the under-25s - the generation valuing mental health - make up so few care workers?

There are simple ways to remedy this, however.

Simply offering flexibility, allowing staff to have a say in the days and hours they work, and offering the ability to oversee shifts further in advance, can make all the difference.

Implementing digital automation allows staff to feel more in control of their work and lives. This alone can greatly improve employee experience.

Surprisingly, employee experience can go hand-in-hand with updated technology - and what goes hand-in-hand with technology? The generation that has grown up with it.

Not only does digital automation benefit your service users, employees, and overall business growth, but it will also make your workplace more attractive to the new generation - who, once joining, can make adopting these new technologies and processes all the smoother.

Under-25s are the future, as well as new technologies. It’s time to start investing in both.

For further information on RotaCloud, please see the back cover of this issue.

Care South Wins National Award For Dementia Care Training Scheme

Residential and home care provider, Care South, has won a national award recognising its specialist Dementia Care Coach training scheme. The care provider, which is a registered charity, has been presented with the Hennell Award for Innovation and Excellence in Dementia Care by the Association for Dementia Studies at the University of Worcester. The award celebrates one individual or team per year which has implemented positive change for the benefit of people living with dementia. are South has Dementia Care Coaches who have completed the inhouse training programme across its care homes and care at home offices, which are based across Dorset, Devon, Somerset and West Sussex.

Simon Bird, CEO of Care South, said: “We are absolutely delighted to receive the Hennell Award for our Dementia Care Coach training programme which champions the very latest, best practice around personcentred dementia care. I’m incredibly proud to have Dementia Care Coaches working in every care home and care at home office, who support their colleagues to provide compassionate care and making a real difference in the lives of residents with dementia.”

The scheme, led by Karen Hodges, Group Dementia Lead at Care South, sees the Dementia Care Coaches work closely with colleagues and residents to further develop the best care practices for the enhanced wellbeing of residents living with dementia. They also provide additional support to the family of residents and loved ones living with dementia.

Karen Hodges, Group Dementia Lead at Care South, said: “It is a real honour to receive this award which is testament to the hard work of our Dementia Care Coaches who support their colleagues with coaching and on-the-job guidance to ensure best practice with residents living with dementia and their loved ones. It’s inspiring to see the difference they make to the lives of our residents, enabling them to live with dignity, respect, and joy while providing invaluable support to their families.”

Nicola Hook, Activities Lead at Alexandra House care home who has trained as a Dementia Care Coach, said: “I found the Dementia Care Coach training really interesting as it has taught me that small changes can make a difference. It’s very rewarding to support my colleagues in enabling them to provide the best possible care to all residents, including those living with dementia.”

Enhancing Care Through Excellence: The Role of a Dedicated Pharmacy Partner

The foundation of exceptional care home service lies in collaboration, efficiency, and reliability. For over a decade, Care Quality Pharmacy (CQP) has stood as a trusted partner for care homes across England, Scotland, and Wales. With a specialised approach to care home pharmacy services, CQP ensures residents receive timely and accurate medication, allowing carers to focus on what truly matters: quality time with their residents.

One of the most significant challenges for care homes is navigating missing or outof-stock medications. CQP’s proactive system addresses this with precision. Their team checks prescriptions, liaises with GP services on behalf of the care home, and resolves discrepancies swiftly. Additionally, CQP’s access to national wholesale suppliers and long-standing relationships ensures a robust strategy for managing short supply issues, keeping residents’ needs a top priority.

Medication errors, often a stress point for staff, are almost eliminated thanks to CQP’s cutting-edge systems. Medications are picked using robotic technology, followed by a meticulous two-stage accuracy check by a pharmacist. This stringent robotic process has achieved an impressive error rate of less than two parts per million. Furthermore, integrations with market leading eMAR providers and coloured paper MAR entries are handled by CQP, reducing the administrative burden for care home teams.

Timely delivery is another hallmark of CQP’s service. Monthly deliveries are scheduled up to six days in advance, and their teams ensure precision and dependability making the booking-in process hassle free. For urgent needs, a 4pm interim cut-off guarantees next-day delivery, including Saturdays. CQP’s commitment to care extends beyond medication. Their open communication lines, available seven

days a week, foster seamless interactions. Moreover, their Quality Assurance Team conducts annual face-to-face compliance audits, enhancing regulatory compliance and resident satisfaction. Added services, such as guidance on covert medicine administration and homely remedies advice, showcase their dedication to meeting every need.

Leading national care home partners trust CQP completely to manage pharmacy services across their entire estates. This unwavering confidence is a testament to the expertise, efficiency, and reliability that CQP brings to the table. Care homes also benefit from no-cost residential returns collection and free online medication training sessions. CQP supports staff development, ensuring a high standard of care using the CQP systems and processes.

By embracing the ethos of collaborative working, Care Quality Pharmacy sets the benchmark for care home pharmacy services. Their efficiency, responsiveness, and focus on compliance empower care homes to achieve the best outcomes for their residents. In an ever-demanding sector, CQP remains a steadfast partner, proving that the right support makes all the difference.

NHS prescription item dispensing data from October 2024 shows CQP to be the 6th largest distance selling pharmacy in England and therefore possibly making it the largest independent specialist care home pharmacy in the country.

Care Quality Pharmacy can be contacted by telephone on 0800 970 8844, online at cqpharmacy.co.uk/care

National care home only pharmacy operating since 2011, based in the Midlands – serving England, Scotland and Wales.

Missing medication? Our team checks all your prescriptions for you and informs you of missing medication - huge time and cost saving to the home, freeing up your quality time with your residents.

Out of stock medication? We manage the entire short supply and out-of-stock medication process. Medication errors? Our resident order is picked by robots, then a 2 – stage independent accuracy check by pharmacists ensures you have the right medicine, on time, every time.

eMAR Integrations - Our systems work alongside all major eMAR providers

Are your deliveries on time? Our monthly deliveries are up to 6 days in advance, giving you plenty of time to book in medication. Saturday deliveries included.

Open Communication - One direct communications team, answering calls & responding to emails giving you one SLA for all of your homes.

Compliance - Quality Assurance Team – guaranteed face-to-face annual compliance audits. Consistency of service and delivery with audit trail.

We are Specialists in care home only dispensingDouble labels, Covert administration and Homely remedies advice.

Free Residential Returns Residential home’s returns are collected – no cost implications to you.

Free Medication Training – Both online and face-toface options available.

Become part of the care home pharmacy delivering excellence in medication management across the country.

References available on request.

To organise an introductory meeting please contact National Partnerships Director, Patrick Bell: Email: patrick@cqpharmacy.co.uk

Tips For Efficient Yet Person-Centred Care Operations

As 2025 gets into full swing, the social care sector finds itself grappling with the lingering challenges of a difficult 2024. In response, Log my Care, the intuitive care management platform, has launched Shaping Social Care 2025, a new e-book full of expert perspectives and strategies to support the sector. This article by Mark Topps is an extract from the report, which features six additional chapters of predictions and advice from leading experts covering topics across legal, CQC, HR, complex care, and technology. When discussing efficiency, we often focus on time savings, which shifts our attention from evaluating existing processes. Additionally, we must consider our teams and those we support, balancing efficiency with quality. Here are practical strategies to achieve both.

ADMINISTRATION AND EVALUATIONS

A large part of social care involves administration, making it an ideal area for streamlining. However, social care often lags in adopting digital tools and AI. While technology isn’t a cure-all, it’s an accessible way to improve workflows without hefty costs.

Many providers already use Digital Care Planning systems, but are these systems being fully utilised? Often, key features are disabled during setup, integrations face challenges, and tools go unused due to limited training. Revisiting these systems and addressing gaps can unlock untapped efficiencies. Proper training can save time, reduce manual work, and allow teams to focus on high-quality care. Here are some strategies and tools to enhance efficiency:

● Digital Care Planning and EHR Integration: Integrating Digital Care Planning systems with electronic health records (EHRs) ensures quick access to essential information, improves accuracy, and reduces time spent on communication with healthcare professionals.

● Digital Rostering: Tools like Log my Care’s Rostering add-on simplify rota creation, optimise staff deployment, and align carers with service users’ needs, improving both efficiency and care quality.

● Process Mapping: Visualise workflows to identify inefficiencies and bot-

tlenecks. Regular updates ensure relevance and provide clarity for teams.

● Simplify Workflows: Eliminate redundant tasks and combine actions where possible. Streamlined workflows save time and reduce errors. These strategies help create efficient systems, allowing more focus on delivering quality care.

TRAINING, DEVELOPMENT, AND HORIZON SCANNING

Time management is crucial for productivity and quality care. Investing in training and development can significantly enhance efficiency. Consider the following:

● Time Management Training: Tools like the Eisenhower Matrix help staff prioritise tasks based on urgency and importance, ensuring critical items are addressed promptly.

● Goal-Setting and Task Management: Training staff to set realistic goals, break projects into manageable steps, and establish achievable deadlines fosters accomplishment and reduces burnout.

● Continuous Learning: Encourage staff to stay updated on best practices and emerging technologies. This keeps teams engaged, skilled, and ready for challenges.

● System Reviews and Innovations: Regularly evaluate current systems and explore new technologies to identify tools that enhance both efficiency and care quality.

Investing in these areas builds a proactive, capable team ready to meet the demands of modern social care.

PERSON-CENTRED CARE

While most claim to deliver person-centred care, it’s worth reflecting on whether unique needs are genuinely met. Consider the following:

● Reflect on Care Delivery: Imagine care without constraints like cost or staffing—what would you change? Use these insights to identify actionable steps, such as adopting new technology, reviewing care plans more frequently, or increasing staffing levels.

● Feedback Utilisation: Evaluate how feedback is gathered, analysed,

and acted upon. Effective systems not only highlight improvements but also show service users and staff their input is valued.

● Rethink Staffing Ratios and Rostering: Analyse staffing data to identify needs and explore different shift patterns or task-sharing opportunities. Involving staff in this process can lead to innovative solutions that enhance care and efficiency.

By reflecting, gathering feedback, and actively involving your team, you build a foundation for continuous improvement.

TEAM COLLABORATION AND COMMUNICATION

Streamlining communication is critical for operational efficiency:

● Consolidate Communication Tools: Using multiple systems can cause confusion and duplication. Centralising tools enhances coordination and reduces administrative burdens.

● Optimise Meetings: Regular, focused meetings with clear objectives are more effective than broad, infrequent gatherings. Purpose-specific meetings foster engagement and clarity.

● Collaborative Culture: Streamlined communication and purposeful meetings build trust and morale, empowering teams to work together effectively. This enhances processes and ensures exceptional personcentred care.

FINAL THOUGHTS

Efficiency in social care goes beyond saving time—it’s about maximising resources, eliminating unnecessary tasks, and streamlining processes.

The ultimate goal is improving outcomes for the people we support. By fostering collaboration, leveraging technology, and focusing on quality, we can create a system that balances efficiency and care excellence.

Scan the QR code to read the full ebook for free

Council-Paid Care Home Fee Shortfalls Remain Concentrated In The North

LaingBuisson has released its latest, thirteenth edition of Care Cost Benchmarks (CCB), covering 2024/25 financial data. Refined over two decades of use, care home operators and commissioners rely on the CCB model as the definitive guide to the ‘Fair Cost’ of sustainable care home services for older people, about half of whom have their fees paid by councils.

The former Conservative government recognised in its final years that public sector austerity had led to significant shortfalls in council-paid fees. This new edition of CCB quantifies the current position for each of 151 councils with adult social services responsibilities in England, showing:

• ‘Fair Costs’ of sustainable delivery of nursing and residential care of older people in 2024/25

• Average fees reported by each council for the first months of financial year 2024/25

• The difference between council-paid fees and operators’ costs (shortfalls or excesses)

• Fee shortfalls are currently most frequent for residential care. One hundred and seven of the 151 councils reporting data for the first months of 2024/25 are paying less than care homes’ full costs. The remaining 45 councils report that they pay as much or more than the full costs of residential care.

For nursing care, councils are more evenly split, between the 73 paying less than full costs and 78 reporting that they pay as much or more, though CCB highlights a health warning that reported nursing care fees may not be reliable for some councils.

Overall, on the basis of reported average fee levels, LaingBuisson calculates that local authorities in England are underpaying operators of care homes for older people in England by £223 million a year in 2024/25.

Former

Shortfalls are concentrated in the less affluent northern regions of England. Thirty-five out of the 51 local authorities with adult social services responsibilities in the North East, North West and Yorkshire & the Humber pay less than the ‘Fair Cost’ of nursing care for older people while 43 out of 51 pay less than the ‘Fair Cost’ of residential care.

Shortfalls may be as little as a few £s per week or as much as several hundred £s.

Looking forward to the next financial year, CCB projects a challenging environment in which cashstrapped councils will struggle to find the money for 7% (nursing care) to 8% (residential care) fee uplifts if care homes are to maintain their margins faced with two major inflationary pressures:

The National Living Wage uplift of 6.7% from £11.44 to £12.21 per hour, from 1 April 2025

The Employers National Insurance increase from 13.8% to 15%, as announced in the Labour government’s October 2024 budget, compounded by the lowering of the threshold at which Employers NI becomes payable, from £175 to £96 per week, which will catch many part-time care workers who currently escape Employers NI by virtue of having earnings below the threshold.

These are the two major factors which will drive care home costs up by 7% to 8% on average, at a time when general economy inflation is settling down to around the Bank of England target of 2%.

Unexpectedly, Oldham Council in the non-affluent North West reports paying the highest average fees paid to independent sector operators for nursing care of older people, at £1,369 per week, after adding in the NHS Free Nursing Care subsidy. Oldham is followed by Kirklees, Trafford and South Tyneside, all at over £1,300 per week. The lowest is North East Lincolnshire at £893 per week, followed by Blackpool, Halton and Knowsley, all at under £1,000 per week for nursing care.

For residential care of older people, the highest average fees are reported by the London Borough of Hounslow, at £1,348 per week, followed by Wandsworth, Richmond Upon Thames and Hampshire, all at over £1,200 per week. The lowest is Halton in the North West at £615 per week, followed by Knowsley, North Somerset, Dudley, Wolverhampton, Southend-on-Sea, Rotherham, North East Lincolnshire and Nottingham City, all at less than £700 per week.

Paras Drop In As D-Day Veteran Peter Celebrates His 101st Birthday

Former paratroopers dropped in at Broughton House Veteran Care Village to help D-Day veteran Peter Belcher celebrate his 101st birthday. He was the second Broughton House resident to turn 101 this year, following the birthday of Joe Jervis in June.

Peter served in the Army during his time in the forces between 1937 and 1949, first in an airborne division and later with the Parachute Regiment. On D-Day his company’s objective was to capture and defend bridges over the River Orne and Caen Canal in Normandy – the latter was later known as Pegasus Bridge – to help protect the eastern flank for those landing on Sword Beach.

The capture of Pegasus Bridge was dramatised in the epic US war film The Longest Day.

After that battle, Peter was deployed to the Belgian town of Bastogne to help with the Battle of the Bulge.

He served in 17 countries in total and was awarded six military medals, including the illustrious Legion d’Honneur.

Members of the Parachute Regimental Association joined in the celebrations at Broughton House for his special birthday.

Peter was applauded into the veterans’ mess by family, friends, residents and staff. The guests were entertained by singer Sarah Dennis, who is known as the Veterans’ Sweetheart.

Peter, who has lived at Broughton House since April 2023, also received cards and greetings from pupils at nearby King David School.

Joe, who moved into Broughton House in April, served in the RAF as an aircraft engineer during World War Two at fighter airfields all over the UK. His role was to ensure the airframes and systems in aircraft, including the Spitfire, were ready for combat, and to repair any damage when they returned from operations.

Jane Green, director of care at Broughton House, said: “Peter was the second of our residents to celebrate their 101st birthday this year and we’re honoured that he and Joe have reached this fantastic age.

“Peter chooses to live at Broughton House because he is fully supported to live a meaningful and engaged life. He is determined to use the facilities here to the full, including our specialist gym and our programme of events.

“He said when Joe moved in that he felt like a spring chicken, as he was no longer the oldest resident at Broughton House. We are looking forward to celebrating their 102nd birthdays in 2025.”

Peter said: “It was nice to see so many people together to celebrate my birthday. It was a fun afternoon – I felt like I was 70 or 80 again! The children wrote me some lovely birthday cards – they even knew I was in World War Two. It was a really good day.”

Caring For Carers: A Journey To Support The Well-Being Of People Working In Social Care

By Luminita Mandache, Quality Development and Innovation Manager at Nellsar Care Homes

The well-being of people working in social care is now more crucial than ever, as they navigate roles that are increasingly demanding, both emotionally and physically. This is especially pronounced during the festive season when workloads can become more intense. By supporting the well-being of team members, providers not only enhance the quality of life of their team but also enrich the support provided to the people living in their care communities.

Addressing these challenges requires a collaborative effort, drawing on multiple initiatives and contributions from a wide range of individuals and teams. Below I share some of these and reflect on the ongoing journey we are on at Nellsar and the actions we are taking to try and support mental health and well-being amongst our team. It’s important to remember that this is an evolving journey of growth and improvement, not a single achievement or destination.

A COMPREHENSIVE APPROACH

The Acas Framework for Mental Health at Work is a widely respected guideline that encourages shared responsibility for mental wellbeing between employers, managers, and employees. The framework advocates for actions such as reducing stigma, training managers to handle sensitive issues, and empowering employees to prioritise their mental health.

This could be taken one step further by establishing a dedicated working group to collaborate with operations managers and home teams to implement tailored policies and measures, ensuring every team member feels supported at a home level.

COMMITMENT TO MENTAL HEALTH

Another initiative that is available to help workplaces is the Mental Health at Work Commitment (MHaWC). Endorsed by Mind, the commit-

ment has already been signed by over 3000 companies. It is a research-based approach serving as a roadmap to help any organisation achieve improved mental health outcomes for its people.

The MHaWC is a set of actions structured into six standards that organisations can follow to support and enhance the mental health of their people:

• Developing and delivering a systematic programme for well-being initiatives.

• Proactively ensuring work design and organisational culture drive positive mental health outcomes.

• Increasing organisational confidence and capability.

• Providing mental health tools and support.

• Increasing transparency and accountability through internal and external reporting.

Whilst these actions provide a basis, it is important to focus on outcomes, rather than purely mental health awareness. To complement this initiative we have created the role of Well-being Champion within each of our homes. These team members will play a vital role in encouraging open conversations and contributing to a culture of understanding and support.

COLLABORATION WITH PROJECT OSCAR

According to Project OSCAR (Occupational Stress Consultation and Research), in 2023, 17.1 million workdays were lost due to stress, which accounted for nearly half of all work-related ill-health in the UK. Workrelated stress is closely tied to poor mental health outcomes, including mood disorders, burnout, and even suicide, while also negatively impacting employers through absenteeism, reduced productivity, and turnover.

Project OSCAR is a two-year research initiative funded by the Health and Safety Executive. This project aims to shape new workplace stress management guidelines by exploring key areas such as:

• How stress is identified and defined in workplaces.

• Effective interventions for reducing workplace stress.

• Barriers and enablers to implementing stress management strategies.

Participation in the project not only contributes to vital research but

will also provide access to the latest evidence-based findings, enabling organisations to refine their well-being practices.

PROGRESS ALREADY UNDERWAY

Mental health efforts should not be limited to future plans; tangible progress can already be made. Initiatives such as conducting employee surveys can gather insights into team members' well-being. Enhancing induction materials to include mental health resources and promoting mental health awareness in team meetings and one-to-one development sessions leads to improved well-being and a more caring work environment.

When reviewing workplace mental health policies, it is essential to integrate strategies that address health and medical challenges holistically, as these often intersect with mental well-being. For instance, aligning menopause-related support with overall well-being goals can make a significant difference by creating a more inclusive and supportive environment. This can be achieved by committing to initiatives such as menopause-friendly workplace certifications, educating managers and team members about menopause and its potential effects, and refining workplace strategies to accommodate specific needs. Flexible work arrangements, dedicated support resources, and clear communication channels can further demonstrate a commitment to supporting employees through every stage of their lives, enhancing both workplace culture and employee well-being.

LOOKING TO THE FUTURE

Looking ahead, the future of mental health workplace procedures in the social care sector lies in a proactive and holistic approach to wellbeing. This means embedding mental health awareness and support into the core of organisational culture, where care teams feel empowered, valued, and equipped to manage the challenges they face. By recognising the unique pressures of the sector and actively addressing them, care providers can not only improve the well-being of their teams but also enhance the quality of care for those they support, creating a more sustainable and compassionate environment for everyone involved.

Actress Pauline Quirke Diagnosed With Dementia

Pauline Quirke has been diagnosed with dementia and will be stepping away from acting, her husband has confirmed.

The 65-year-old actress, best known for playing Sharon Theodopolopodous in the hit comedy sitcom Birds of a Feather, was diagnosed with the condition in 2021. In a statement Steve Sheen, who has been married to Pauline since 1996, said it was “with a heavy heart” that she was stepping back from her professional and commercial duties because of her diagnosis.

Steve added: “We are deeply grateful for the support of her peers, the public and the dedicated staff and Principals at PQA [Pauline Quirke Academy of Performing Arts].

“We kindly request privacy and understanding for Pauline and our family during this difficult period. Pauline just wants to spend time with her family, children and grandchildren.”

Pauline and Steve have pledged future support to Alzheimer’s Research UK and will be working alongside the charity to drive funds for research and awareness of dementia.

Steve said: “We are very proud of what our family friend Scott Mitchell is doing with Alzheimer’s Research UK in his late wife Dame Barbara Windsor’s name. So, when we feel able, we will also align ourselves with the charity.”

Pauline remains one of the most recognisable stars of British comedy, with Birds of a Feather attracting

nearly 20 million viewers at its height. The show premiered on the BBC from 1989 until 1998 before being resurrected by ITV in 2014 where it continued for another six years. With a career spanning over 50 years, Pauline has starred in more than 60 TV and film productions, including a BAFTA-nominated performance in The Sculptress. She has also had roles in Broadchurch, Carrie’s War, North and South, Casualty, Cold Blood, My Family and Emmerdale.

Pauline was awarded an MBE in the late Queen’s final Birthday Honours, in recognition of her work with young people, contributions to entertainment and dedication to charitable causes.

If nothing changes, one in two people will be directly affected by dementia – either by developing the condition themselves, caring for someone with it, or both.

Alzheimer’s Research UK is striving for a cure for dementia by revolutionising the way the condition is treated, diagnosed and prevented.

Hilary Evans-Newton, Chief Executive of Alzheimer’s Research UK, said: “We are saddened to hear of Pauline’s diagnosis and send our best wishes to her, Steve and the wider family. The family should be praised for making the brave decision to make her diagnosis public, which will not only provide more freedom for them, but also raise such vital awareness of the condition.

“We’re so grateful that Pauline and Steve have pledged to support our work when the time is right. We look forward to working with them to raise further awareness of dementia and funds for research.”

Digital Care Hub Launches First Free Elearning Programme For Senior Data Protection Leads in Social Care

Building on the success of Digital Care Hub’s elearning for all staff, the Hub has launched a more advanced course specifically for those with senior level responsibility for data security and protection.

Speaking about the launch, Daniel O’Shaughnessy, Head of Programme Delivery at Digital Care Hub said:

“Every care provider needs a named individual to lead on data security and protection – in the same way that a health and safety lead is essential. Until now, there has been no training specifically designed for them. Our new elearning course will help data protection leads understand their responsibilities, and build their knowledge and confidence in the role.

“Like our very popular elearning for all staff, the course is totally free to access and supports continuing professional development and meets the training requirements within the Data Security and Protection Toolkit (DSPT).”

The data security and protection lead should champion data security policies and set an example. While daily tasks can be delegated, the lead ensures standards are met. This role does not have to fall to the Registered Manager but should be assigned to someone senior enough to oversee responsibilities effectively. In larger organisations, aspects of the role can be shared – for instance, one person might manage risks while another handles information governance.

The training reflects real-world scenarios across care homes, supported living, home care, and community services, covering all client groups. It was developed and tested in partnership with care providers.

Digital Care Hub recommends that leads complete the course for all staff initially, and then complete this more advance programme. The elearning for leads includes four modules:

• Data protection rights and responsibilities

Covers the lead’s responsibilities, other specialist roles, and key skills and support needed for the role.

• Keeping data secure

Explores managing data, understanding personal data rights, access to data, Information Asset Registers, and Data Protection Impact Assessments.

• Threats to data security

Focuses on recognising, preparing for, and recovering from cyber incidents; reducing threats to digital systems, devices, and supply chains.

• Data breaches

Explains how to differentiate between breaches, incidents, or near misses; record and learn from incidents; and respond to and report breaches appropriately.

The materials have been developed as part of

Care England Warns Of Misaligned Narratives Around Social Care Capacity And NHS Pressures

Care England challenges recent assertions that a lack of capacity in social care is driving NHS delays, citing data from the Capacity Tracker that highlights significant available care home beds across the country.

The “corridor care crisis”, has been reportedly caused by difficulties finding care homes or community care packages for elderly and vulnerable individuals, exacerbating delays in emergency departments and overcrowding.

However, data from the Capacity Tracker reveals that care home occupancy for older persons nationally remains stable at around 85%, with over 43,000 beds currently available for admission.

Professor Martin Green OBE, Chief Executive of Care England, said:

“This is not a capacity issue; it’s a planning, funding, and coordination issue. Care homes across England have been reporting admittable vacancies, yet the system is unable to utilise this capacity effectively. We warned the Department of Health and Social Care (DHSC) about the risks of inadequate winter planning before. These warnings were ignored, leaving hospitals struggling to manage the entirely predictable pressures of winter.”

The failure of health and social care commissioners to engage and work with the sector has been compounded by insufficient funding from the Government. For example, the Improved Better Care Fund (iBCF) has remained at £2.14 billion since 2022-23, despite rising inflation and increased costs – eroding the of purchasing power of local authorities who are now unable to meet the critical objectives of the iBCF policy framework, including:

• Supporting timely hospital discharges.

• Providing the right care in the right setting to promote independence.

Professor Green added: “The absence of real-term funding growth in the iBCF has forced local authorities and providers into untenable decisions, reducing service availability when it is needed most. However, this is just one example of how the Government has introduced unfunded policies that undermine the sector. They must urgently address their entire approach to funding the sector to prevent further strain.”

Winter Pressures Are Not ‘Business as Usual’

Care England has voiced serious concerns over the lack of proactive winter planning, warning that the absence of such measures downplays the urgency of the situation and risks exacerbating pressures on the sector.

“The absence of winter planning signals a ‘business as usual’ approach, which is both dismissive and dangerous,” Professor Green continued. “It fails to recognise the cascading effects of delayed planning, chronic underfunding, and systemic inefficiencies that leave the NHS struggling to cope.”

In response to this escalating and unnecessary crisis, Care England is calling on the government to:

• Develop a recurring national winter strategy for social care to prevent repeated failures and guarantee consistent readiness across the health and social care ecosystem during peak demand periods.

• Commit to adequate and sustainable social care funding, by increasing the iBCF in line with inflation to address immediate financial pressures, and establish a long-term, sustainable funding settlement for adult social care.

“Social care is the backbone of the NHS, and its underfunding is crippling the entire system. Without swift and decisive action, the consequences for individuals, who deserve the right care, will be severe,” Professor Green concluded.

Age Cymru Launches Toolkit To Place Residents At The Centre Of Their Care

Age Cymru has launched Supporting the wellbeing of older care home residents – A toolkit to bring together helpful resources to enable care homes, families, friends and residents to create the ideal environment for supporting resident wellbeing.

This toolkit, funded by the Welsh Government, has been informed by conversations with residents and professionals across care homes in Wales, as well as local authorities and health boards, drawing on a huge wealth of knowledge and experience.

The toolkit is designed to focus on the four main stages of life in a care home experienced by residents: moving successfully into a home; taking part in meaningful activities; finding a sense of purpose; and having a dignified end of life.

Mirroring the principles underpinning the Welsh Government’s Social Services and Well-being (Wales) Act 2014, the toolkit strives for residents to feel safe and protected, able to learn new things, and have personal dignity throughout their time at the home.

The research found that many care homes are already deploying a wide range of innovative activities. One care home regularly hosts silent discos where the residents get to choose the music they want to hear. Other homes were offering pet therapy or using special celebrations to serve up new foods and provide experiences of different cultures.

The toolkit says providing a good ending for a resident can have a positive impact on

the wellbeing of the resident’s friends and family, as well as the care home staff. It suggests relaxing visiting hours to allow family members to be there when they wish, offering to clear a resident’s room if it is distressing for the family to do so, and honouring the resident by placing their photograph in a prominent place and lighting a candle during their funeral.

Age Cymru’s Kelly Barr, who co-ordinated the toolkit, says: “Care homes have faced unimaginable pressures and challenges over the last few years, and despite this, we have heard incredible examples of how care homes continue to put residents at the centre of their care.

“Staff are recognising the impact that person-centred care can have on the wellbeing of their residents. They also want to integrate residents’ families and carers into their lives as well as those active in the local communities. Older residents should be able to take part in activities that matter to them, feel useful, learn new skills, and stay connected to people that matter to them.

“This toolkit brings together a wealth of resources as well as examples from care homes themselves to help equip staff, residents, and communities with the means to provide the best possible experiences for older care home residents.”

The Casey Social Care Review – One Step Forward and Two Steps Back Already

For too long, the challenges faced by the social care sector have been a secondary thought. So, the recent news that there will be a review into adult social care in England, which will provide recommendations on how to improve the sector, was a welcome demonstration that this government is taking the massive challenges and hardships faced by the social care sector seriously.

Baroness Louise Casey, a former director general in the Home Office and Department for Communities and Local Government, has been appointed to lead the project, an appointment which everyone at the Healthcare Management Trust fully supports.

However, despite this positive step forward, I feel as if we’ve already taken two steps back. Waiting until 2028 for the full report and recommendations feels like a wasted opportunity, as the conclusions will almost certainly tell us what we already know and experience on a day-to-day basis – that we are underfunded, under-resourced, we need more innovation, and we need to work smarter to ensure we keep up with the ever-increasing demand for our services.

A review of lessons learned to date would be more helpful and provide a path of action to address areas of concern that will result in real-world change.

Nevertheless, we welcome the chance to work with Baroness Casey on the review. Despite the length of time it will take, we must see this as a positive opportunity to address the challenges across our sector and the way it is viewed.

There are philosophical and cultural differences that exist across healthcare and social care which must be recognised. The two industries are not the same and should not function the same way. We must stop setting the two sectors against each other and start treating them as equals in terms of value and place within our society. It sounds obvious, but the first way to do that is to address funding.

Already this winter, there has been a vast lack of capacity in hospitals due to limited places to discharge people so they can safely recover. Social care and the NHS rely on each other but the stark imbalance in funding, as demonstrated by the latest budget, sets them against each other.

By Dr Nichola Stefanou, Chief Executive of Healthcare Management Trust

The lack of funding in social care leads to a lack of resources and as such organisations will only be able to provide basic care provision. This care will be safe, but it won’t be able to offer patients reablement or rehabilitation that will actually improve health outcomes or quality of life. Instead, patients in the community are likely to deteriorate more rapidly, leading to hospital admissions.

It's a vicious cycle that needs to be broken. But doing that, requires a shift in perspective, which hopefully the Casey review will provide.

We must also remove the political prejudices about certain providers and be pragmatic with allowing independent providers to the table to help tackle challenges. The recent agreement to allow the NHS to make better use of the independent sector to tackle waiting lists as well as providing millions more appointments is a welcome step in the right direction. Currently, less than a quarter of patients recall being offered a choice of hospital for their treatment. It will help expand capacity and widen patient choice. I hope it will also encourage longer-term contractual relationships to be established, enabling further independent sector investment in NHS capacity, but also providing stability and security for the social care sector.

To those of us in the sector, this is seen as positive but public perception will jump to the conclusions of NHS privatisation. This is understandable so we must work harder to help people understand that, just because they receive their care in a ‘private hospital’ it is still an NHS service. Not-for-profit social care providers have a vital role in changing this perception, improving the sector and enabling it to grow. They have the ethical mission to reinvest any surplus into their services, whereas completely private organisations will put profit into the pockets of their shareholders. Funding these types of social care providers first will lead to better health outcomes for people.

The Casey review must also explore how the sector invests in our workforce and pride more meaningful career pathways. While the underfunding of social care hits patient care, it also hits our staff. According to Skills for Care, the sector needs an additional 540,000 workers by 2040. We must find ways to attract and retain people in this sector for the long term. Without urgent investment, the sector will fail to keep the talent needed to meet growing demand and instead perpetuate a growing feeling that social care workers are undervalued.

The social care sector’s future is uncertain, but what is true, is only by bringing all parties to the table and valuing each perspective equally will ensure the right improvements are needed in our vital sector. I just hope it’s sooner rather than later.

“Leave Your Problems At The Door” Says Staff Member Receiving Long Service Award

A staff member at a Letchworth home says you have to “leave your problem at the door” and give your full attention and commitment to residents. Kevin Pearson works at MHA Trembaths and marked his 20-year service by receiving his long service recognition award from Chief Executive, Sam Monaghan.

Kevin, who works as a maintenance man started his journey at the home as a volunteer before moving into a care assistant role, senior carer and then his current position.

MHA Trembaths provides nursing and specialist dementia care for up to 51 residents. Kevin says the reason for his longevity is the atmosphere at the home and the togetherness of staff.

He added: “First and foremost, you have to have the utmost respect for the residents, and remember you are visiting their home.

“You have to leave any problems you have at the door and put a smile on your face and be happy around the residents.

“I understand how important social care is as well as the maintenance work I do.

“You have to have a caring personality to work in care and it’s a very special area of work.

“I was aware I had been here for 20 years, but it was a nice surprise when I received my long service award.

“I really enjoy working at the home, it’s a great atmosphere, everyone is caring and supportive and we all work together to ensure the needs of the residents are met.

“It’s definitely somewhere I can see myself retiring from and it’s a fun place to work.”

Taylor & Taylor, a group of family-owned residential care homes approached food procurement experts, allmanhall to achieve scalable cost savings and efficiencies to support their growth plans. They needed to ensure no detrimental impact to the excellent quality of their food offering and their residents’ dining pleasure.

Their desire was to achieve a 5% food cost saving and to ensure ongoing effective management of catering budgets and invoicing. Operationally, access to reports and insights were key, as was ease of ordering and management of stock and deliveries.

allmanhall undertook a like-for-like benchmark and identified achievable food cost savings of 11.4% - more than double the initial objective!

allmanhall delivered tech demos of the catering control platform for Taylor and Taylor, ensuring it met their needs and provided training for the team. As well as providing useful operational functionality like stock taking and standing orders, the catering control platform proposed would also give access to management reports and facilitate central billing and conversion of all supplier invoices in to 1 per month. Samples and on-site supplier meetings were also arranged on behalf of the homes, to confirm that the quality was to the required standard.

allmanhall have also supported Taylor and Taylor with the launch of a community engagement event for one of their newest homes.

A few months into the contract, the actual results were found to be an 18% food cost saving! You can watch this short video on You Tube to find out more…

“From day 1, the care and attention provided by allmanhall has been exceptional. The team truly listen to us, to what our challenges are and are always willing to help in any way they can. Their approach is thorough and responsive, meaning we feel fully supported. Everyone we’ve met from allmanhall has been hands-on, down to earth, genuine and considerate.

I’ve been impressed by the savings we’ve already seen, the flexibility regarding suppliers and by the excellent quality. The consolidation of invoices into 1 per month is a huge win.

We have relationships and contact with people across the allmanhall team – all there to help and to advise or resolve depending on what we need. With challenges around labour shortages and food inflation, this is hugely valued. It frees up the team and gives us peace of mind.

I would wholeheartedly recommend allmanhall’s services to others in the care sector and I look forward to continuing to grow our offering and provide outstanding food for our residents, with allmanhall as our trusted partners.”

– Chris Rees, Group Executive Chef allmanhall is an owner-managed, award-winning and trusted food procurement partner for care organisations across the UK. We help clients with a range of needs, including cost savings, administrative efficiencies, supplier management, dietetics and nutrition support, and sustainability goals. Get in touch to find out more:

Email: hello@allmanhall.co.uk

Telephone: 01225 745520

Website: allmanhall.co.uk

LinkedIn: @allmanhall

The Future of the NHS

Today, 29 January 2025, the Public Accounts Committee has published a report examining the financial sustainability of the NHS.

The report found that despite the bold plans laid out by the government, including the aspirations of the Secretary of State for Health and Social Care to achieve three major shifts, including a shift from hospitals to community and sickness to prevention, there is a lack of fresh thinking.

Social care is the best-kept secret that can help transform the focus of the NHS away from high-acuity settings and towards community- and neighbourhood-based approaches to improving care and support injecting the fresh thinking that is desperately required.

Lord Darzi’s ‘Independent Investigation of the National Health Service in England’ highlights that public satisfaction with the NHS is at record lows and there are pressures at the front door, A&E, and the back door, delays in discharge.

More of the same is simply not a possibility and something needs to change. If we adopt a proactive model of care across statutory and voluntary community services, we can help transform the lives of those who need care and support.

ADOPTING A PROACTIVE MODEL OF CARE

A sustainable social care sector is fundamental to the success of the NHS. Social care plays a crucial role in supporting people both to prevent the need for emergency care and to recover after a hospital stay. However, the sector remains overstretched, underfunded, and reactive. Adopting a proactive approach would enable community services to focus on early intervention and recovery, reducing the strain on hospitals and improving outcomes for individuals.

For example, our ‘Intermediate care guide’ illustrates how effective community-based models can transform care pathways. Among people receiving intermediate care following a hospital stay:

70% returned home safely.

• 72% avoided transitioning to higher-dependency care.

92% maintained or improved independence.

Similarly, reablement services demonstrate the impact of supporting people to regain abilities after hos-

By Kathryn

pitalisation. SCIE’s ‘Supporting engagement with reablement: a practice guidance resource for reablement services’ highlights the positive outcomes for recovery and continuity of care. By prioritising these approaches, we can embed proactive, joined-up care at the heart of neighbourhood services.

This isn’t just about better care; it’s about addressing systemic challenges. A proactive model of care will require statutory and voluntary services to collaborate more effectively, working together to identify risks earlier, intervene sooner, and integrate care seamlessly.

INVESTMENT IN COMMUNITY SERVICES

Central to achieving this government’s ambitions for the NHS is a significant investment in community services. Years of underfunding have left the social care sector with workforce shortages, service gaps, and challenges in meeting growing demand. This has affected the entire system: hospital discharges are delayed, recovery is hindered, and preventable crises escalate.

Investment in community services is essential. It is particularly urgent for services that support recovery after a hospital stay, where timely and effective care can prevent readmissions and improve long-term outcomes. Without proper resourcing, the aspirations of government will remain unfulfilled.

The economic case is compelling. The social care sector’s work on early intervention through the Time to Act Reform Board ‘Earlier action and support: The case for prevention in adult social care and beyond’ demonstrates that every £1 spent on early intervention generates an average ROI of £3.17. Investing in recovery-focused and preventative services reduces demand on acute care, promotes independence, and improves quality of life.

The human case is just as critical. People recovering from illness or injury should have access to care that helps them regain their strength, independence, and dignity. This is not a luxury, it is fundamental to building a sustainable and compassionate health and care system.

TIME FOR ACTION

The government’s vision for a sustainable NHS is ambitious, but it is achievable if we commit to action. This includes:

Adopting a proactive care model across statutory and voluntary services, focused on prevention and recovery.

Investing in community services to ensure timely hospital discharges and effective recovery pathways.

Building partnerships to deliver joined-up, person-centred support.

When we get this right, the impact is transformative, not just for the NHS but for individuals and communities.

Dunstable Care Home Unveils ‘Completely Transformed’

Wellbeing Room As ‘Tranquil Space’ For Colleagues

The care team at HC-One’s Ridgeway Lodge Care Home in Dunstable, Bedfordshire, have unveiled the home’s first wellbeing room to provide a tranquil space for colleagues.

The care home’s wellbeing room has been created to offer a relaxing, calm, quiet and re-energising sanctuary space for colleagues to take a break, relax and unwind in at the heart of the busy care home. Colleagues at Ridgeway Lodge were involved in planning meetings and discussions led by Home Manager, Michele Tricker, to input their own thoughts and ideas as to what they would like the space to include.

The room was previously a visiting pod during the Covid pandemic before becoming a storeroom. It has now been completely transformed into a very different looking room which opened in mid-January this year much to colleague’s delight.

To celebrate the opening of the home’s wellbeing room, Home Manager Michele Tricker was presented with a ‘Kindness in Care’ Award for her exemplary and outstanding health and safety oversight work in keeping everyone well and safe. Michele’s work in creating the staff wellbeing room evidences her kind, caring and supportive nature and culture she has formed within the home.

The room was designed by HC-One Ridgeway Lodge’s Home Manager, and the home’s wellbeing and

care teams to ascertain what they would like included in the room. The team created the tranquil staff wellbeing room with comfortable furniture, oft lighting, neutral and pastel wall colours with motivational quotes, refreshments, and quiet corners. The wellbeing room also offers colleagues support, information and guidance across a variety of topics from how to manage finances, menopause awareness, domestic abuse awareness and mental health. The home’s Wellbeing Team consists of Health and Wellbeing Champions, who have received training and support to offer peer-to-peer support to their fellow colleagues.

Michele Tricker, HC-One’s Ridgeway Lodge Care Home Manager, said:

“Our new Wellbeing Room at Ridgeway Lodge offers a wonderful tranquil space for our colleagues to relax and unwind in as well as gather the support and advice they may require. The room has been completely transformed and now offers a place for colleagues to decompress and gather their thoughts.

“I’d like to thank all of our colleagues at Ridgeway Lodge for making this happen, their input and ideas have been extremely valuable in creating the Wellbeing Room and this has inspired us to create a wider wellbeing programme to support our colleagues.”

UK Care Week: Empowering Care Professionals

UK Care Week is an event exclusively for care professionals, designed to empower and equip you with the skills to enhance the lives of those in care. This event provides a vital platform to explore industry-leading content, innovative solutions, and hands-on product demonstrations.

With 100+ CPD-accredited sessions, innovative products from 150+ top suppliers, and tailored guidance at the CQC Inspector Hub, you’ll find resources to meet the highest standards. Dive into interactive features like the Virtual Dementia Tour and expert-led training to elevate care.

WHAT’S ON THE AGENDA?

The event features an impressive lineup of sessions, workshops, and opportunities to engage with the latest developments in the care sector. Key highlights include:

THE CARING VIEW THEATRE

Hosted by the passionate team behind the Caring View Podcast, this theatre promises engaging discussions and insights into the latest care practices and strategies. Meet over 150 exhibitors showcasing solutions designed to stimulate business growth and help implement sustainable care models. Discover cutting-edge technologies and practical tools to elevate your care services.

Attend interactive seminars hosted by industry experts. These sessions tackle real-world challenges in care settings and offer actionable solutions to overcome them. Gain up to 12 CPD points across 2 days. CQC INSPECTOR HUB

Book a 1-2-1 meeting with a CQC Inspector to discuss any queries you may have; local inspectors will be

www.ukcareweek.com

able to answer any queries, as well as dealing with registration advice.

CO-LOCATED EVENTS

Gain access to additional CPD sessions and resources through co-located events, including The Alzheimer’s & Dementia Show, Neuro Convention, and Naidex. These events create a collaborative environment that unites aspects of health, social care, rehabilitation, inclusion, and diversity.

EXCLUSIVE TRAINING OPPORTUNITIES

In partnership with Training2Care, co-located event The Alzheimer’s & Dementia Show offers unique experiential training sessions tailored to dementia care:

• Virtual Dementia Tour: £60 + VAT per session

• Dementia Interpreters Workshop: £45 + VAT per session

• DIET, Dining Immersive Experiential Training: £60 + VAT per session

+

Smith OBE, Chief Executive of the Social Care Institute for Excellence

UK Healthcare Industry: Greater Collaboration, Investment and AI Adoption Will Drive Success in 2025

RSM UK’s head of healthcare Suneel Gupta and head

Funding and investment - The average deal value of private equity buyouts in the healthcare industry was £68m in 2024, over double the average of £32m in 2023, according to Pitchbook. That said, while deal values jumped from £3.5bn in 2023 to £6.8bn in 2024, the number of deals fell from 110 to 99 in the same period.

Suneel Gupta: “The healthcare industry has long been viewed as a robust option for investors, but it hasn’t been sheltered from the impact of high interest rates, rising cost of debt, and uncertainty, which have hindered investment opportunities. Investors have been more risk adverse and favoured larger established businesses with a proven track record. With immense pressure on the NHS and growing waiting lists, it is clear support from the private sector is needed to ease the

burden. As interest rates slowly come down, there’s a renewed optimism that we will see an increase in investment activity in 2025 and beyond. There will however be a greater focus on more robust due diligence, with high quality data being increasingly important during the deal process to drive value and build investor confidence. As a result, deals may also take longer to complete.”

TIGHTER MARGINS AND WORKFORCE PRESSURES

Suneel Gupta: “A significant headwind for the healthcare sector is the increase in employers’ National Insurance contributions (NIC) from April 2025, along with a 6.7% rise in National Living Wage (NLW). Whilst welcome news for workers in the industry, many of whom are under immense pressure and facing burn out, margins will be significantly hit. Businesses across the health and care sector are often heavily dependent on staff that are paid the NLW, so the impact will be severe, and in some cases devastating, and it places further strain on squeezed margins. Businesses will need to think of creative ways to mitigate these costs, for example, the adoption of technology to create efficiencies will be a gamechanger. Healthcare leaders will also need to consider transforming their care models and redesigning jobs in order to address the skills shortage in the sector.”

INCREASED COLLABORATION

Suneel Gupta: “Private hospital admissions reached 232,000 in Q2 2024, the second highest total on record*. The NHS is already collaborating with the independent sector to support with increased patient demands, which will only increase further as part of the government’s

efforts to reduce waiting lists. The private sector plays a huge role in supporting the NHS, delivering care and investing in new products and technologies. Plus, with resources in the NHS significantly constrained, harnessing the skills, innovation and capacity of the private sector will be key in easing this pressure. But investment and collaboration within the sector must be done carefully, so patient outcomes are not compromised at any stage.”

DATA AND AI

Clive Makombera: “Advanced data sharing and increased digital maturity is a crucial strand in making the NHS fit for purpose. In addition, AI has the potential to transform healthcare by optimising both administrative functions and care delivery with improved care quality, enhanced patient experience, and greater clinician satisfaction. There needs to be a shift from a reactive culture to being more proactive, and investment in technology is needed to make this happen. Tech can be hugely powerful in driving down costs while improving productivity, and diagnostic capability and quality. An example is investing in diagnostic imaging equipment to help with the early detection of illnesses which would massively reduce the pressure on the NHS, or using AI to efficiently analyse and process vast amounts of data. However, as more collaboration and data sharing takes place between the NHS and private sector, this will also mean an increase in cyber threat. It is therefore more important than ever that organisations adopt cyber security foundations early on to avoid falling victim to an attack.”

Groundbreaking Alzheimer’s Pill

Offers New Hope for Patients in the UK

A groundbreaking new treatment for Alzheimer’s disease, developed by Aberdeen-based pharmaceutical company TauRX, could soon be available on the NHS, offering hope to millions of individuals affected by neurodegenerative diseases.

The daily oral medication, Hydromethylthionine mesylate (HMTM), is designed to slow the progression of Alzheimer’s by targeting a key protein associated with the disease.

If approved by the Medicines and Healthcare products Regulatory Agency (MHRA) and the National Institute for Health and Care Excellence (NICE), HMTM would represent a major milestone in dementia care, marking one of the most significant advancements for NHS patients in decades.

Unlike many current treatments that focus on amyloid plaques, HMTM targets the tau protein, a hallmark of Alzheimer’s disease. By preventing the aggregation of tau into harmful tangles within the brain, the drug aims to mitigate cognitive decline and reduce brain atrophy in patients with mild to moderate Alzheimer’s.

Preclinical studies and recent Phase 3 trial data have shown

promising results. The LUCIDITY trial, a 24-month study conducted by TauRX, revealed that:

Patients with early-stage Alzheimer’s experienced sustained cognitive improvements and a normalization of brain atrophy rates.

For those with mild to moderate Alzheimer’s, HMTM stabilized cognitive and functional abilities while significantly slowing brain atrophy compared to historical data.

The treatment was well-tolerated, with no serious adverse events or imaging abnormalities related to the drug.

These findings underscore the potential of HMTM as a safe and accessible treatment option, suitable for routine clinical care without requiring costly monitoring for side effects.

Professor Claude Wischik, Executive Chairman of TauRX and a leading expert in tau-based research, has dedicated nearly 40 years to understanding and combating Alzheimer’s. His groundbreaking discovery of tau tangles as a key driver of the disease laid the foundation for HMTM’s development.

Since establishing TauRX in 2002 as a spin-out from the University of Aberdeen, Professor Wischik has remained at the forefront of

efforts to develop innovative therapies targeting tau pathology. Reflecting on the recent progress, Professor Wischik said, “This is a significant milestone for TauRX and an important step in potentially bringing new hope to patients and families affected by this devastating disease. The ability to intervene at an early stage could fundamentally change the trajectory of Alzheimer’s for many individuals.” HMTM has been designated for the UK’s Innovative Licensing and Access Pathway (ILAP), positioning the UK as a potential first market for the drug’s introduction. In July this year TauRX submitted a Marketing Authorisation Application to the Medicines and Healthcare products Regulatory Agency (MHRA), and if approved, the treatment could soon become a lifeline for those in the early and moderate stages of Alzheimer’s.

This announcement follows recent controversies surrounding the rejection of two other Alzheimer’s drugs, lecanemab and donanemab, by NICE due to high costs and intensive monitoring requirements. Unlike these therapies, HMTM’s oral formulation and focus on tau pathology offer a simpler, more affordable alternative that could be transformative for NHS dementia care.

Providers Group Puts Social Care To Music

The social care provider organisation, The Independent Care Group (iCG) has taken the unusual step of highlighting the vital care of older and vulnerable adults in a song!

The iCG has released a charity song called ‘Who Cares?’ proceeds of which will go to The Care Workers’ Charity.

The song has been co-written by iCG Marketing Executive Brian Johnson and performed by co-writer, Ivor Novello-nominated singer-songwriter Boo Hewerdine. A video to accompany the song features footage taken at social care locations in North Yorkshire. The project has been sponsored by Hempsons, leading health, social care and charity lawyers. It is part of a longterm campaign by the iCG to promote and highlight social care and fight for improvement to the sector.

Mr Johnson said: “When I joined the iCG in 2023, I mentioned to iCG Chair Mike Padgham that I wrote songs in my spare time, he said, ‘We need a song for the care sector!’.

“Over the next few months, whilst getting to grips with my new job, I began to develop a lyric that tried to capture ‘moments’ from the lives of carers and the people they care for. The phrase ‘Who Cares?’ seemed to work well for the chorus, so slowly it came together.”

Armed with the words, Brian approached his friend Boo Hewerdine who has had songs recorded by kd lang, The Corrs and Eddi Reader and has been described by BBC Music as “one of Britain’s most consistently

accomplished songwriters.” The pair had previously had some success with a collaboration that reached No.1 in an iTunes chart in New Zealand.

To accompany the song, Brian has directed and edited a video, shot by Silsden-based film-maker Dawn Feather at yorkshireedit.co.uk

The pair filmed sequences with staff and residents in care and nursing homes belonging to Mr Padgham’s Saint Cecilia’s Care Group and with ubu in Harrogate, who support vulnerable adults to live independently in their communities.

“We’ve known each other for years but we’d never worked together,” said Brian. “Dawn is currently creating a beautiful documentary called ‘Joy ‘O Dance’, exploring how participation in dance and the arts positively impacts young people’s mental health, but she kindly broke off to help me on this project. I knew Dawn was really good with people and puts them at ease whilst filming, so we were able to get up close and personal and capture really special ‘day in the life’ moments and interactions between carers and their clients,” said Brian. “We were so privileged to be able to get access to their lives for a few hours and share the positive aspects of the care world and I think the images shot really support the song’s tone.”

The song, distributed by Horus Music, is available to purchase as a digital download at: https://thecareworkerscharity.bandcamp.com/track/who-cares

of NHS Clive Makombera, highlight the key themes dominating the healthcare sector in 2025:

Damian Green To Lead UK Think-Tank, The Social Care Foundation

Damian Green, the former Conservative cabinet minister and MP, has been appointed chairman of The Social Care Foundation.

Mr Green takes up the role after almost 30 years in frontline politics during which he served as First Secretary of State and Minister for the Cabinet Office in Theresa May’s government and as MP for Ashford from 1997 until 2024.

As chairman of The Social Care Foundation, Mr Green will seek to inform and shape a much-needed national debate on reform of social care in Britain.

Mr Green said that “successive governments” had “shied away” from making tough – but necessary – decisions to tackle a funding crisis in the sector.

“The recent discovery that one in seven patients in hospital beds ought to be in a social care setting was shocking enough to make headlines, but not remotely news for anyone who knows the care sector,” said Mr Green.

“It’s yet another example of how the care crisis only very occasionally grabs public attention and is one of the reasons successive governments have tried to tackle it, but have shied away from the dif-

ficult decisions needed, safe in the knowledge that this crisis will shrink into the background.”

Highlighting an independent commission into adult social care in England, led by Baroness Louise Casey, Mr Green added:

“How we pay for social care is a genuine dilemma that will be one of the most difficult issues facing Baroness Casey. In the end, whatever the commission recommends will need political backing at the highest level. In the best traditions of Yes Minister, the politicians will be told that they are being brave if they address this problem. Maybe now is the right time for bravery.”

Dr Robert Kilgour, the Scottish entrepreneur and founder of The Social Care Foundation, said: “I am delighted that Damian Green has agreed to become its new chairman. At such a challenging and uncertain time for the social care sector, I am confident that Damian will be able to lead TSCF in its stated aim of making a positive contribution to cross-party efforts to support and encourage the reform that all stakeholders agree is much needed and long overdue.”

Celebrating Community And Spiritual Wellness:

The Ardas Di Mehima Events At Kailash Manor

Kailash Manor recently had the privilege of hosting monthly Ardas Di Mehima events, an enriching spiritual gathering made possible with the invaluable support of the Giyanijis’ from the Brent Sikh Centre in Kingsbury.

This special event brings together residents, their families, and members of the local community in a beautiful celebration of faith and unity.

The Ardas Di Mehima event offers residents and their relatives an opportunity to participate in meaningful spiritual practices, including hymns, prayers, and inspirational teachings from the Sikh tradition. For many, this is a chance to reconnect with their cultural heritage, providing a profound sense of comfort, peace, and belonging.

The collaboration with the Brent Sikh Centre added a unique dimension to the event. The Giyanijis shared wisdom and insights that not only uplifted spirits but also created a space for reflection and positivity. Their presence underscored the importance of partnerships between care homes

and local cultural organisations in promoting holistic well-being.

The event also had a ripple effect beyond the walls of Kailash Manor, strengthening our ties with the wider community. Local families joined in the celebration, fostering intergenerational connections and creating a supportive network for our residents. The gathering highlighted the importance of cultural inclusivity and spiritual care in enhancing the quality of life for all involved.

“It’s not just about religion; it’s about creating peace of mind and togetherness,” says Bijoy Philip, Home Manager at Kailash Manor. “Seeing our residents, their loved ones, and members of the community come together in harmony is truly heartwarming.”

Together, we are creating a home where care goes beyond the physical, nurturing the mind and spirit in equal measure.

Celebrating Care UK’s Scottish Region on Burns Night

On Saturday 25th January, Care UK’s Scottish homes celebrated Burns Night by wearing their best tartan attire, enjoying a special Burns Supper, and a glass of Irn Bru.

These celebrations not only brought residents, relatives and colleagues together to celebrate their Scottish heritage, but also marked a successful few years for Care UK in Scotland.

The organisation has seven care homes across the country: Cairdean House, Lauder Lodge, and Murrayside in Edinburgh. Tor-Na-Dee in Aberdeen, Cathkin House in East Kilbride, Caledonian Court in Falkirk, and Mowat Court in Stonehaven.

With these homes, Care UK is proud to be the top-rated private care provider in Scotland, with 100% of homes achieving Very Good (5) or Good ratings (4) according to the Care Inspectorate.

The Gold Standards Framework (GSF) for End-of-Life Care, Quality Hallmark Award accreditation has also been recently awarded to Murrayside, Lauder Lodge, and Tor-Na-Dee care homes, highlighting exceptional nursing care for residents in their later years of life, and support for their families. The other Care UK homes in Scotland are also working towards receiving this prestigious accreditation.

Talking about the resident experience at Care UK, Regional Director Michael Doolin said: “We aim to ensure residents are living the most fulfilled lives they can. Receiving these impressive ratings from the Care Inspectorate and the Gold Standard Framework accreditations means we are on the right track in doing this.”

Care

Colleagues at Tor Na Dee took part in Care UK’s Wildlife Garden initiative. The home was keen to get as many people involved as possible. Residents helped to research flowers which would attract bees and butterflies and supported colleagues to shop for these at local garden centres, with the green-fingered among them getting to work sowing seeds. Maintenance colleagues and local school children assisted some residents in installing bird boxes and a bug hotel, whilst relatives also got behind the project by donating bird feeders, plants and benches for the memorial garden. In addition, colleagues set up a water butt and upcycled old, unused palettes to build a compost heap.

Maureen Barrett, Home Manager at Tor Na Dee said: “The project has been wonderful for residents, relatives and colleagues alike – it’s been a chance to work outside together and enjoy the special space we have here. Our gardens are filled with so much colour now, and you can see the combination of shrubs, plants and wildflowers are attracting bees and butterflies.”

Care UK’s Scottish homes were also recognised nationally in 2024, receiving awards across a number of areas of expertise, such as Tor Na Dee winning the Palliative & End of Life Practice Award at the Scottish Care Home Awards, and Murrayside winning Best for Nursing Care at the Care Home Awards and the Best Workplace Award at The Forth Awards.

Regional Director Michael Doolin said: “The work the Scottish homes provide is truly outstanding – it’s all about the residents. I’m so proud of the home managers, they’ve done an amazing job over the last couple of years, and our support teams have also played a massive part in Scotland’s journey to where we are now.”

Home and Firefighters Make Retired Fireman’s 2025 Dream a Reality

A care home in Liverpool has helped make 82-year-old retired firefighter Albie Donoghue's 2025 dream come true by reuniting him with his firefighting mates, who brought his beloved fire engine to surprise him. Albert "Albie" Donoghue dedicated over 25 years of service as a firefighter in the Liverpool community. He now lives at Thornton Hall and Lodge Care Home in Crosby.

The home is part of the Orchard Care Homes group, which operates 23 care homes in the Midlands and the North of England. Albie’s 2025 dream came true thanks to care home colleagues and local firefighters

In December the care home asked all its residents about their dreams and wishes for 2025. Albie’s one wish was simple: "See my firefighting friends and their fire engine."

Knowing Albie's history, the care team quickly sprang into action, reaching out to Bootle and Netherton Community Fire Station in secret.

Watch Manager Anna and three firefighters, Paul, Adam and Tony brought the fire engine down to Thornton Hall and Lodge to make Albie’s dream a reality. Albie and some of the residents were shown the top-of-the-range equipment used to save lives in road-

side collisions and he even got to use the water hose … which he cheekily used to spray some of the care colleagues!

The Merseyside Fire and Rescue team later joined the home for afternoon tea and cake, where they brought a very special gift for Albie - his very own branded t-shirt, hat and pin as well as some pictures from their fire station dating back to the 70’s and 80’s when Albie was stationed there.

The visit went down a treat with other people who live at the home, especially some of the ladies. Maureen jokingly said: “I'll have to call you later, I already have your number - it's 999 or 111 in non-emergencies!”

Some of the residents created handmade cards to give to the firefighters as a thank-you for keeping their community safe.

Emily Dickson, Activities Coordinator at Thornton Hall and Lodge, said: “A huge thank you to the team from Bootle and Netherton Community Fire Station for coming down and making Albie’s 2025 dream come true; he hasn't stopped smiling all afternoon!

“You made our day. We had a wonderful time and can't wait to see you all again in the summer.”

Creating Joy Through Music and Entertainment in Care Homes

Nick Barry, Activities Coordinator at Sanctuary Care’s Allanbank Care Home (www.sanctuary-care.co.uk/care-homes-scotland-dumfries/allanbank-care-home-dumfries) in Dumfries discusses the beneficial role of music and entertainment for care home residents, whilst drawing on his own experiences of entertaining residents through his cabaret shows, for which he transforms into his alter ego, Miss Tiffany Rose!

Music has a unique ability to connect people on so many levels, offering benefits to care home residents that go far beyond entertainment.

Music therapy has been shown to enhance wellbeing and even reduce pain and anxiety . It can evoke powerful memories and help residents living with dementia to reconnect with their past, triggering emotions and feelings that might otherwise be difficult to articulate.

At Sanctuary Care, we have witnessed the profound impact that

musical experiences have on our residents, creating a sense of continuity and connection that are at the heart of a fulfilled, meaningful and happy life.

ENCOURAGING SOCIAL INTERACTION

Music is incredibly powerful for encouraging interaction and strengthening bonds amongst residents, staff, and families. That’s why our programmes of tailored experiences are often built around musical themes. From opera to rock music—there’s always something for everyone.

In Allanbank Care Home, we introduced Karaoke Fridays which have become a firm-favourite amongst our residents. What started as a small idea is now a cherished part of the calendar here, with residents joyfully singing and dancing to their favourite tunes, which often take them back to their younger days.

These group-led experiences cultivate a sense of belonging, creating a warm, welcoming atmosphere and strong community within our care home.

FOSTERING CREATIVITY

Musical entertainment and theatrical performances also offer numerous emotional, social and cognitive benefits for care home residents.

As a former cabaret performer who went by the stage name Miss Tiffany Rose, I now work with the team to entertain our residents with unique shows and tribute acts.

These range from musicals such as The Sound of Music and Sister Act, to Elvis tribute performances, which began after our residents expressed how much they love singing.

The performances are truly collaborative efforts, with staff and residents joining in. This creates an all-important sense of purpose, with

the residents knowing they are part of something special.

CREATING A SENSE OF CALM

The calming benefits of music are well-documented; there are many studies showing that engaging with music can boost your mood, whilst reducing anxiety and depression and promoting overall wellness.

We’ve seen this first-hand in our Namaste sessions, where we play calming and thought-provoking music that leaves residents feeling relaxed and uplifted. Witnessing the transformation amongst residents during these sessions is incredibly rewarding.

A HOLISTIC APPROACH

When it comes to integrating music and entertainment into our care homes, we feel it’s important to take a personalised approach, focusing on each resident’s individual passions.

Upon moving in, we learn from our residents and their families about their favourite musical genres, songs and artists. This enables us to tailor our programmes to create vibrant, fulfilling musical experiences that we know our residents will truly enjoy, bringing connection and enrichment to each and every day.

How Elmfield Care is Helping the Local Community

undertake many

and

their care homes to give back to the local community. Across their three care homes, Elmfield have raised a total of £2,348.23 for various charities, with details below of some of the fundraising work that has been happening at their care homes.

NODENS MANOR – LYDNEY

Through recent charity work and fundraising events at Nodens Manor care home in Lydney, £1,089.69 has been raised for Great Oaks Hospice, a local charity in the Forest of Dean. Bartosz Turewicz, General Manager at Nodens Manor raised an incredible £700 by facing his fears and doing a Skydive, jumping from an altitude of 15,000ft.

The care home also organised a summer party raffle, with staff bringing in home-made craft items including crystal resin decorations by Sara Uzzell, Care Assistant, handmade pottery ornaments by Charlotte Scarrow, Front of House and polymer clay earrings by Lenka Stastna, Care Assistant. The Summer party raffle raised a total of £389.69 for Great Oaks Hospice.

Nodens Manor’s charitable efforts don’t stop there, as they recently welcomed New Start Cat Rescue in for a volunteer visit with two kittens and a cat they had rescued, with further visits scheduled, allowing the residents to play and bond with the cats. The care home will be supporting the charity with cat food donations.

Donations are also being collected for ‘The Forest Foodbank’, with the care home hoping to top last year’s donation of 24.9 kg, to help those in need over the winter months and Christmas period.

OLD SARUM MANOR – SALISBURY

Fundraising activity at Old Sarum Manor care home in Salisbury has raised £412.50 so far for The Care Workers Charity, a charity that aims to advance the financial, professional and mental wellbeing of social care workers.

This money was raised at the care home’s Country and Western themed summer party, which featured a tombola, raffles, arts and crafts made by the residents on sale, a cake sale and plenty of party games!

Old Sarum Manor will be continuing to fundraise for The Care Workers Charity this month, with an event planned for the care home staff to wear orange to work. As orange is the colour of The Care Workers Charity, this will help to encourage donations to the charity, alongside the added benefit of brightening up the resident's day.

FLOWERS

MANOR – CHIPPENHAM

Across the last 12 months, Flowers Manor care home in Chippenham has raised £846.04 for Dementia UK, their chosen charity for the year. Dementia is a growing cause for concern in the UK so the

money raised will go towards vital research and supporting those in need.

The money has been raised by hosting raffles with prizes ranging from Easter hampers to beauty sets to delicious shortbread biscuits. The home also hosted afternoon teas for not only the residents but extended the invite to their friends and families. This helped to engage the wider community in the fundraising efforts.

Flowers Manor residents have been involved in selecting their next charity of the year, Bath Cats and Dogs Home, and they will be fundraising from now until September 2025 for the charity.

The charity is close to the resident’s hearts, and they take in cats and dogs from the public RSPCA inspectors, police and dog wardens. They also reunite animals with their owners and manage the adoption of rescue pets.

Raising money isn’t the only positive outcome of such activity, as Emily Luckhurst, Lifestyle Manager at Old Sarum Manor, shares the additional benefits of care homes running fundraising activities, “Having fundraising events in the care homes give the residents and staff a welcome break from everyday routines and can bring emotions such as joy and excitement by having something to look forward to and plan for.

“They also help to get the residents actively involved and bring with it increased engagement and confidence. Whether they are baking a cake for a bake sale or manning a raffle stall, the importance placed on their role and greatly impacts their experience at the care home.”

KITCHEN DESIGN AND EQUIPMENT

Commercial Kitchen and Laundry Solutions (CKLS)

Commercial Kitchen and Laundry Solutions (CKLS) are one of the UK's leading suppliers of commercial kitchen and laundry equipment.

Whether you are a small sized residential home or large scale nursing home group, CKLS has the expertise and equipment you need to keep your operations running smoothly.

At CKLS, we understand that the success of your business depends on the quality of the equipment you use. That's why we've made it our mission to provide businesses across the UK with the highest quality commercial laundry and kitchen equipment available. We work with only the best manufacturers in the industry to ensure that our customers get the most reliable and efficient equipment possible.

Our commitment to our customers doesn't end with the sale of our equipment. At CKLS, we know that maintenance and repairs are crucial to keeping your equipment functioning at its best. That's why we offer

a full range of maintenance and repair services to our customers, including emergency repair services available 24 hours a day, 7 days a week.

We believe that our success as a company is measured by the success of our customers. That's why we're constantly striving to provide better products and services to help our customers achieve their goals. We're proud to say that our commitment to excellence has earned us a reputation as the go-to provider of commercial laundry and kitchen equipment in the UK.

So, if you're looking for reliable, high-quality commercial laundry and kitchen equipment, look no further than CKLS. With our extensive range of products and services, we're confident that we can help you find the right equipment to meet your needs and keep your business running smoothly for years to come.

Visit our website www.ckls.co.uk contact by phone on 01200 411914 or email at sales@ckls.co.uk.

Temporary Catering Facilities from MK

Mobile Kitchens Ltd specialises in the hire or sale of temporary catering facilities and foodservice equipment.

Ideal for events or to provide temporary catering facilities during your kitchen refurbishment, our versatile units and equipment offer an efficient and economic solution to the caterers’ needs.

Production Kitchens, Preparation Kitchens, Warewashing Units, Dry Store Units, Cold Rooms and Restaurant Units are available as individual units in their own right or they can be linked together on site to form a complete complex.

Alternatively, we can offer modular, open-plan facilities, usually for larger, longer-term hires.

We offer a free design service, and project management from concept through to delivery and installation on site, plus full technical support throughout the hire period.

The standard specification of our smallest Production Kitchen unit includes a six burner oven range, salamander grill, twin basket fryer, upright fridge, hot cupboard, single bowl sink unit with integral hand wash basin, plus ample power points to plug in Microwaves, Food Processors, Toasters etc. Internal equipment can be interchanged and clients can effectively specify their preferred layout.

We have many tried and tested design layouts and would be pleased to put forward our recommendations for your project. So if you’re planning a refurbishment or need to cater for an event then why not give us a call and we’ll be happy to provide advice and put forward a competitive proposal. For further information or to arrange a site visit, email: sales@mk-hire.co.uk or call us on 0345 812 0800, or visit our website: www.mk-hire.co.uk

Forbes Advises Upon Ensuring CQC Requirements for Infection Control LAUNDRY SOLUTIONS

Infection control is critical in care homes, where laundry processes play a vital role in hygiene management. Care homes face increased pressure and scrutiny with changes to the Care Quality Commission inspection framework, and it is absolutely fundamental that care homes know how to safely ensure efficient infection control across all areas. CQC inspections place heavy emphasis on evidence-based infection control practices, including rigorous checks on laundry processes. Compliance with these standards is essential to safeguard residents, maintain trust, and achieve strong CQC ratings.

There are various way to ensure the right levels of hygiene control; you should employ thermal and/ or chemical disinfection. Ozone is one of the disinfection options that can be successful, but it is essential to adhere to HSE recommendations, take appropriate safety precautions, and use control measures as outlined by COSHH as use of this powerful oxidant does carry potential health risks. Forbes Professional offers care homes alternatives to Ozone systems, that still meet the most exacting hygiene requirements. Their

Miele commercial laundry machines enable sluice, thermal and chemical disinfection, to meet all the industry requirements of WRAS and CQC. When paired with Forbes’ advanced chemical detergents, which kill pathogens even at low temperatures, these commercial machines deliver a complete laundry solution for optimal infection control. Forbes understands that care homes require tailored solutions. Their industry specialists work closely with operators to recommend the right commercial machines to meet their specific needs. Beyond installation, they offer award-winning service support to ensure ongoing compliance and operational efficiency.

For any care home, laundry is a key part of infection control. It is imperative that appropriate commercial laundry equipment is used within a care setting, and that there is a reliable partnership in place for service and maintenance. By choosing Miele’s technology and Forbes Professional’s expert support, care homes can safely and effectively meet stringent hygiene standards.

See the advert on the facing page for further information on Forbes.

Machines for Care Homes

MAG Laundry Equipment is a multi-award-winning supplier of commercial washing machines & tumble dryers that supports over 10,000 care homes across the UK. Clean laundry and bedding is critical for care homes, hospices, nursing homes, hospitals and other healthcare organisations. With a nationwide fleet of accredited engineers MAG Laundry Equipment has successfully assisted over ten thousand care homes with their products, services, information and support.

MAG’s product range includes commercial washing machines, tumble dryers, ironers, presses and detergents. For 100 years, since 1922, MAG’s products have been developed and improved to become some of the most reliable, energy-efficient and

not only contributing to a greener way of life, but also saving our customers money!

We have recently set up a specialist facility in St. Neots, near Cambridge, in which we are going ahead with this specialist refurbishment programme. This programme involves purchasing existing machines, and replacing the parts on them, so that they are as good as new, whilst retaining the look and feel that existed before, but with a massively increased lifespan, and a warranty on the machines that’s as good as a warranty on a new machine to go with the refurbishment too. Our refurbishment programme in our specialist facility includes stripping down

the machines, and giving them a check-over, to see which parts, if any, can be carried over the refurbishment. Lavamac will only carry over the highest-quality parts from the machine from pre to post refurbishment. The machine then undergoes an extensive refurbishment, with almost all the parts being replaced, with the refurbished machines being given specialist parts based on the model type.

We recently have been awarded a bronze award in sustainability by the groundworks trust, affirming our commitment to the sustainability industry – however, as much of a compliment as it is, it does not mean that the hard work stops there! The next step on our journey is to hopefully be awarded the prestigious silver sustainability award! For this, we need to ensure that our carbon emissions are being cut down from our vans, continue our sustainability and refurbishment programme and to keep making green decisions within the company! 0151 317 3127 info@laundrytec.com www.lavamac.eu

NURSE CALL AND FALLS MONITORING

Care Tech Leader Sensio Announces Partnership with Lovett Care

Care tech leader Sensio are proud to announce a strategic long-term partnership agreement with Lovett Care for their sensor technology RoomMate and digital Nurse Call system to be rolled out across their estate.

Sensio is a leading provider of care technology through pioneering software and products, solving today's and tomorrow's care challenges for the benefit of residents, relatives, care teams and society.

The long-term partnership agreement encompasses a roll out of Sensio’s digital Nurse Call system and the multi-sensor RoomMate and digital supervision to Lovett Care’s portfolio of care homes in 2025. Since Lovett Care acquired New Care in October 2024, the technology will also feature in all New Care facilities too.

RoomMate is a privacy first multi-sensor that alerts care teams when a resident is at risk of a fall and helps ensure staff are available to prevent a fall before it happens. RoomMate also captures valuable activity datat that is fed directly through to care planning software to enrich care plans and drive better quality evidencebased decision making.

The digital Nurse Call system is a wireless, silent nurse call system that transforms care home environments by removing noisy call bells. Sensio Nurse Call sends alerts directly through to care teams handheld devices, enabling teams to triage support to those most in need. Both of these solutions are designed

specifically for those living with dementia where traditional forms of alerting are not always appropriate or workable.

Lisa Delaney, Country Manager Sensio UK, says: “We are very excited to be partnering with Lovett Care and this is an important step for Sensio in the UK. We have really enjoyed working with the team so far and have been impressed by their eagerness to embrace new technology. I look forward to growing our partnership further over the next few months and help Lovett Care to deliver the best care possible for their residents.”

Following a successful pilot which demonstrated a significant reduction in falls, highlighted positive outcomes for residents, and fostered a better working environment for care teams, Lovett Care has made the decision to roll out the technology across its homes.

Keith Crockett, CEO of Lovett Care, commented: “Both Lovett Care and New Care are already leading care home operators in technology advancements, so adopting Sensio’s RoomMate and digital Nurse Call system will further enhance and improve our residents’ experiences. The trial was a success, and RoomMate proved to be highly effective in reducing falls. We’re excited to partner with Sensio to integrate this technology into our homes, further enhancing the safety and support we provide to our residents.”

For further information on Sensio please visit www.sensio.io

To find out more about Lovett Care please visit www.lovettcare.co.uk

Fall Savers - Affordable Fall Monitoring Solutions

Fall Savers®, are an experienced market leading healthcare provider of resident safety solutions for over 15 years.

FALL SAVERS ® WIRELESS MONITOR

Eliminate all cables with our new generation falls management solutions!

Upgrade your falls programme with the latest technology from Fall Savers®. The NEW Fall Savers® Wireless eliminates the cord between the monitor and sensor pad. This results in less work for nursing staff, improved safety for patients and reduced wear and tear on sensor pads. Wireless advantages include the ability to use one monitor with two sensor pads simultaneously and support for many new wireless devices.

BENEFITS INCLUDE:

Safer for patients; less work for staff

Bed and chair pads available

One monitor works with two sensor pads

Integrates with most nurse call systems

A variety of options, including: Call button

SENSOR PAD

The TreadNought® Floor Sensor Pad is built to last with a durable construction that far out lasts the competition. Our anti-bacterial floor sensor pad is compatible with most nurse call systems or can be used with a portable pager to sound an alert when a person steps on to the sensor pad. Caregivers typically place the sensor pad at the bedside, in a doorway or other locations to monitor persons at risk for falls or wandering. An optional anti-slip mesh reduces the potential for slippage on hard surface floors.

FEATURES INCLUDE:

Connects directly to most nurse call systems

High Quality anti-bacterial Floor Sensor Pad

Large Size Pad: Measures (L) 91cm x (H) 61cm

Options (sold separately):

Anti-slip mesh for hard surface floors

See the advert on this page for further details or visit www.fallsavers.co.uk.

Stay Safe with Smart Wireless Nurse Call

In the post pandemic world, we have all seen the effects of supply chain problems with the invasion of Ukraine and other alarming global factors, ever increasing costs of living and other more local issues which have driven up the rate of inflation over the last few years. The impact of this meant that most manufacturers of electronic products had to increase their prices as costs spiralled. This, of course, has impacted the end user. The most dramatic impact has been on the Care Industry. An industry that has lacked the support it desperately needs in these trying times.

Courtney Thorne, at the same time, took a strategic decision to take a close look at our core products, right down to component level, the objective being to make us less vulnerable to future global supply chain issues, and to reduce the cost of each product with the amin of ensuring that we deliver the same high quality product at a cost protected price. We had to ensure that this would happen without jeopardising the superb lev-

els of support we provide to our valued customer base.

This ground up review involved all departments from Research and Development right through to the Field Service team (and everything in-between). This in-depth collaboration took time as we had to ensure that each and every element was refined, perfected and tested to our (and our customers) rigorous requirements.

Whilst many organisations have limited-time or end of product line offers, we are very pleased to announce a price reduction on our core Connect and Connect Health Nurse Call system ranges. With flexible terms, full integration with Care Apps, celebrated service delivery and the most reliable and robust solution now at a new lower price, there has never been a better time to talk to us about a new nurse call system.

For more information email us at: info@c-t.co.uk or see the advert on this page.

Blaucomm Ltd - Telecommunications & Networks

Blaucomm’s Nurse Call Messaging Service (NMS) is the market leading solution to remove the dependency on noisy nurse call panels and pagers, through its intelligent software, which delivers the alerts straight to the care staff who need them. Care homes are rapidly introducing smartphones for digital care planning and eMarnow, the same devices can be used to receive the nurse call alerts they need for the residents under their care.

Furthermore, Blaucomm NMS is deeply linked into Person Centred Software MCM, so call bell data is linked straight to care plans. This unlocks a huge benefit to care homes to enhance the staff performance with how they accept and respond to residents, which ultimately promotes better response times and visibility for management to audit their performance.

The best part is that Blaucomm NMS links into your existing nurse call system - we work with all major

brands such as Aidcall, ARM, Courtney Thorne, C-TEC, ENS, Intercall, Medicare, SAS and TeleAlarm.

Care operators are constantly recognising Blaucomm NMS for its reliability and dependability to their care operations, which is why we’ve been chosen time and time again over other solutions.

Head of IT Trudi Harrow at WCS Care had this to say about Blaucomm NMS:

“We find Blaucomm is a genuinely fantastic company with a reliable product.

"We would highly recommend this to anybody who wants to replace expensive pagers and silence those annoyingly loud nurse call screens!”

To find out more about Blaucomm NMS, visit

www.blaucomm.co.uk/healthcare

See the advert page 5 for more details.

Crash Mats Designed to Reduce Injuries from Bed Falls

Medpage Limited has collaborated with a leading UK manufacturer of crash mats to deliver a cost-effective tool for falls management strategies. The inclusion of the new TumbleCare full-length pressure mat sensor ensures that should a patient tumble out of bed, an alarm signal is generated to alert care staff to the incident, resulting in a recordable improvement to patient safety and service.

Crash mats act as a protective barrier, absorbing the impact of a fall and reducing the risk of serious injuries when a person tumbles out of bed. Beneficial for individuals who are at high risk of falling, such as older adults, patients recovering from surgery, or those with neurological conditions such as epilepsy.

Falls can pose significant risks, especially in healthcare settings and senior care facilities. Every year, thousands of people suffer injuries due to falls from beds and other furniture. To prevent these accidents and ensure the safety of patients and residents, it is essential to implement effective falls and safety management strategies.

Further details can be obtained by telephoning 01536 264 869 or emailing sales@easylinkuk.co.uk

See the advert on page 2 for details.

NURSE CALL AND FALLS MONITORING

Reimagining Care in the Digital Age: How Technology Supports a Human-Centric Approach

The care sector faces unprecedented challenges. A growing elderly population with increasingly complex needs, coupled with a shortage of qualified staff, puts immense pressure on care homes. But amidst these difficulties, technology offers a beacon of hope. We at 9Solutions, want to be at the forefront of tackling these issues, providing innovative solutions designed to empower caregivers and enhance the quality of life for residents.

Our location-based solution, with customizable safety zones and realtime alerts, allows for proactive intervention, ensuring resident safety while preserving their independence. Picture a fall occurring in a quiet corner. Instant notifications, pinpointing the exact location, enable staff to respond swiftly, minimizing potential harm.

Efficiency is key in today's demanding care environment. Care home staff are bombarded with alarms, leading to "alarm fatigue" and delayed responses. Our system personalizes alerts, directing them to the right caregiver, reducing workload and improving efficiency. One app manages calls, tracking, and tasks, allowing staff to focus on providing care.

Remote communication tools allow staff to check on residents virtually, reducing unnecessary physical rounds and minimizing disruptions. This frees up valuable time for personalized care and meaningful interactions – the heart of quality caregiving.

We understand that technology should be a support, not a burden. That's why our user-friendly system, developed with care professionals, combines diverse functionalities into a single intuitive platform. This min-

imizes the learning curve, allowing staff to focus on providing exceptional care. Crucially, it also integrates with Care Management softwares, ensuring smooth workflows and easy adoption.

BENEFITS OF 9SOLUTIONS TECHNOLOGY

Reduced workload: Automation and intelligent systems streamline tasks, easing the physical and emotional burden on caregivers.

Enhanced safety: Proactive alerts and location tracking ensure resident wellbeing and peace of mind for families.

Improved efficiency: Optimized workflows and personalized task management empower staff to deliver timely and effective care.

Increased resident satisfaction: Technology fosters independence while ensuring prompt assistance when needed.

THE FUTURE OF CARE

The future of care is not about replacing human touch with technology, but about using technology to create space for more of it. It's about empowering caregivers, promoting resident well-being, and reimagining care in a way that prioritizes human connection.

Read more or contact us at www.9solutions.com or sales@9solutions.com

Frequency Precision - Sensors and Pressure Mats to Monitor Those in Care

Technology has made people more connected with the world around them and the revolution in assistive care devices has made it possible for the elderly to spend their last years in a comfortable and familiar environment. These devices have also made it easier for home carers to provide quality care for their loved ones while managing their own lives. They allow you to care for your elderly whether they are travelling in the city for errands, staying alone at home, or staying in the same home as you. They are also helping nursing homes provide better care for them with discrete monitoring and quick responses to emergencies.

If you’re looking for these kinds of assistive care devices for your loved ones or nursing home, Frequency Precision produce some of the best systems available to help you with elderly care and mobility monitoring, ranging from bed, chair and floor sensor mats through fall monitoring and GPS tracking to fully integrated nurse call plug or wireless systems.

Phone: 01837 810590

Email: contact@frequencyprecision.com

Website: www.frequencyprecision.com

PRODUCTS AND SERVICES

Activities to Share

Since our founding in 2010, Activities to Share has been dedicated to enhancing the lives of those in care by providing thoughtfully designed activity products. Our mission is to support activity coordinators in delivering uplifting, engaging experiences that foster connection, joy, and well-being.

We achieve this by listening closely to your feedback and evolving with your needs. Whether over the phone, via email, WhatsApp, or Live Chat on our website, our team is always ready to offer advice and help you find just the right products to bring your ideas to life.

While we embrace the convenience of technology to expand our resources and share knowledge, we remain firm believers in the irreplaceable power of sensory

Angloplas Dispensers Help Reduce the Risk of Cross Infection

Angloplas are a UK manufacturer who specialise in producing dispensers for the health and hygiene industry. Although these are designed to keep the workplace tidy and uncluttered they are, more importantly, built knowing the control of healthcare-associated infections (HCAIs) are a priority for healthcare providers, and who are employing a combination of infection prevention and control strategies, including hand hygiene, cleaning, training and the adoption of new technologies, to tackle the problem. As a result, a wide range of infection control products and technologies are emerging on the market, including antimicrobial technology. Angloplas’ range of dispensers are produced in the world’s first proven Antimicrobial PVC with silver

ion technology and which is exclusive to Angloplas. This helps reduce the risk of cross infection by stopping the growth of bacteria and mould and works continuously for the lifetime of the product, reducing levels of bacteria such as MRSA, E Coli, Legionella, Salmonella and mould by up to 99.99%.

For non-clinical environments Angloplas has recently launched its new Budget Range of products which are made to the same exacting standards as the antimicrobial protected ones but with lower price tags.

You can order Angloplas products directly from its website at www.angloplas.co.uk See page 6 for details.

MOWOOT II for Constipation Free Life

MOWOOT II – proven solution to chronic constipation without medication

Developed by a team of doctors and other healthcare professionals, MOWOOT II performs gentle abdominal massage to speed up intestinal passage in people experiencing chronic constipation.

Clinically proven, safe and effective, relaxing and sideeffects free, MOWOOT II Abdominal Massage Therapy System combats constipation and provides soothing relief to affected people.

Easy to use and comfortable, the MOWOOT II treats and manages constipation in people with spinal cord injuries, multiple sclerosis sufferers, Parkinson’s Disease patients and people with constipation related to prescription medication. MOWOOT II also helps to relieve idiopathic constipation experienced by menopausal and post-menopausal women

Consort Claudgen’s innovation in the electric heating industry takes another leap forward by introducing Wi-Fi-enabled heaters to their low surface temperature (LST) range. These cutting-edge heaters offer unparalleled convenience and efficiency. The heaters connect directly to Wi-Fi, enabling users to control heating through the digital control panel on the heater or via the Consort Connect app. With a comprehensive 7-day timer, which allows 24 individual heating periods per day, and features such as a lock function, open window detection, and custom automation, users can tailor their heating needs to their preferences. Adding to the ease of use, users can view the

and older and elderly people.

In clinical studies

MOWOOT II increased evacuation frequency, softened stools, improved regularity, reduced gasses, relieved bloating and eased off abdominal discomfort.

10 to 20 minutes daily of relaxing abdominal massage with MOWOOT II rapidly reduces symptoms of constipation. Evident results are experienced only a few days after the first treatment. Regular abdominal massage with MOOWOOT II ensures lasting health benefits and better quality of life.

MOWOOT II – effective solution to chronic constipation for better quality of life!

Supplied by Win Health Medical Ltd - 01835 864866 - www.win-health.com

See page 3 of this issue for other Win Health products.

energy consumption statistics of all connected heaters, providing insights into usage patterns and potential savings. The LST heaters with Wi-Fi and occupancy sensors have a self-learning control ability. They utilise inbuilt occupancy sensors to detect and learn a user’s weekly presence in a room, creating an intuitive heating schedule. When the space is unoccupied, the heater conserves energy by switching to a setback temperature or frost protection mode. BIM (Building Information Modelling) objects for the heaters are available for download from Consort’s website. 01646 692172 | sales@consortepl.com | www.consortepl.com See the advert on page 6.

engagement. That’s why we continue to make our Reminiscence Kits and Sensory Bags with real, tactile items that stimulate the senses. Some experiences—like popping bubbles for the splash, breathing in a familiar scent, or piecing together a puzzle with others—simply can’t be replicated on a screen. These sensory moments are invaluable in encouraging storytelling, sparking memories, and fostering conversation.

Our values remain rooted in this commitment to meaningful connection. We’re here to partner with you—the professionals on the front lines of care—to create a sense of structure, well-being, and fun for those who need it most.

Are you longing for your activity diary to be full? Look no further www.activitiestoshare.co.uk are here for you! See the advert on page 7 or: customers@activitiestoshare.co.uk

0117 966 6761

07900 6751 50

C&S Seating Ltd

C&S Seating Ltd have provided postural control equipment to residential homes, hospices, medical equipment services and NHS trust hospitals nationwide since 1991.

With 9 different sizes of TRolls and Log Rolls, in a removable and machine washable Waterproof Titex or Soft Knit material. These rolls are used to control posture and position of the body in either supine or side lying. Our Knee & Leg support wedges

“Jolly

Journey” from Little Islands

The new “Jolly Journey” from Little Islands is designed to simulate an old-fashioned travel carriage, featuring real wood panelled wall, brass luggage racks, ornate wall lights and table lamp, opposite-facing seating for four, including cushions, ‘First Class’ antimacassars and period memorabilia.

The Jolly Journey creates a familiar and stimulating environment for ‘passengers’ to return to their fondest memories, sparking conversations of time gone by. Reminisce about travel and holidays with loved ones

869802 or see the advert on page 5.

Maintenance Free Makes for Cost Effective Wall and Door Protection

TECHNOLOGY AND SOFTWARE

Pass by everyLIFE

PASS supports over 1,000 care providers every day, giving them access to market leading care management tools hand in hand with unlimited 24/7/365 support from our dedicated and friendly PASS team.

Assured by NHS Transformation Directorate, PASS provides a secure platform that allows you to plan, record and evidence the care you deliver. The only assured solution built specifically for the home care sector, it provides comprehensive real-time functionality and allows you to share progress against outcomes with customisable, exportable reports.

CARE PLANNING AND ROSTERING FROM A SINGLE PLATFORM

To meet the wider needs of the PASS community All-in-one PASS has recently been launched , bringing advanced rostering functionality to our established digital care planning platform. As a result advanced staff scheduling, payroll and invoicing functionality is now seamlessly linked with care planning and reporting, reducing the technical complexity, risk and overhead associated with integrating two separate systems.

As a result, PASS now provides an all-in-one suite of digital care management tools, available from a single platform, designed to:

Save you time

Increase the efficiency of your teams

Improve the quality of care

Deliver better outcomes

INTEGRATED HEALTH AND SOCIAL CARE

Our commitment to the continual evolution of PASS is further illustrated by the addition of GP Connect. The first product of its type to offer this feature, PASS is still one of only a handful of digital care management solutions to have completed this NHS Digital integration, and is the only one offering it to the home care market. PASS GP Connect provides authorised social care staff with realtime access to their client’s GP records. It makes medical information available when and where it is needed, leading to improvements in both care safety and outcomes:

Visibility of allergies, vaccinations and medications, especially useful for clients unable to reliably share their personal information

Using medical information to inform care planning

Ensuring that the right medication is delivered to the right person in the timeliest manner. In one case, this allowed the administration of antibiotics on a Friday evening, aiding the service user’s swift recovery from infection

Available to all PASS users at no additional cost, PASS GP Connect is significantly more efficient than waiting for a GP response. It’s also a positive step forward on the path to the DHSC’s goal for widespread digitally enabled care and is in full alignment with their ambition for joined up care for everyone.

Get in touch: www.everylifetechnologies.com hello@everylifetechnologies.com

Mainteno Facilities Management Software

Envivo Group is at the forefront of care and support sector, driving innovation that enables people to live lives full of choices and opportunities. They have 202 locations that are now using Mainteno Facilities Management software.

“Our experience with Mainteno at TLC/Envivo Group has been really positive already. Since its rollout it has shown real and measurable benefits and has had a marked impact on the workload and assurance of our operations team.

"We can now raise issues whether large or minor, almost the instant they are spotted. We can denote the priority with which they need to be tackled and track the progress of works to rectify them. It has reduced almost completely the need to be directly contacting people to resolve issues. It has been obvious that the streamlined approach that it provides helps in prioritising works for maintenance teams and contractors, gives them plenty of detailed information

as to the exact issue and has given us an evidence base to show that issues are resolved in a consistent and effective timeframe.

"The details that are available once a job is logged are invaluable. We can evidence to regulators etc that there are plans to rectify any outstanding works that they may pick up. I've been very impressed with the details that are passed back to me through the platform as works are ongoing and also when they are completed. It's proved to be a valuable reference to ensure that we are not doubling up requests, working through tasks in a logical way and also to confirm the completion of works remotely.

"For a site of our size and complexity especially, a toolkit with this level of effectivity and scope has been an incredible help.”

Group Facilities Manager sales@redro.uk www.mainteno.com

TECHNOLOGY AND SOFTWARE

Digital Transformation in Social Care: Enhancing Services for a Sustainable Future

The social care sector is evolving at an unprecedented pace, driven by increasing demand, tightened budgets, and the need to deliver exceptional care outcomes. At the heart of this shift lies digital transformation—a holistic approach to overhauling care operations, processes, and culture through the integration of modern technologies.

Far from simply replacing manual tasks, digital transformation reimagines how organisations operate. Tools like Digital Social Care Records (DSCRs) represent just the beginning. By adopting interoperable systems and cloud-based solutions, care providers can achieve seamless coordination across departments, optimise resource allocation, and ensure high-quality care. Processes such as care planning, rostering, compliance reporting, and data management become more efficient, freeing up teams to focus on providing person-centred care.

Digital solutions also offer significant benefits. Faster service delivery reduced administrative burdens, and more informed decision-making results in better care experiences for service users and care providers alike. For instance, interoperability enables real-time data sharing across platforms, reducing errors while providing a unified view of the organisation’s operations. This empowers leadership to make critical decisions backed by accurate, holistic insights. Additionally, tools like single sign-on (SSO) and multi-factor authentication bolster security, ensuring confidential data remains protected while reducing day-to-day inefficiencies for users.

For social care providers, the move toward digitalisation represents an investment in long-term sustainability. Enhanced efficiency helps reduce operational costs, allowing resources to be reinvested in vital areas such as workforce development or service user engagement. Standardised digital frameworks also simplify the complexities of acquiring new services or locations, ensuring continuity of care during periods of growth. Choosing a digital partner who understands the complexities of care is essential to navigating this transformation successfully and tailoring solutions to the unique needs of the sector.

However, the path to digital transformation requires a clear roadmap. Providers must assess their needs, define a vision, and secure stakeholder buy-in. Selecting the right software and delivering effective training is equally critical to ensuring a smooth transition. Continuous monitoring and adjustment allow providers to refine their approach, fostering a culture of improvement and resilience.

By adopting integrated intuitive software solutions, social care providers can not only stay ahead of industry challenges but also lead the way in delivering exceptional, sustainable services. Digital transformation may not solve every challenge, but its potential to enhance care quality, operational efficiency, and financial health is undeniable.

Visit OneAdvanced at stand H24 at UK Care Week to learn how we can support your journey or download our guide to digital transformation with the QR code.

SFIncS r/3 - A Fee Income System Especially for Residential and Nursing Care Homes

SFIncS r/3 - A Fee Income System especially for Residential and Nursing Care Homes

Designed to deliver simplicity and ease of use coupled with speed, flexibility and accuracy, SFIncS r/3 (Simple Fee Income System release 3) has a proven track record of over 12 years in use.

Originally developed and prototyped as an MS Access database, since 2017 SFIncS r/3 has lived entirely on the cloud, so is available 24/7 from anywhere in the world.

As a completely bespoke package, born of necessity and collaboration between seasoned software consultants with ties to the care industry, SFIncS r/3 offers innovations and capabilities not found in any other system.

Separation of sponsor and service user responsibilities permits unlimited sponsor/service user relationships, and as any number of charge codes may be defined, this allows complete flexibility of service user/sponsor /charge code definition.

Its unique continuous billing function is the most efficient means possible of defining recurring charges (an entry is only required when a change occurs) and both an ad hoc charge function and a

cashbox module are available for incidental expenses (either or both can be used).

Use of the balance forward accounting principle (which makes unnecessary invoice matching a thing of the past - though invoicing is included) plus super quick receipts entry using just ‘six clicks’ makes SFIncS r/3 almost effortless to use.

Paula, who owns and operates Monkstone House Residential Home in Porthcawl testifies to it’s incredible prowess: “With 41 partly private and partly sponsored service users, some of whom are multiply funded, it takes me only 30 to 40 minutes per week to keep both my accounts and fee income up to date! More importantly, I never need to worry about underpaid or overpaid fees - everything is always spot on. And the invoices and statements produced let me present the polished and professional image I need.”

SFIncS r/3 integrates easily with any accounting package, can be used by any type of care home and by single or multiple home operators alike.

For more information email benjones@intracare.co

Better by Design: A Fee Income System especially for Residential and Nursing Care Homes

We've analysed every aspect of fee income processing to the nth degree and developed a bespoke solution that delivers simplicity and ease of use coupled with speed, flexibility and accuracy – all in one outstanding application package.

SFIncS r/3 is the ultimate fee income management and control system.

• Unlimited sponsor and charge code assignments allow complete flexibility of service user billing profiles.

• Perfect for all types of care homes - Nursing, Residential, Mixed, Specialist.

• Unique continuous billing functionality provides the most efficient charge definition possible. Only charge start points need to be maintained and all sponsor charges for each service user (including historic) are shown on just one screen.

• Completely flexible invoicing. Invoice any sponsor at any time for any charges for any service user for any period of time.

• Super fast receipt entry including ‘Six clicks’ copy functionality.

• Balance forward accounting means you can forget laborious invoice matching.

• Ad hoc charges functionality.

• Cashbox module included.

• Works for multiple or single home operators.

• Integrates with any accounting system.

• Plus all the reports, views and graphs you’ll ever need.

• In use for over 12 years.

• Free training and help with system set up.

• Historic data loading option available (charges may apply).

• 30 day free trial.

For a demo, free trial or for further information please email benjones@intracare.co or visit https://intracare.co/

RECRUITMENT AND TRAINING

Why 2025 Must Be a Year for Care

By Dr Angela Brown, Founder and Chief Executive Officer of Training

several quick and easy changes which the government

could swiftly implement to significantly improve the sector in the shortterm.

A start would be to focus recruitment on the individual progression plan of the care worker. Afterall, surely a sector which traditionally has poor pay and responds to ever changing societal needs, deserves some control over what are perceived are important skills.

The sector still relies on recruitment via word of mouth and offers low pay and low recognition of the skills required in adult care as an incentive. While the workforce needs to respond to the needs of employers, we have a duty to understand the needs of the carer by providing progression of their own career pathway.

The early years sector faced a similar challenge with public perception. Since no one needs a qualification to have a child, it was perceived by many – and even some in government – that the skills required to work in the sector simply came natural.

Although the early years sector has not yet chased all of its demons, public perception of the skills required undertook a change andlargely helped by the excellent Sure Start system - parents began to understand the value of having a skilled workforce to look after our children. It seems an alien concept to us now, but it is very much where we’re at with care, and it doesn’t need to be that way.

In care today, we’re constantly seeing headlines of endemic staff shortages and staff burnout, but this could be significantly improved if the expectations of the sector are proactive rather than responsive.

This is what the Commission may conclude, but in the short-term, we need to invest in the current army of the workforce whose goodwill and compassion is relied upon to respond out of decency rather than an identified societal need.

Demands on the NHS can also only be supported by an adult care sector which is respected for the skills they possess.

For 2025 to herald in some immediate change, let’s utilise Government skills funding and Department of Social Care workforce development programmes to really drive the sector forward.

Let’s find out what the people receiving care really want from their care plan and let them have a say in what the devolved authorities are spending on.

Let’s be ambitious and listen to the sector, use its expertise and plan for a service which not only works well in conjunction with the NHS, but one which is respected and rewarded.

Let’s make 2025 the year we start seeing real change in the care sector.

Empowering Care Staff and Residents Through Aligned Training

In the ever-evolving landscape of adult social care, it is essential to ensure that training initiatives not only equip care professionals with the necessary knowledge and skills but also nurture an environment where they feel confident and supported to deliver their best.

As a Registered General Nurse with over two decades of experience in the care industry, I have seen first-hand how thoughtfully designed training programmes can bring about meaningful changes that resonate with both staff and residents. These programmes, when aligned with the real-world needs of care professionals, have the power to transform not only the quality of care but also the overall morale and satisfaction within the care setting.

One of the key features of impactful training is its accessibility, relevance, and applicability to the challenges faced by care staff on a daily basis. From comprehensive first aid instruction to specialised courses on dementia care, well-designed training modules can provide care professionals with the tools and techniques required to respond effectively to a variety of situations. By prioritising the development of our staff's clinical proficiency, we enable them to deliver high-quality, person-centred care that focuses on the well-being and dignity of residents.

However, building confidence and capability goes beyond technical skills alone. It is equally vital to focus on the interpersonal skills that underpin meaningful relationships with residents and contribute to their overall happiness and fulfilment. Training programmes that emphasise relational care, for instance, can help care staff appreciate the importance of creating an atmosphere of trust and understanding. By

encouraging staff to focus on these human aspects of care, we cultivate a setting that radiates warmth and kindness, ensuring that residents feel valued and respected.

Moreover, to ensure that staff can consistently provide the best possible care, our training must remain adaptable and responsive to emerging trends and best practices in the sector. By implementing regular refresher courses, we reinforce foundational knowledge, address any skill gaps, and ensure that care professionals are up to date with the latest advancements. Similarly, ongoing supervision and performance evaluations play a vital role in identifying opportunities for professional growth, creating a framework of accountability and continuous development. This commitment to lifelong learning not only enhances the quality of care but also reinforces a sense of purpose and pride among staff.

The ripple effect of robust training programmes extends far beyond individual care professionals. When staff feel confident, valued, and well-equipped, they are better positioned to deliver exceptional care that is tailored to the unique needs and preferences of each resident. This, in turn, results in improved well-being for residents, greater peace of mind for their families, and stronger outcomes for the care community as a whole.

At the core of our training philosophy lies the understanding that empowered staff lead to empowered residents. When care professionals are equipped with the knowledge, skills, and assurance to excel in their roles, they are better able to encourage residents to maintain their independence, involve them in decision-making, and take the time to truly listen to their stories and concerns.

In conclusion, aligning training with the practical needs of both staff and residents goes far beyond fulfilling regulatory requirements—it is the foundation for fostering confidence, compassion, and excellence in adult social care. As we look ahead to the challenges and opportunities of the future, let us remain steadfast in our commitment to investing in our staff, enabling them to make a lasting difference in the lives of those they care for.

By Elena Martin, Director

of

Operations

and Commissioning, Langdale Care Homes Group (www.langdalecarehomes.co.uk)

Data Security and Protection Leads: As Critical As a Health and Safety Lead

By Daniel O’Shaughnessy,

You wouldn’t run a care home without a health and safety lead, and the same should apply to data security and protection leads. Losing access to critical data, even briefly, can be devastating for residents’ welfare and your business’s viability. If care plans and medication records are unavailable due to a cyber incident or software issue, residents’ wellbeing is at risk.

Finance system failures can disrupt payroll, invoicing, and payments.

While data protection is everyone’s responsibility, having a named individual to lead on data security and protection is essential. This role provides senior leadership and ensures good practices are followed across the organisation. At Digital Care Hub, we use the term data security and protection lead to describe this role.

The lead should champion data security policies and set an example. While daily tasks can be delegated, the lead ensures standards are met. This role doesn’t have to fall to the Registered Manager but should be assigned to someone senior enough to oversee responsibilities effectively. In larger organisations, aspects of the role can be shared – for instance, one person might manage risks while another handles information governance.

It’s vital that leads have the right knowledge and skills. To address training gaps, Digital Care Hub’s Better Security, Better Care programme has launched a free, open-access elearning course tailored for data security and protection leads. This complements an existing course for all staff, which we recommend completing first.

The course, launched in January 2025, supports continuing professional development (CPD) and meets the training requirements of the Data Security and Protection Toolkit (DSPT). It is the only free resource designed specifically for this role in adult social care.

The training reflects real-world scenarios across care homes, supported living, home care, and community services, covering all client groups. The course includes four modules:

1. Data protection rights and responsibilities

Covers the lead’s responsibilities, other specialist roles, and key skills and

support needed for the role.

2. Keeping data secure

Explores managing data, understanding personal data rights, access to data, Information Asset Registers, and Data Protection Impact Assessments.

3. Threats to data security

Focuses on recognising, preparing for, and recovering from cyber incidents; reducing threats to digital systems, devices, and supply chains.

4. Data breaches

Explains how to differentiate between breaches, incidents, or near misses; record and learn from incidents; and respond to and report breaches appropriately.

By completing this course, data security and protection leads will enhance their knowledge of data protection and cyber security, ensuring they can safeguard their organisations, staff, and the people they support.

For more information about the course and other resources, visit www.digitalcarehub.co.uk/elearning.

Head of Programme Delivery, Digital Care Hub

It doesn't take a government report to confirm what everybody in adult social care already knows and can evidence. While a commission for strategic long-term change is welcome, there are also

RECRUITMENT AND TRAINING

Celebrating 20 Years of Local Care Force: A Reflection on the Healthcare Industry and the Challenges of Running a Nursing Agency in Times of Crisis

Leanne Silverwood is the Founder and Managing Director of Local Care Force

As Local Care Force celebrates 20 years of business, we look back on two decades of momentous changes in the health and social care sector. From technological advances to ongoing recruitment and retention issues, supply chain management companies driving down prices and quality, and changes to the agency landscape, the health, and social care sector, post-pandemic, has not only had to adapt but has also needed to rise to meet these challenges.

In 2020 the health & social care sector faced a devastating crisis in Covid19.

Care home staff were under unimaginable pressure, working long hours, managing PPE shortages, and the emotional toll of caring for residents who were isolated from their families. We had to adapt quickly, deploying staff where they were most needed, while maintaining their safety, and that of the residents they cared for. It demonstrated the resilience and dedication of our workforce - and we are so incredibly proud of the commitment they showed throughout this difficult time.

Post pandemic the issue of recruitment worsened. In 2023 the health & social care vacancy rates stood at 152,000 roles (9.9%) substantially higher than the overall UK rate of 3.4%. It was a challenging time, to say the least. Alongside issues around recruitment, were problems with retention which significantly impacted the health and social care landscape, with 390,000 (28.3%) leaving the sector in 2022/23. (The Kings Fund 2024).

As a health & social care agency, Local Care Force has been at the forefront of this ongoing crisis. The ever-growing demand for qualified healthcare professionals has proven to be a difficult obstacle to over-

come. Our role in providing experienced, skilled, and compassionate staff has never been more critical, or difficult, and it is the reason we offer specialist in-house training led by our clinical lead nurse, who also acts as a mentor to our team.

The agency sector has not been immune to challenges post-pandemic. In the past, agencies were regulated by the CQC, but for several years now, they have been unregulated. This lack of oversight has led to a surge in "back bedroom" agencies, which supply staff without conducting the necessary checks to ensure resident safety. Additionally, these agencies often disregard tax regulations when paying staff, leaving care homes liable for tax shortfalls. Consequently, we advise all clients to question any £14 hourly carer charges, as it has become easier for anyone to recruit and place nurses in care homes. This trend is particularly concerning, as we pride ourselves on our robust recruitment and safeguarding processes to ensure the wellbeing of the residents our staff support.

The Work Rights Centre report has highlighted another troubling issue within the industry: the flawed sponsorship visa system and the exploitation of foreign workers in the health and social care sector.

Migrants constitute 32% of care worker roles in England, many of whom face excessive hours or underemployment, struggling to change visa sponsorship, and fearing reprisals if they voice their concerns. As an agency, we cannot recruit staff requiring visas. However, we are disheartened to see hundreds of people on sponsorship visas applying for work with us due to unscrupulous agencies exploiting legal loopholes. We frequently hear from individuals who aren't receiving enough work from their sponsors to sustain themselves, yet they cannot legally work elsewhere without invalidating their visas. The well-being of our workforce has always been paramount at Local Care Force. We firmly believe that protecting our staff, which in turn, protects the residents they support, a principle on which Local Care Force prides itself.

As we reflect on our two-decade journey, acknowledging the significant challenges we have faced, it's equally important to celebrate the positive advances we have made during this time.

We know that with dedication, collaboration, and a focus on innovation, we can continue to weather the storm. As we celebrate this milestone, we are committed to providing the highest standard of care and supporting the health & social care sector in whatever challenges the next 20 years may bring.

Policies and Procedures Within Social Care

The delivery of safe care is the paramount responsibility of social care providers. Central to achieving this is the governance framework adopted by service providers. And at the core of this framework are policies and procedures. These enable the provider to comply – and evidence compliance – with relevant legislation and regulations, as well as facilitating best practices, supporting business needs, and assisting in recognising and managing risks.

Providers have a legal duty of care to the people they employ. Policies and procedures should provide clear guidelines to staff on how the organisation operates, as well as informing them of best practices and processes to be followed.

Policies should be reviewed annually as a minimum to ensure they are still fit for purpose and align with legal and regulatory requirements. They should be reviewed not only by employees of the business, but also by experts in various subject matters (e.g.,

infection control or medicines management).

For many small- to medium-sized providers, there may not be the in-house skills, knowledge, and experience to complete such a robust annual review. Many choose instead to purchase their policies and procedures from a reputable provider like W&P Compliance & Training, who will also complete reviews and ensure their policies and procedures remain up to date. This way a provider not only ensures they remain compliant; they also benefit from best practice policies and procedures that provide a solid foundation for safe working practices and – ultimately – protect and support service users and staff.

Ben Erskine – Director at W&P Compliance & Training www.wandptraining.co.uk | Tel: 01305 767104 See the advert on page 2 for further information.

Transforming Care Home Training:

Rethinking Restrictive Practice Education

Training care home staff is vital for delivering high-quality care, especially when managing complex resident needs such as dementia, frailty, and mental health challenges. However, traditional methods often fall short in engaging staff, leaving critical gaps in understanding and preparedness. Innovative approaches, such as game-based learning and peer-to-peer collaboration, are revolutionising training, particularly in addressing the ethical and legal challenges of restrictive practices.

Restrictive practices—measures that limit an individual’s freedom—are sometimes necessary to ensure safety. However, they must be applied with great care, adhering to legal frameworks and ethical guidelines to protect residents’ dignity. A groundbreaking digital training resource, codesigned by Queen’s University Belfast and Focus Games, exemplifies this innovation. The resource uses interactive, expert-driven content to help staff navigate restrictive practices responsibly and effectively.

Game-based learning plays a central role, transforming topics like restrictive practices into engaging,

real-world scenarios. Simulations allow staff to explore ethical dilemmas, practice decision-making, and test alternative solutions in a safe, low-pressure environment. This approach enhances critical thinking, teamwork, and retention of essential knowledge.

Peer-to-peer learning further strengthens the training by encouraging staff to share experiences and insights, fostering collaboration and practical problem-solving. This creates a dynamic learning environment where staff feel supported and empowered to deliver compassionate care. By integrating these modern approaches, care homes can elevate training into a meaningful experience, equipping staff to balance safety with residents’ autonomy and dignity. At Focus Games, we are proud to offer tools designed to empower care home teams through innovative training. Visit www.FocusGames.com or email info@focusgames.com to learn more about our Restrictive Practice resource and how it can enhance care home outcomes for

How Healthy and Happy is Your Team?

At Meaningful Care Matters, we have the privilege of working with health and care teams across the UK, Ireland, Canada, Australia and more recently Singapore.

It is no surprise that those who can embrace the culture change of our ‘Butterfly’ and ‘Dragonfly’ Approaches - in terms of reducing the institutional and task-focused aspects of care in favour of creating a sense of fun, friendship and true belonging - have leaders who are very self-aware and emotionally intelligent. What does that look like in practice? It involves being genuine as a person, being able to acknowledge mistakes, and taking time to really get to know your team members as individuals and what makes them tick. Our team are Authorised Partners in delivering the methodology of the DiSC personality profiling assessments and the Five Behaviours of a Cohesive Team™ programme (Lencioni, P) to help support teams to work together more positively and ultimately productively. Having been through the process myself, it was striking how accurate the analysis was of what motivates and what stresses me. It also helped me to know those stressors and motivators for my peers and how to adapt my approach to better look out for each other.

ESTABLISHING TRUST

our own relationship with trust, based on experiences in our lives? Do we find it easy, or does it take us time? Being in touch with your own vulnerability is not about spilling out all your deepest, darkest secrets to the people you support! But it is about being able to reflect on times in your life when you have felt lonely, scared or lost, and for these reflections to enhance our empathy for those who are struggling. Once we have established trust and a sense of belonging in our teams, we can more easily be open about the things we disagree about, and for those differences or conflicts to be regarded as healthy rather than threatening to the stability of a team - provided they are talked about openly and kindly. Many teams flounder because there is an artificial harmony i.e. conflicts are under the surface and gossip and cliques can create an unsafe and unhappy work culture.

A recent social media post caught my eye which said “Your company culture is not words on your website or posters on the wall. It’s how your people feel on a Sunday night.”

What is your response to that question, and do you think you and your team might need some time and attention in 2025 to get back on track and unlock your full potential?

At the foundation of a good team is what Patick Lencioni describes as vulnerability-based trust, and this is something we talk about a lot in training for leaders and their teams. People who we care for, and their families put a lot of trust in us. So, what is

Sally Knocker is a Consultant Trainer with Meaningful Care Matters www.meaningfulcarematters.com

FINANCE AND PROFESSIONAL

A Legal Victory for the

Care Sector: The King (on the Application of Hartford Care Group Limited) v. The Secretary of State for the Home Department

In a landmark ruling, the High Court delivered a significant judgment on 14 January 2025, in favour of Hartford Care Group Limited (HCG), challenging the Secretary of State for the Home Department's (SSHD) decision to reject HCG's application for 70 Defined Certificates of Sponsorship (DCoS). This case, The King (on the Application of Hartford Care Group Limited) v. The Secretary of State for the Home Department, sets a crucial precedent for how the Home Office assesses applications for Defined Certificate of Sponsorship (DCoS), particularly in the care sector.

THE CASE BACKGROUND

HCG, a prominent provider of care services in the UK, has held a sponsor license since April 2019. On 8 January 2024, Aston Brooke Solicitors applied for 70 DCoS on behalf of HCG. These certificates are vital for nonUK workers to obtain a visa to work in the UK. However, on 29 January 2024, the SSHD rejected HCG's application, citing insufficient evidence to demonstrate a genuine need for additional staff.

Aston Brooke Solicitors swiftly initiated a Judicial Review, challenging the legality of the decision, which could have significant consequences for the care sector, heavily reliant on overseas workers to meet staffing demands and stating HCG contracts with their service users and the Local Authority did not state the number of hours.

THE LEGAL CHALLENGE

Aston Brooke Solicitors argued that the SSHD’s decision was unlawful, irrational, and inconsistent with the Immigration Rules. Aston Brooke Solicitors contended that the Home Office had imposed requirements not set out in the rules, relied on unpublished policies, and failed to assess the evidence properly. In particular, the SSHD insisted on receiving contracts that guaranteed specific hours of work, which Aston Brooke Solicitors argued were not standard in the care sector.

The SSHD defended its position by stating that additional information could be requested to validate the applications THE ADMINISTRATIVE COURT'S RULING

Eden Alternative

"23 years, operating 4 Devon Nursing homes, has been pretty tough, as anyone in social care, knows, only too well. And if it was hard already, after 2024 budget, it's just got harder.

Anyway, at heart, I am just customer of Eden Alternative, and it was a stroke of luck to come across this whilst on holiday in New Zealand in 2009. It started in USA in 1994 and now runs in 22 countries.

The fact that I am now involved with this not-forprofit organisation (in the UK area) came about when one of the 2 main UK directors died suddenly just before Covid. But it's something I have run with for 11 years to help make 'vision' a reality, not a struggle. So,

On 14 January 2025, the High Court ruled in favour of HCG, stating that it was irrational for the SSHD to require contracts with guaranteed hours to prove the genuineness of care worker vacancies. The Judge highlighted that flexible contracts are standard in the care sector, where the demand for staff can vary depending on factors such as local authority funding and service user needs.

The Judge also criticised the SSHD’s assumption that local authorities impose staffing quotas, pointing out that care providers have discretion over how many workers they need to meet demand. Furthermore, the Judge found that HCG’s evidence adequately demonstrated the genuine need for additional staff, rendering the SSHD’s rejection of the application irrational.

The Judicial Review application was supported by Care England and Professor Martin Green OBE chief executive of Care England stated after the verdict was delivered: “In winning the Judicial Review, Aston Brooke Solicitors has done a great service to the care sector because this victory will cause The Secretary of State for the Home Department to rethink how they behave towards the independent care providers. No one should be in any doubt that when we see unacceptable behaviour, we will be prepared to challenge it and use the law to enforce our rights.”

Gemma Melhuish, People and Culture Director at HCG said: “We are thrilled the court ruled in our favour and agreed their decision was unlawful as it is important for other Care Providers to challenge decisions that are morally not correct. We are now looking forward to welcoming new starters to our Homes from our overseas recruitment campaign undertaken last year and continuing to provide high-quality care to our residents. “

THE OUTCOME AND ITS SIGNIFICANCE

The High Court granted a quashing order of the SSHD’s decision, declaring it unlawful. Aston Brooke Solicitors will now reapply for the DCoS for HCG without the commercial risks associated with the initial rejection.

being both a customer and helping the admin seems quite natural.

It is a modern philosophy of care, but moreover, it's a programme that is straight forward, tried and tested for 30 years and really works.

Its member care organisations generally become trainers for their own teams, and run it themselves.

The programme is run in person over 2-3 days or online 1 hr a wk for 7 weeks. You choose.

It addresses loneliness, helplessness and boredom and operates through 10 principles to underpin 7 critical domains of wellbeing.

Moreover, it's effective, transformational and really works. As residents, and team members wellbeing, matter so much , it's a must, in my opinion.

Geoffrey Cox Southernhealthcare.co.uk eden-alternative.co.uk"

Kashif Majeed, Head of Corporate Immigration at Aston Brooke Solicitors said, “For the care sector, the decision has significant implications. It emphasises that the Home Office must assess applications based on realistic criteria that reflect the sector's operational practices. While the SSHD can request additional information to verify the authenticity of job vacancies, it cannot impose unreasonable or unattainable requirements, particularly when those conditions do not align with the realities of the care sector.”

THE BIGGER PICTURE: IMPLICATIONS FOR THE CARE SECTOR

This case highlights the essential role that international workers play in the UK’s care sector, especially in light of the growing demand for care services due to an aging population. The judgment provides clarity for care providers seeking to hire overseas workers, reassuring them that their flexibility in staffing and contractual arrangements will be recognized.

The ruling also sets a precedent for future DCoS applications, ensuring that care providers are not burdened with unrealistic requirements. This decision affirms that decisions made by the SSHD must be grounded in the reality of the care industry, where staffing needs are often dynamic and flexible.

CONCLUSION

The King (on the Application of Hartford Care Group Limited) v. The Secretary of State for the Home Department is a major victory for the care sector, ensuring that the Home Office’s decision-making process is fair and aligned with the sector’s operational realities. The case reinforces the importance of reasonable and consistent policies in assessing DCoS applications and provides a vital precedent for care providers looking to hire international workers to meet the UK's growing care needs.

For further information on Ashton Brooke see the advert on the facing page.

Care Home Finance from Global Business Finance

Global assists clients throughout the U.K. who specialise in the healthcare sector to achieve their objectives of purchase, development and refinance.

We have organised over £1.8bn for clients in the past 30 years, providing clients with competitively priced funding to refinance existing debt, ease cashflow and develop businesses further.

From helping clients make their first purchase through to allowing groups to

grow significantly in size we assist at every stage of your business expansion. Every proposal is individual and deserves to be treated that way, so we hope you will allow us to be of assistance to you and call us to chat through your plans and requirements, I am sure we will be able to tailor a facility to your requirements.

Call us on 01242 227172 or e-mail us at enquiries@globalbusinessfinance.net

ASTOn BROOKE SOLICITORS

CARE HOME SPECIALISTS

WHAT WE DO:

• Sponsor Licenses

• Skilled worker Visas ( Carers, Senior Carers, Nurses)

• Commercial Property, Leases, Developments, Sales & Acquisitions

• Commercial contracting & negotiating with Local Authorities regarding fees

• Refinancing

• Partnership agreements

• Dispute Resolution & Litigation

• Advice on Care Quality Commission (CQC) processes

• Assisting Care Providers to make License Applications, Registrations and Representation with CQC

• Wills, Probate & LPAs