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Group unveils partnerships with two local charities
PARKLANDS Care Homes has announced new partnerships with two charities.
More than 20 local and national charities applied to be the operator’s charity partner when applications opened last November.
A shortlist was then presented to employees who were asked to vote for their preferred charity.
Employees at Parklands’ Moray and Aberdeenshire homes chose mental health charity Mikeysline, this year celebrating its 10th anniversary.
Mikeysline works to break down stigma, support individuals and families facing mental health challenges and promote better mental health in schools and workplaces through campaigns like ‘Bee the Change.’
Meanwhile, staff at Parklands’ Highland homes selected Highland Hospice, a charity founded in 1983. Highland Hospice provides palliative and end-of-life care to adults across the Highlands. Its services include inpatient and outpatient care, support for patients, families, and carers, and a volunteer befriending service for individuals living at home
with their illness.
Donald Morrison, director of communications for Parklands Care Homes said: “We’d like to thank the many charities who applied to become our charity partner, as each one plays an important role in supporting local people. We are fortunate to have such dedicated organisations working to support the local community.
“It was clear from our staff vote that Highland Hospice and Mikeysline are two charities our teams feel passionately about, and we’re excited to work with them.
“Through this partnership, our residents and staff will support their fundraising and help raise awareness of the important services they provide.”
The partnerships will span two years, during which Parklands employees, residents and family members will be encouraged to support the chosen charities through fundraising, volunteering and mentoring.
In turn, the charities will work with Parklands to deliver a range of activities and workshops that will benefit residents and employees.
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Donald Morrison (centre) with Emily Stokes and Ross Kinnaird from Mikeysline.
chirpy budgerigars visited Minchenden Lodge in Southgate to take residents on a trip down memory lane. The birds were brought to the care home by Performing Pets, who specialise in supplying pets and other animals for film, theatre, media, therapy, education and special events. Manager Kemisha Morris, said: “Performing Pets has been visiting us for a few years now, bringing different animals every month for animal-assisted therapy sessions. Our residents and staff loved meeting these budgies and I think the birds enjoyed the visit too.”
Homecare provider offering free yoga and dental checks
CHAIR yoga and free dental checks are improving health and wellbeing for Walfinch home care clients in Harrow and Brent.
“Some clients asked if we could enable them to do yoga,” said Shilpi Verma, managing director and registered manager.
“I have been doing yoga for 12 years so I asked my teacher if she could provide an online class for our clients.
“She agreed, and it’s now available online free of charge to any of our clients, their families and their carers, every week.
“Many are less mobile, so it’s seated yoga with the emphasis on breathing, stretching and relaxing.
“Clients have told us that the deeper breathing has helped them relax and feel less anxious.”
Shilpi is also providing free dental checks to all clients who want them.
She added: “We have teamed up with local mobile dentist Dr Lovlina Bindra, who visits clients to do oral health assessments. It’s very popular, because they can register with her practice, and she can provide dental hygiene services and even do fillings in their homes.
“Anything more complicated
We are delighted to confirm the recent completed sale of The Manse, a long-established Care Home registered for 21 in historic Pontefract, West Yorkshire.
The Home is a genuine retirement sale and has been trading successfully for many years, dating back to 2008 under the ownership of David Slack and his family.
The Home was acquired by first time entrant to the Care Sector, the Yorkshire based Dr Akash Bhalla.
can be carried out at her clinic, on the NHS or as a private procedure.”
Walfinch Harrow and Brent pays for the yoga and dental services, which are available to all its clients. Shilpi is now considering partnering with qualified and insured local hairdressers and podiatrists as part of a plan to broaden the range of services she provides.
“Our carers do minimum one-
hour visits, so they have time to provide pampering sessions such as applying face packs and nail polish to clients who ask for them, but we’d like to broaden our range of services,” she added.
“We strive to provide active care that improves health and wellbeing, and once clients have had a taste of it, they really appreciate the difference it makes to their lives.”
Six
In his latest in a series of regular columns, care provider Mike Padgham, who is chair of the Independent Care Group, gives us his personal take on the big issues facing social care.
Protest shows we need help now
AS I write this, we are fast approaching the planned social care Day of Action.
I never thought it would come to this, and that we would need to stage a demonstration in 2025 after all the promises of the past.
I sincerely hope with all my heart it is a massive success. It is a sign of the depth of feeling within the sector that people are prepared to take to the streets in protest.
We certainly need to get the message across that we cannot wait any longer for some help.
In the next few weeks, social care providers will start to see increased National Insurance bills and higher wage bills, due to the increase in the National Living Wage.
It will be really hard for providers to absorb these increased costs, especially after a period that has seen a cost of living crisis and a pandemic.
They will have been writing to their customers and their families, setting out an increase in their fees for the coming year.
And local provider associations, including my own, The Independent Care Group, are in negotiation with their local
commissioners over their fee levels for the next 12 months.
This is the harsh reality of spring 2025.
Somehow, it doesn’t seem fair. It is not fair to ask hard-pressed families to pay more for the care of their loved ones. And it is going to be a challenge to get higher fees from commissioners who are themselves under-funded.
We need the Government to support social care and with providers struggling to meet higher and higher costs, the only way to help is with more funding.
But when she spoke at Siemens Healthineers in Oxfordshire, earlier this year, Chancellor, Rachel Reeves, had nothing to offer us.
That speech was all about kickstarting economic growth, but politicians never seem to see social care as being able to contribute to that.
They overlook that social care employs 1.59m people and makes a contribution of £68.1bn to the England economy. We know that with proper investment in the sector it could employ and contribute even more.
Social care providers want to innovate and invest and they
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want to employ more people and expand their services to provide more care. It is often forgotten after so many years of struggling for survival, that we want to grow. Demand for care is rising and providers want to meet that demand in the years to come.
But left as it is, the sector will continue to struggle and we might well lose more providers from the market rather than see them flourish.
A loss of care provision can mean others having to take time out of work to provide care for loved ones, which is bad news for economic growth.
I believe there is a consensus that reform to the NHS cannot be achieved without reforming social care but that acknowledgement is not being followed by any meaningful action. My fellow providers and I fear that we will not see any significant reform until the Government commission on social care comes up with its final report, in 2028.
Meanwhile, things on the ground get ever more challenging.
Recent NHS figures showed that more than 14,000 people were fit enough to be discharged from hospital but could not leave,
often because there were no social care packages available.
That remains a terrible state of affairs and evidence that the system needs reform. We want to work with the Government to tackle the problems.
We have got to work together and invest in social care to ensure there are social care packages available and people can get out of hospital and be cared for at home or in a care or nursing home.
And in the cases where there is available care, we have to tackle the bureaucratic and funding logjams that can sometimes delay people from accessing it.
There is so much that can and should be done and, as an optimist, I have hope that we will get on and do it.
Let’s invest in social care, start growing our care provision and helping it provide services for the two million people who currently can’t get the care they need and the many more who will need that care in the future. Let’s free social care to be a driver for economic growth in its own right.
We have stood still or gone backwards for long enough, it’s time to move forward.
Homes dock in Thailand as part of virtual cruise
RESIDENTS and team members across Nellsar, a South East group of care homes, have embarked on their annual virtual world cruise to promote meaningful well-being through mental and physical activities –kicking off in Thailand.
Renowned as the ‘Land of Smiles’, residents were left beaming with smiles of their own after a week-long virtual adventure in the South East Asian country.
From the comfort of their homes throughout Kent, Surrey and Essex, residents were able to fully immerse themselves in the vibrant Thai culture through food, crafts, music and history.
Head of recreation and wellbeing Viv Stead said: “This annual tradition has been around since the pandemic lockdown, and our residents are always engaged and eager to learn more about the chosen destination — discovering new cultures, food, and traditions.
“Across the group, the virtual visit to Thailand was a huge success and a great way to kickoff this year’s world tour – with trips to Greece and South Africa next on the itinerary.”
Residents at Lulworth House and Loose Valley in Maidstone explored the nation’s rich cultural
heritage, admiring traditional silk outfits, taking part in elephantthemed crafts, and enjoying the vibrant music and dance that characterise the beautiful country.
While Bromley Park in Greater London brought Thailand’s unique blend of ancient traditions and modern attractions to life with engaging activities, including an immersive virtual tour that saw them plan imaginary itineraries of the capital Bangkok’s floating markets, famous islands like Koh Phi Phi, and elephant sanctuaries. And no journey to Thailand would be complete without sampling its famous cuisine.
The group’s chefs spent the week serving up Thai-inspired dishes, including Pad Thai, red and green curries and sticky mango rice.
Home marks pub opening
CLAREMONT House, part of the Healthcare Homes Group, celebrated the opening of “Smiffy’s Pub,” a new bar and social hub named after one of the residents.
In a ribbon-cutting event attended by the Mayor of Great Yarmouth, the residents and community came together to toast the new space, designed to enhance social interaction and create cherished memories.
The creation of Smiffy’s Pub was inspired by Nanette Smith, a friend of Claremont House, who recently did a skydive to raise funds for the residents’ fund in honour of her husband, a resident at the home.
Her daring leap inspired the Claremont House team and residents to transform an underused room into a bar and social hub, offering a warm, inviting space where residents
can relax, socialise and enjoy events together.
“We are so grateful for Nanette’s generosity and courage, which made this wonderful new space possible,” said home manager Alison Fallowfield.
“The team has worked tirelessly over the past few months, bringing both creativity and dedication to Smiffy’s Pub. It’s truly a space that everyone can enjoy and call their own.”
Smiffy’s Pub has been carefully designed to create an authentic pub atmosphere while providing all the comforts of home.
With its cosy seating, warm décor and thoughtful details, it’s already become a favourite spot for residents to gather, unwind and share a game or two of pool.
From quiz nights to afternoon socials, Smiffy’s Pub will host regular activities to bring residents and families together.
Princess Royal is charity’s patron
HER Royal Highness The Princess Royal has been announced as the new Patron of veterans’ charity Royal Star & Garter.
The Princess Royal is the charity’s third Patron since it was founded in 1916, succeeding her late mother, Her Majesty Queen Elizabeth.
The charity was established on January 14, 1916 to care for severely injured men returning from the battlegrounds of WWI, following concern expressed by Queen Mary.
She charged the British Red Cross Society with finding them a ‘permanent haven’ and became the charity’s first Patron.
Her Majesty Queen Elizabeth was Royal Star & Garter’s Patron from 1953 until her death in 2022.
Major General Tim Tyler CB, chair of Royal Star & Garter, said: “We are honoured to welcome Her Royal Highness The Princess Royal as our new Patron.
“The Princess is admired for her dedication to good causes and her devotion to public work, as well as her long association with the Armed Forces. We look forward to welcoming Her Royal Highness to our Homes
Lawyer follows dream to open home care firm
A LAWYER has stepped away from the law to launch a business providing a full range of home care services.
Amna Tariq, 27, aims to make SureCare Stockport the leading provider of home care in the area.
The company, based in Heaton Moor, recently secured its registration with the Care Quality Commission which allows it to deliver regulated domiciliary care packages to people in Stockport.
Alongside this, Amna and her team are also offering nonregulated services including domestic and commercial cleaning and shopping.
Amna, who previously worked as a paralegal with law firms in Manchester, said: “It was a big step to leave the legal profession, but I wanted to follow my passion for home care as well as running my own business.
“I had studied health and social care while at college and had also had the experience of having to find care for my mum a couple of years ago.
“I started to research the home care market and SureCare stood out.
“There is so much involved in setting up a business in this sector, but SureCare impressed me with their industry knowledge and support. It’s great to be part of the SureCare family.”
Amna’s team includes experienced Registered Manager Michelle Calvert and three further care assistants.
Amna Tariq
services, we are looking to recruit additional care assistants to meet the expected demand,” she added.
“I am hugely passionate about providing local people with the highest quality care. I want to build a successful business, create jobs and become an important part of the local community. I want SureCare to be the first name people think of when they are looking for home care services for a loved one.
“As well as running the business, I am also delivering care along with the rest of my team. It is incredibly rewarding when you see the smiles on people’s faces.
to meet the veterans and partners we care for. Our former Patron, Her Majesty Queen Elizabeth, demonstrated genuine enthusiasm for our work. We are delighted that The Princess is continuing her mother’s support for the military family.
“The Princess is already well acquainted with our charity, both through Her Majesty Queen Elizabeth’s Patronage and the support of her great-grandmother Queen Mary, who was our first Patron in 1916.
“On behalf of the residents, relatives, volunteers and members of staff, we welcome our new Patron and look forward to sharing our ambitions to support more veterans and their families than ever before.”
The Princess Royal is involved with more than 400 charities, organisations and military affiliations in the UK and overseas, and is renowned for her warm relationship, affinity and support for Armed Forces veterans.
HRH Princess Alexandra will remain as the charity’s president, a role she has served in for 60 years, since 1964.
“Now that we can roll out a full range of regulated care
“The services we provide to clients are enabling them to live as independent a life as possible in their own homes, something that makes a real difference to the quality of their lives.”
Nanette Smith with her husband and local Mayor at the opening ceremony.
Residents at Thornton Hall and Lodge Care Home channelled their inner Michelangelo as they staged their own art exhibition. The Liverpool care home is part of the Orchard Care Homes group which operates 23 care homes across the Midlands and the North of England. All the artwork on display were original pieces created by the residents The event welcomed the local community, as well as family and friends for an afternoon of art, refreshments and nibbles. A highlight of the event was the auction, where attendees enthusiastically bid for the chance to take home an original piece of artwork.
The challenge to measure competency efficiently is firmly on the agenda. Confident Competence has the solution.
The case for competency – what ‘Outstanding’ should look like
REGULATORS are looking for digitalisation, greater efficiency, less reliance on paper, and stronger governance to improve care. Historically, this hasn’t been easy to achieve.
The Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 states that providers must ensure sufficient numbers of suitably qualified, competent, skilled and experienced staff to meet the needs of the people using the service at all times.
Managing this can be challenging, with stretched budgets and an ongoing staffing crisis across the sector. Competency is mentioned in CQC Standards 17, 18, 19. Regulators across Scotland, Ireland and Wales are also on the case.
Care providers are increasingly being asked to prove competency during inspections.
Increasing scrutiny, decreasing budgets and confusion over how to manage the two Governments across the UK and Northern Ireland have acknowledged challenges within health and social care and have shown a desire for change.
The government is under scrutiny for failing to provide the budgets needed. In turn, they’re passing the onus back onto health and social care providers demanding greater efficiency and more effective spending.
Paul Blane, health and social care trainer and CEO, said: “Providers are being asked how they are measuring competence during inspections. This isn’t the occasional inspector, it’s nationwide.
“They’re being asked where the records are kept, and how they’re being used. We saw this coming and we wanted to offer
a solution to help care providers answer these questions easily without increasing their workload.”
The need to implement a clear system to measure competency in the moment, in an authentic way, while also being able to track progress is needed now more than ever.
Building a culture of competence across health and social care
The challenges are clear, but the solution to overcoming them is less well-defined.
Providers are left to create their own frameworks and processes.
This opens them up to criticism from Inspectors, who are increasingly asking about competency during visits.
Paul is launching a new competency measurement platform.
He added: “I could see there was a real need to improve the way competency was measured. As a care home owner myself, I knew measuring competency was a challenge.
“That’s why I created Confident Competence. It provides care teams with access to standardised frameworks. It enables them to undertake assessments and monitor compliance all in one place.”
By embedding a culture of competence through structured, tech-driven assessment systems, and facilitating open face-to-face conversations, healthcare providers can ensure they meet regulatory demands while improving workforce efficiency and patient outcomes.
Competence in your pocket
Founded by Paul, Confident Competence is launching this month, offering providers a platform to accurately and authentically measure competence in real-life settings. Since his first job as a care worker, Paul has always
believed competence is at the heart of great care.
As a care home owner and CEO of Care Business Associates Training he is now merging his two passions and launching a new company that is far from traditional classroom training or e-learning.
Confident Competence helps providers manage and monitor competence across their teams more effectively. A new competency toolkit that lives in your pocket, it provides an accurate, authentic way to measure competence in real-life settings.
The new mobile app offers a comprehensive, standardised and fully compliant competency framework library, which is also fully customisable.
The app means that assessments can be carried out while people go about their daily work.
Better than that, it encourages people who access health or social care support to be actively involved in their care.
The result is an open, honest and supportive conversation around competence between managers, staff and people accessing care.
With Confident Competence, teams can easily identify training gaps and balance skills across care teams, contributing to long-term improvements.
Paul added: “We saw a problem and we wanted to help. Confident Competence is designed to make measuring competency simpler, more cost-effective and much more supportive. We’re excited to be launching the platform this month at Care Week.”
Visit Confident Competence at Care Week on March 19 and 20 to see the app in action and give it a test drive.
Paul will also be speaking at the event on why competency matters, and answering your questions.
If you’re not going to Care Week, speak to the team to find out more and arrange a demo of Confident Competence by emailing support@confident competence.co.uk
www.confidentcompetence.co.uk
Paul Blane, creator and CEO of Confident Competence.
Village residents enjoy Etihad Stadium visit
A GROUP of some of Manchester City’s longest-serving supporters have been rubbing shoulders with legends of the club, catching up about all things blue, thanks to a dementia-friendly session designed to bring older fans together to share their love of their team.
The group of Cityzens travelled from their Didsbury home, Belong Morris Feinmann care village for an afternoon at the Etihad Stadium talking shop with their heroes, former players Brian Kidd (1976-79), Alex Williams (198086), and David White (1985-93).
Angela Luckett, cultural experience coordinator at Belong Morris Feinmann, said:
“After previously welcoming the trophies, we thought we’d go one better this year and indulge our customers’ passion with a visit to the Etihad Stadium.
“The team means so much to them, so their dream really has come true. Of course, we’ll be looking to go red for our next
day trip to make sure everyone is included.
“Like Manchester, our village is very much a city, united.”
The guests took in the view of the stadium from the event hosted from the Mancunian Suite overlooking Colin Bell Stand before enjoying a special meal with kosher option, live entertainment and dancing.
Amongst those attending was the club’s former doctor (1976–2008) Norman Luft, who relished the opportunity to meet old colleagues and friends.
The visit was arranged by Belong’s experience team as part of its programme of activities for its customers, designed in line with their hobbies and interest with the goal of promoting wellbeing.
The group joined others at the club’s ReminisCITY initiative, offering a dementia-safe environment for fans to enjoy a club experience and the chance to meet fellow MCFC supporters.
Project reaches 100 milestone
THE Veteran Friendly Framework aimed at helping veterans residing in care homes throughout England has achieved a significant landmark.
The Willows, a Care UK home in Middlesbrough, became the 100th in the country to gain the status.
Designed for use in residential settings for older people, the VFF helps providers to offer appropriate support for veterans living in care homes across England. It aims to deliver improved health and wellbeing outcomes for more than 25,000 veterans and their partners.
The achievement comes 18 months after the pilot project was launched, in 2023.
The Framework supports care home staff in identifying veterans and their wellbeing needs, addressing social isolation and providing signposting to statutory and charitable services. It is a quality improvement programme and is free to care providers. The Willows is currently caring for 10 veterans.
Home manager Julie Gregor said: “It enables us all to celebrate veterans and recognise how hard they worked to enable us all to have the lives we have now.
“The recognition and celebrations shouldn’t stop just because they live in a care home. We can act as their voice and share with the community what they have achieved, ensuring they are not forgotten.”
“I am so proud that we are the
100th care home to achieve the VFF status. Our team has put a lot into becoming a Veteran Friendly home and it is a great achievement to have for the veterans and their families. We would definitely recommend the VFF to other homes.”
The VFF is a two-year collaboration between Armed Forces charities Royal Star & Garter, the Royal British Legion and the NHS Veterans Covenant Healthcare Alliance (VCHA – an NHS flagship Armed Forces programme), with funding support from the Armed Forces Covenant Fund Trust.
In order to assess the impact of the VFF, and use this learning to inform future development and practice, it is currently being independently evaluated by Care City CIC, with a final report due in the near future.
Home honours long-serving staff with special awards
MUIRTON House in Blairgowrie, part of Larchwood Care, celebrated the dedication and commitment of members of its team.
Home manager Sandra Millar presented long service awards to five colleagues whose contributions have enriched the lives of residents for many years.
She said: “Our staff are the heart of Muirton House, and it is truly inspiring to recognise such incredible long service.
“Their commitment, compassion, and kindness make all the difference to our residents and their families.
“These awards are a small token of our immense gratitude for everything they do every day.”
The awards recognised the exceptional achievements of:
Pearl Kerr, who has been a carer at Muirton House since it opened 33 years ago, making her the
Manager Sandra Millar (right) presents Pearl Kerr with her long service award.
longest-serving member of staff.
Pearl has worked in all units of the home and is well-known for her infectious energy and dedication.
She frequently helps entertain residents, dressing up in fancy
dress to sing and dance for them. She even works extra hours to accompany residents to appointments.
At 69 years old, Pearl remains a vital member of the team.
Arlene Palmer, the head cook who has been with the home for 21 years.
Arlene ensures high standards in the daily provision of nutritious and delicious meals and snacks and goes above and beyond to cater for birthdays, anniversaries, and fundraising events.
Robbie Trelfa, a carer with 19 years of service, who has primarily worked with the home’s older residents.
Known for his supportive and approachable nature, Robbie has built strong relationships with both residents and colleagues. He is always ready to guide new staff and students as they settle into the home.
Gladys Smith, a registered general nurse and trained midwife, who initially worked as a bank nurse before transitioning to a contracted role.
Over her 18 years at Muirton House, Gladys has become a cornerstone of the Learning Disability Unit, building relationships with residents and staff alike.
At 78 years old, her colleagues jokingly tell her she could move into a room at the home and work from there.
Mary Duncan, a night shift carer with 16 years of dedicated service. Mary always comes in early to spend time with residents, chatting with them before bedtime to ensure they’re comfortable and relaxed.
She also brightens her colleagues’ days with fresh vegetables from her garden and her delicious home baking.
Home manager Julie Gregory with Kimberley Morris and Tracy Beckett.
Three-point plan to solve Britain’s social care crisis
A FRONTLINE care operator
says Britain’s social care crisis could be solved overnight rather than waiting for a government commission’s report in 2028.
“Three years of dithering would be laughable were it not so heart-breaking for those needing or delivering care,” said Carl Mannion, who followed his scathing verdict by proposing his own simple three-point care reform plan.
While these could be implemented immediately, the Government’s commission won’t deliver interim findings until next year or report fully until the next general election is almost due, a delay that “feels far too long” according to Sarah Woolnough, chief executive of The King’s Fund health and social care charity.
But Health and Social Care Secretary Wes Streeting insists the lengthy timescale will enable Britain to “finally grasp the nettle on social care reform” and create “a new National Care Service, able to meet the needs of older and disabled people into the 21st Century”.
Carl, 42, added: “I expected better from Wes Streeting, who has made frank admissions and promising comments about what needs to be done on health, but the care system is on its knees and needs urgent reform, not ‘wait till ’28’ and death by a thousand cuts in the meantime. And it certainly can’t wait for creation of a gargantuan ‘NCS’, an ugly sister to the NHS that becomes equally bloated, inflexible and ruinously expensive. It’s been a Labour hobbyhorse for a few years now, but the Tories also dabbled with it, so I suspect it’s actually a Civil Service initiative.
“It’s the opposite of how social care is managed in Sweden, rightly regarded as the gold standard in this field, where every effort is made to support the elderly in their own homes, even when they have disabilities or conditions like Alzheimer’s, and all for no more than £170 a month charged to the individual.
“Rather than an NHS-style monolith, Sweden uses a coalition of local councils, private contractors and volunteers to deliver the best care package to suit each case and, with a few changes, the UK is closer to this happy outcome than politicians realise. Instead, companies like mine are currently close to collapsing under a bureaucratic burden that affects funding and recruitment,” added Carl, MD of Beloved Homecare, which runs a 90-strong care worker force in North West England and North Wales.
Yet he claims his simple threepoint rescue plan could quickly reverse the situation and optimise
care for everyone’s benefit.
Firstly, his company and its peers can deliver immediate feedback from their own records on the true cost of care:
“One of the best examples here is the significant travel costs that care providers must cover. Carers are paid for their time, whether looking after people or travelling to the next call, but a seemingly random allocation of visits and locations by the care commissioning teams – the local council – means this travel element can be up to four times more than it should be if common sense applied. Councils won’t fund the difference, so companies like mine must pay the overrun.
“It highlights an overall lack of transparency in care data. Local authorities simply refuse to provide detailed information or are unable due to Department of Health and Social Care legally requiring all providers to submit this data.”
Secondly, says Carl, the Care Quality Commission needs more teeth if it is to do its job, to investigate and address the underfunding of care providers by local authorities:
“In reality, nobody is acting as a credible watchdog for how care is managed at local level – sadly, a familiar story for overseeing our public services.”
Thirdly, Carl calls for a national forum or regional equivalents where actual care providers can offer direct input and feedback to policymakers:
“At the moment, the people at the coalface – companies like mine and their staff doing the actual caring – have no voice with those overseeing and commissioning care at the national level, which prevents any discussion of policy and improvements to save bureaucracy and waste.
“And we certainly can’t rely on the Department of Health and Social Care’s to set us on the right path. It has presided over a ponderous system and inadequate funding, obscured by headline-grabbing announcements like a £200million cash injection for care, which is laughable. By my calculations that equates to an extra penny per hour for care workers nationwide.
“We also need to talk about recruitment of carers. It’s hard work and poorly paid, yet we still have saintly souls who really want to do it, but it’s hard to get the numbers up and that hasn’t been helped by the Government’s recent National Insurance hike and aim to reduce legal migration for skilled workers and their dependents. Care contractors get less and less money to attract staff, but they must now find extra money for NI contributions.”
Operator launches service
COMMUNITY care service Belong at Home has launched in Chester, marking a new era in specialist dementia care available to local people living in the city and surrounding areas.
Operating from the Belong village, community support workers are now assisting older people to live as independently as possible in their homes, helping with one-to-one personal care, housekeeping, food preparation, as well as running errands, helping with excursions and offering companionship.
Belong at Home head of operations Andrew Shield said: “We are pleased to say a big hello to Chester and that our awardwinning home care service is now open for anyone who’d like a helping hand at home.
“Our team is trained rigorously to offer our customers the best possible care and we are looking forward to assisting them to enjoy everything later life has to offer.”
The service is available to
those living in Belong Chester’s independent living apartments and people living in the city centre and the wider catchment, including Blacon, Greater Boughton, Hoole, and Upton.
Customers can take advantage of the site’s amenities for a small cost, including bistro, gym and hair salon, as well as its vibrant experiences programme, offering the chance to make new friends.
Uniquely, support workers can also assist with arranging for customers to spend time with children up to age five to enjoy shared experiences including arts and crafts, music and singing, and shared dining.
This is possible thanks to the care village being integrated with The Nursery in Belong, a children’s nursery operated by charity Ready Generations.
The launch is also set to benefit the local workforce, with training and employment opportunities available for those looking to build a career within care.
‘Elvis’ wows
AN ELVIS tribute artist had a Dorset dementia care home rockin’ n rollin’ as team members made a resident’s wish come true.
Music fan Robert Simpson told carers he had always loved to sing and dance along to the King’s hits so they arranged for him to share the stage with visiting impersonator Thomas Gabbini.
The show wowed Robert and fellow residents at Colten Care’s Fernhill in Longham, with staff adding to the vibe by wearing 1950s-style polka dot dresses.
Companionship team leader Cara Duroe said: “Thomas is great at engaging with the residents
residents
and bringing Elvis to life again.
“This was a truly fantastic afternoon with lots of singing along, dancing and reminiscence.
“We use music and movement in many ways on behalf of our residents. It’s not only great fun but it can help people living with dementia to unlock treasured memories from their younger days and stimulate them to be fully present in the moment once more.”
As part of the Fernhill show, Robert was given the opportunity to accompany Thomas on two famous Elvis numbers, The Wonder of You and It’s Now or Never.
Robert Simpson with Elvis impersonator Thomas Gabbini and companions Miezy Reynolds and Cara Duroe.
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Elsie Wilkins, who lives at Anchor’s Clayburn Court n Peterborough, celebrated turning 104 in the company of friends and family. A party was held at the care home where Elsie has lived for 18 months, with staff joining her for a dance to ABBA as part of the celebrations. Among those who sent cards were Elsie’s nine grandchildren, 19 great grandchildren and three great, great grandchildren. She served in The Army Catering Corps during the Second World War. Elsie revels in the knowledge that she oversaw the kitchen, refusing to take stick from any of those she fed. Elsie said: “It was lovely to be able to spend my 104th birthday with friends and family. I’ve lived a good life, and I’m so grateful for it.”
An Air Force veteran who helped bring down deadly Nazi rockets and later assisted with allied attacks on occupied territory, has celebrated her 100th birthday. WWII veteran Amy Wein marked her centenary by having lunch with her three children, and grandsons who had come from Australia and New Zealand, at Royal Star & Garter in Surbiton, where she now lives. Staff at the care home then threw her a memorable afternoon tea party , which included live entertainment from popular crooner Vic Gilder. The previous day, Amy had celebrated her special birthday in the Home’s garden room with family and friends, including her great-grandchildren.
Rownhams Manor, part of Oyster Care Homes, celebrated the 100th birthday of resident Brendon Cooke. His big day was celebrated in style, surrounded by his loved ones, fellow residents, and the team at Rownhams Manor. His birthday was made even more memorable as he received a card from His Majesty The King and a letter from the President of Ireland – tributes that reflect the extraordinary milestone he has reached. To mark the occasion, Brendon enjoyed a heartfelt family gathering at a restaurant, with loved ones travelling from Ireland to be by his side. He also celebrated at the home, where he was presented with a birthday cake and joined in the festivities with his fellow residents and team members, who were overjoyed to share in his special day.
Doris Hayward celebrated her 104th birthday with a party surrounded by friends and family at her home in Speedwell Court care home for older people in Southampton. Asked in advance how she would like to mark her special day, the home went to extra effort to fulfil Doris’ wish for an afternoon cream tea, a pianist for entertainment, and a jam and fresh cream sponge birthday cake. Customer relations manager Justine Owen said: “I think she was a little surprised by all the fuss she received. This is typical of Doris, who always maintains a positive attitude. Born in 1921, she attributes her long life to two simple rules – “take your pills and keep on smiling.”
Betty Reed has celebrated her 100th birthday. A resident at Trevaylor Manor in Penzance, Betty celebrated not only her birthday but that of her twin, Joan, and the bond they have shared for a century. Both sisters now reside in residential care homes, Betty in Trevaylor Manor and Joan in The Elms Care Centre in Saltash. Despite being apart, the sister’s keep in touch by phone and Joan’s daughter, Libby, helps keep the family ties going with the story of the twins’ long and happy lives documented for future generations. Staff at Trevaylor Manor, part of the Swallowcourt portfolio of homes, made sure Betty had a special day with cake, balloons and flowers, arranging a call with Joan. Betty also received her personalised congratulatory message from the King.
One of the south’s oldest people has celebrated her 103rd birthday with a party in Salisbury. Ruth Dicksee, who served in World War Two as a Sergeant in the Women’s Royal Air Force, was naturally the centre of attention as family and friends joined staff at Braemar Lodge care home to help her mark the big day. It began with presents, cards and a giant balloon bearing the number 103 in gold letters being brought to her room. The centenarian is currently the oldest resident at the Colten Care home. Companionship team leader Graham Ballard said: “Ruth absolutely loved the balloon and her eyes were wide with excitement as a beautiful cake was brought in with family and staff singing ‘Happy Birthday’ to her. The fun was completed with a glass of chilled champagne.”
A former nurse has celebrated her 102nd birthday among family, friends and staff at a New Forest care home. Diana Creasey moved to Colten Care’s Woodpeckers in Brockenhurst in 2023 aged 100, with team members describing her as an ‘inspiration’ ever since. Sitting among the many greeting cards, flowers and gifts she received on her latest birthday at the home, the centenarian shared her secret for a long, happy life. Diana said: “Stay active, keep going, follow a good diet and make sure to have lots and lots of fresh air. And a glass of sherry helps.” The advice follows a lifelong career in nursing and healthcare, both in paid roles and, after retirement, as a care volunteer for several years at Lymington’s Oakhaven hospice.
Surrey Heights Dementia Care Centre, part of CHD Living, recently marked a significant milestone as resident Richard McQueen celebrated his 100th birthday with a touching tribute from Wycombe Wanderers Football Club. The club honoured his lifelong support by sending a personalised football shirt with ‘McQueen 100’ proudly displayed on the back, along with a special birthday card. Richard’s connection to Wycombe Wanderers runs deep, with his love for the team spanning several generations. Richard’s daughter Sarah, husband and two grandsons gathered for a small private tea party to celebrate his milestone. The celebration space featured a memory board created with photos from Sarah and the care home team.
The kitchen at Beaumont Park Care Home in Biggleswade has achieved the highest possible food hygiene rating of five stars. The rating, awarded by the Food Standards Agency under a scheme operated in partnership with the local authority, follows an unannounced inspection. The assessment evaluated key areas including food handling, kitchen cleanliness, and compliance with food safety regulations. Home manager Tryness Tshuma said: “We are thrilled to receive this recognition from the Food Standards Agency. The kitchen team works tirelessly to ensure our residents enjoy nutritious, high-quality meals in a safe and hygienic environment. This rating is a testament to their professionalism and commitment to excellence.”
Operator hails inspirational care champions at awards ceremony
DEMENTIA specialist Belong rolled out the red carpet for colleagues at its annual Champion Awards, recognising the best of the best amongst its villages and community care teams from across the region.
Twelve accolades were handed out at the ceremony to its teams and volunteers from across the North West and West Midlands for exceptional performances supporting older people to live active and fulfilling lives.
Belong’s chief executive Martin Rix said: “We have many talented colleagues who have chosen to dedicate their professional lives to caring for our customers, with many nominations describing them as being ‘like family’.
“As discussion around the reform of social care continues to gain traction, we are committed to shining a light on both their professionalism and hard work for through these awards.
“We know, first-hand, that it is our ability to attract an invest in our people that is critical to the future of the sector.
“Our unique ‘village living’ setup creates a truly special working environment where people can thrive, and our annual Champion
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Nurse call experts
MEDICARE Systems are experts in manufacturing and installing wireless nurse call systems.
Nurse call systems are an essential part of worldwide healthcare.
They provide a way for patients to communicate with staff and for staff to be alerted to patient needs.
Our systems and equipment can be found in nursing homes, hospitals, hospices and clinics worldwide.
Medicare Systems offers a professional service from initial consultation to the installation and commissioning of the nurse call system recommended to the client.
The HTM6500, Medicare’s latest range of wireless nurse call products, has been designed with aesthetics in mind.
While easy to use and highly durable, separate systems are designed to meet the varying requirements of both the private and the public sectors.
With the flexibility to cater to unlimited call points, the HTM6500 system incorporates the best in wireless radio technology.
It remains the most user-friendly radio nurse call system to use and maintain.
The HTM6500iBiR system is a nurse call system that provides specific data to meet
CQC standards. It allows care monitoring while providing an alarm system to raise the alarm for help and assistance when required.
The HTM6500iBiR system offers versatility and many other options.
The system benefits from being addressable; it not only records response times, but it can also record the staff member who has attended to help and provide care or assistance.
Whatever your requirements, from the smallest to the largest site-wide networked systems, Medicare can tailor to suit your individual needs and budget.
After installation, you will have the reassurance of the Medicare service support team, which is available 24 hours a day, 365 days a year.
Please call our free phone number 0800 849 5123 to arrange a demonstration or request a quote based on your needs.
Awards serve to congratulate all our colleagues for their success.”
Award winners were: Newcomer –Jessica Murphy, care assistant, Belong Crewe; Mentor – Jessica Ainsworth, care team leader, Belong Macclesfield; Leader – Jemma Sharratt, support manager, Belong Atherton; Team – Cedar House, Belong Wigan; Belinda Jones Dementia Champion – Nicola Hart, community support worker, Belong at Home Macclesfield; End-of-Life – Coronation House team, Belong Crewe; Compassion – Laura Cooper, community support worker, Belong at Home Warrington; Volunteer – Matthew Boardman, Belong Wigan; MadeMy-Day – David Bithell, caretaker,
Belong Crewe; Community Engagement – Experience Day team, Belong Wigan; Innovation – Emma Palin, experience and heritage coordinator, Belong Newcastle-under-Lyme; Central Services Contribution – IT team.
After receiving nominations from the organisation’s customers, relatives and colleagues, a panel of independent judges determined winners from a final shortlist, with the results revealed at the evening gala at The Queen at Chester Hotel.
All were presented with a handmade ceramic trophy designed by Belong customer Alma Worthington as part of a creative competition for the occasion.
AAT levels the field in living daily life
ONE of the biggest problems as we get older is growing lack of mobility and balance.
Even something like going up and down stairs and steps can become difficult.
That puts a person at greater risk of falling. It limits their confidence to go out and about, to do the normal things in life that they enjoy.
Convention dictates that where stairs are concerned, the solution is a stairlift. There is an alternative. An alternative that does not require installation, alteration to the physical structure of the home.
That does not occupy space nor restrict the other family members’ use of the internal space. That is portable, so can be used wherever varying levels would restrict. That can be in place and in use within days.
The answer is an S-Max stairclimber.
The battery-powered kinematic unit is Class 1 Medical Device certified.
It means any member of the family or a carer can, with appropriate training (included in the purchase price), safely and smoothly help the limited person get up and down any steps and stairs –in the home, or away.
S-Max can easily move up and down stairs and beyond into wherever needed – the bathroom, bedroom, lounge, kitchen, the garden. There is no need to transfer.
The S-Max can be fitted to most standard wheelchairs, so there is no need to risk transferring from wheelchair to another piece of equipment to get up and down stairs, with the associated potential to fall in the process.
There is also an integrated seat version – the S-Max Sella.
The S-Max is available in the UK exclusively through AAT GB, which offers free, no obligation assessment- of the person who needs help, their carer(s) and their environment.
AAT will also train anyone who will be using the stairclimber to ensure optimal safety at all times and provide annual servicing if required.
Enquiries: Find out more at www.aatgb.com/s-max or by emailing sales@aatgb.com or telephoning 01978 821875.
Thomas transforms approach to care
BISHOPS Manor, led by general manager Thomas Bampfield, has revolutionised its approach to care by championing a holistic model that has seen spiritual and wellness initiatives introduced to empower residents.
Thomas, a qualified nurse himself, has encouraged his nursing, care and wider teams to innovate and implement changes that directly benefit residents.
The initiative began with the goal of enhancing the overall quality of life for residents at the Sutton Coldfield care home, particularly those living with dementia.
Thomas has fostered an environment where each team member has the autonomy to think creatively and work collaboratively to ensure every resident’s physical, emotional and social wellbeing are prioritised.
He said: “As a nurse I have witnessed first-hand how care in many settings can become
“This centre offers a private and safe space for individuals to actively practice the five specific faiths present in our home.”
task-oriented, driven by numbers, targets and statistics.
“While these metrics have their place, I have always been convinced that true care goes far beyond ticking boxes or completing a list of tasks.
“Care UK believes it’s about seeing the person behind the care plan, valuing their individuality and recognising their lived experience.
“We are committed to fostering a holistic approach that places the person at the heart of everything we do.”
One of Thomas’ accomplishments has been the creation of a wellness and multifaith centre, designed through consultation with residents themselves.
This space has provided opportunities for reflection, physical activity and spiritual fulfilment, contributing to residents’ overall happiness.
He added: “This centre offers a private and safe space for individuals to actively practice the five specific faiths present in our home.
“It also allows members of the community to visit the home to share their faith and practice with residents.”
In addition, the care team holds Namaste sessions daily for residents.
They use the Relish app to identify the positive impact of their lifestyle activities, whilst enabling families to see what activities their loved ones have enjoyed during the course of their day.
This allows both residents and relatives to use this data as talking points during family visits or phone calls.
Additionally, through the adoption of a holistic approach, the nursing team has seen a dramatic reduction in challenging behaviours amongst residents, with incidents decreasing to zero in the past eight months.
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Under Thomas’ leadership, the team has cultivated a culture of innovation, support and community engagement.
Bishops Manor has established and maintained strong ties with the local community, such as collaborating with local charities.
This approach delivers a model of care that attracts professionals from other homes and local authorities seeking guidance on best practices.
Looking to the future, Thomas and his team remain committed to maintaining this success, with plans for continued innovation that will benefit both residents and the wider community.
The teams are utilising the bistro area by decorating it regularly to reflect that time of year, which gives extra support to those living with dementia, and offers talking points to residents and families.
The memory care floor and workstations are currently being redesigned to support residents’ reminiscence and empower them to focus on small, manageable tasks such as folding their own clothes.
Through his leadership, Thomas has demonstrated that with the right support, empowerment, and commitment, care can be both compassionate and transformative.
Catering with care: Ensuring resident safety with texture modified diets
By Sophia Cornelius
SAFETY is one of many factors that needs to be considered when care homes are preparing meals for residents living with swallowing difficulties, known as dysphagia.
Texture modified diets are the primary treatment for these conditions, therefore ensuring that residents are provided with the correct texture is essential for their health and wellbeing.
Whilst texture modified foods can carry a negative stigma, they often provide significant comfort for those requiring them.
Eating regular textures may be painful and modified textures can ease this discomfort to make the meals safer and more enjoyable.
If meals are incorrectly prepared or altered to match flavour preferences, the consequences can be severe, including choking and, in the very worst cases, death.
Since 2018, deaths due to choking amongst the elderly have increased by an alarming 57 per cent, and a 2019 report revealed that people over 65 are at significantly higher risk of choking-related deaths in hospitals and care homes
Cornelius
compared to their own homes1
A choking incident is not only terrifying for the individual but also for caregivers, particularly if they are assisting with feeding.
If there is any uncertainty about a resident’s swallow ability and the suitability of dietary textures, consultation with a speech and language therapist is vital to assess and recommend safe textures.
There are a few ways that care home teams can help to reduce the risk for those living with dysphagia and help to provide
peace of mind to both residents and their families.
Firstly, staff can test meals to ensure that they meet a safe texture for the individual needs of the resident.
The International Dysphagia Diet Standardisation Initiative developed testing methods that can be carried out using common eating utensils, including forks and spoons, to confirm the textural characteristics of a meal.
These can be performed by anyone and can be accessed for free on the IDDSI website.
For residents who take longer to eat everything on their plate, staff should also be encouraged to retest the consistency of the meal after 30 minutes to ensure that it is still safe for the resident to eat.
Preparing a safe texture modified meal can also be timeconsuming and challenging, which is particularly problematic when working with reduced labour in the kitchen or a high turnover of staff.
Here, pre-prepared options are a great solution as they ensure consistency and safety of the meals whilst still being easyto-cook and requiring a lot less hands in the kitchen.
To ensure safe preparation and
sufficient nutritional intake, it is essential for care home staff to understand dysphagia and its implications, as well as have training in preparing texture modified food properly and a familiarity with tools like the IDDSI testing methods.
Exploring pre-prepared options can also support care homes by providing convenient options that give confidence to both staff and residents.
To find out more about the award-winning Specialist Nutrition range available from apetito, visit apetito.link/CUK
For care homes looking for a specialist nutrition solution to work in harmony with kitchens providing a fresh-cook meal service, you can order through Wiltshire Farm Foods Professional – requiring no contract or commitment.
Call the local team on 01225 234 510 or visit wffpro.co.uk
Reference 1. Hasselmyer L. Report: The Un-Usual Suspects – Main Causes of Choking Deaths in the UK. CE Safety. April 29, 2024. Available from: https://cesafety. co.uk/news/report-the-un-usualsuspects-main-causes-of-chokingdeaths-in-the-uk/ n Sophia Cornelius is a development dietitian at apetito.
Thomas Bampfield
Sophia
Group refurbishes Isle of Wight homes
HARTFORD Care has invested £4million across its care and nursing homes on the Isle of Wight: Highfield Nursing Home in Ryde, Springfield Nursing Home in Shanklin and Inver House and The Elms in Bembridge.
Work has recently commenced on an £850,000 improvement project at Inver House, which will involve the refurbishment of the communal areas and new carpets, furniture and fittings throughout, along with external redecoration and improvements to the approach to Inver House and the car park.
Chief executive Kevin Shaw said: “Future-proofing our homes is a top priority in the company’s sustainability journey.
“We are continually investing in our homes and exploring new ideas in energy saving technology
to put us at the forefront of the industry.
“Improving our energy efficiency across the board and saving costs with these initiatives will not only protect our planet, but will ultimately mean that we’re able
to plough these savings back into our homes to enhance our offering and reinforce the high quality of care we already offer our residents.”
In October last year, Springfield Nursing Home unveiled a newly-
built extension with 16 en-suite bedrooms, alongside a new lounge, dining area and hair salon.
The £2.5million project also included the redecoration of the existing communal areas with new furniture, to take the home up to 58 bedrooms.
Highfield Nursing Home also benefitted from a £500,000 investment, with solar panels to aid the home’s energy efficiency and the refurbishment of communal areas, corridors and bedrooms, including the addition of five en-suite wetrooms to existing bedrooms.
And The Elms completed a £150,000 project to improve its parking facilities, including resurfacing.
Two new homes in Alton and Southampton are due to open their doors this year.
Award confirms operator cares for its team as well as its residents
AN ACCREDITATION scheme that recognises businesses that invest in the development of their staff has been awarded to Czajka Care Group.
The provider owns and operates three facilities in West Yorkshire – Brookfield Care Home and Staveley Birkleas Nursing Home in Nab Wood, Shipley and Currergate Nursing Home in Steeton, between Keighley and Skipton.
The family-owned care group employs at team of 241 and it first achieved the Investors in People accreditation in 2015, the recent award means the firm now holds the accolade for a 10th consecutive year. Czajka Care Group also provides purposebuilt retirement housing and operates The Clubhouse at Fairmount Park, which is a members only club, with a wide range of leisure facilities.
Head of human resources Daniel Czajka said: “The last year has seen plenty of development within our group – we’ve not only invested almost £3million in expanding two of our homes and building more retirement homes, but we’ve continued to invest heavily in the training and development of our much-valued team, alongside investing in technology to support their day-to-day roles.
“We are lucky to have so many loyal and long-serving team members and we are committed to their development, so they can enjoy career progression and achieve their
goals, and this was highlighted in the IIP report.
“Our values of compassion, adaptability, respect, excellence and safety run through everything we do, and the IIP accreditation underlined how they are embedded from the very start of our recruitment process.”
The IIP accreditation panel interviewed
team members individually and in groups, and also surveyed the entire team.
The results showed that the team at Czajka Care Group feel trusted to make decisions appropriate to their role and that they work in an environment where the culture is open and honest.
The report also praised the visibility of the leadership team, the opportunities for learning and development to support career progression, as well as job-related skills, and the excellent knowledge and skills sharing that takes place amongst the team.
Daniel added: “We are wholeheartedly committed to excellent people management practices, and with a new online, interactive training platform, we make sure that our talented people reach their full potential.”
The report also highlighted Czajka Care Group’s stable and experienced management team, all of whom have specific responsibilities, so that every area of the business is fully supported. It also praised its people as being very committed to delivering a high-quality service to residents.
Daniel said: “We work closely in teams to share best practice and make sure people are trusted to make the right decisions collaboratively, as well as ensuring consistent standards are always met, which means our homes are all rated as ‘good’ by the Care Quality Commission, and we have firm plans in place to achieve ‘outstanding’ ratings in the near future.”
One of the newly refurbished dining rooms at Hartford Care’s Highfield Nursing Home in Ryde.
Senior manager Nicola Parker and head of human resources Daniel Czajka celebrate achieving the Investors In People accreditation.
£290,000 refurb completed at home
A BLAIRGOWRIE care home has completed a £293,000 refurbishment.
Beech Manor, part of the Renaissance Care group, has received the cash boost to upgrade communal areas including the dining rooms, lounge areas, activities rooms, bar, corridors and office space.
One of the most significant changes in the home was the newly upgraded heating solutions that include infrared heating panels.
These will replace the existing heating systems to provide better circulation of heat within the homes while they will vastly improve energy efficiency and sustainability ratings.
The installation comes following a £30,000 trial of the technology within one wing of the operator’s Torry Care Home.
Care home manager Madeana Laing said: “Beech Manor has always been a quality living environment, but with the series
of newly rolled out improvements I am confident we are offering our residents and their families one of the best residential experiences in the area.
“The home goes beyond just the residential and clinical requirements of our residents and offers the typical lifestyle perks
that people become accustomed to in life before coming to us. We offer an on-site hairdresser for residents to use as well as a landscaped garden and veranda to relax on.”
The investment is part of a group-wide package of upgrades from Renaissance Care which
saw improvements across the country in care homes including; Beech Manor in Blairgowrie, Wyndwell in Peterhead, Meadowlark in Moray, Glencairn in Edinburgh, Kingsmills in Inverness, and Torry, Jesmond and Cowdray in Aberdeen.
Louise Barnett, managing director at Renaissance Care, added: “Continual investment across our portfolio of homes is an important part of our role as we ensure excellent environments and standards for our residents, relatives and staff.
“It is of the utmost importance to us that our residents feel happy, secure and comfortable within their home from their private bedroom to the many shared areas where they dine, socialise and enjoy quiet time.
“This investment will allow us to bolster the high-quality care standards we are committed to, and we’re excited for all our people to enjoy the new spaces.”
Provider wins contract for two services
RADIS Community Care is expanding even further with a further two additions in St Helens.
The two extra care housing services offer people an alternative to conventional residential care, and provide independence and the flexibility of carers who are on site 24/7.
Teaming up with various housing providers, the services aim to help residents retain as much independence and control over their life as possible.
Sarah Brown, regional manager at Radis Community Care, said: “We’re proud to be able to provide services to those who need it in St Helens and to add two more fantastic services to our care offering.
laundry room, hobby and activities rooms, a bistro, a shop and a salon, as well as a library, IT suite and a spa, pool and steam room.
The site is entirely accessible by wheelchair, with local transport and amenities also in close proximity.
Similarly, Heald Farm Court also offers a variety of facilities, including a well-maintained garden and regular social activities.
As part of its latest acquisition, the operator has won the contract of two services – Reeve Court Retirement Village and Heald Farm Court.
Supporting residents over the age of 55, Reeve Court is made
“Both services bring staff that are passionate about providing the highest standard of care, and we’re excited to be working with a new council and community.”
up of 206 one and two bedroom flats and is home to more than 250 residents.
It has on-site care staff that are available 24/7, as well as a careline alarm service, prioritising the safety and security of residents.
Facilities include a lounge,
The site is a £14million development, with many of its 86 two-bedroom apartments having their own balcony, terrace or garden.
As well as this, the development benefits from having three transitional flats supporting people who have been in hospital or respite and are unable to return home.
Operator opens show suite at new care home
HARTFORD Care has launched a new show suite at Alton Place, its new care home which will open to residents in July.
Prospective residents and their families are invited to drop in Monday to Friday, with the show suite open from 9am to 5pm, or to visit at the weekend by appointment.
Visitors will have the opportunity to meet home manager, Gurmeet Ubhie, who will be on hand to offer support and advice on the moving in process, care packages and much more.
Kevin Shaw, CEO of Hartford Care, said: “We look forward to welcoming our new residents to Alton Place when we open our doors in July.
“Our show suite will give
prospective residents and their families the opportunity to see how rooms can be personalised
and work for their loved ones.
“Our Registered Manager Gurmeet has been with Hartford Care for more than 14 years and has managed our Boulters Lock care home in Maidenhead and our recently opened home, Cotswolds Rise in Swindon, and she is eagerly awaiting the opening of Alton Place.
“We’re already a proud member of the Alton community with our Belford House care home in nearby Four Marks, and we’re pleased to be able to bring our expertise and ‘home from home’ ethos to more people in the local area.”
The state-of-the-art new care home will offer expert-led residential, dementia, day care, end-of-life care and respite
breaks across its 67 en-suite bedrooms.
The neutral, modern bedroom interiors can be personalised as residents wish, with their own furniture from home, family photographs or paintings.
The home will also include a cinema room, café, hair and beauty salon, several spacious residents’ lounges and dining rooms with lifestyle kitchens, along with large landscaped gardens for residents and their families.
Positioned alongside a new landscaped public open space, Alton Place will have significant renewable energy elements including solar panels, heat pumps and battery storage systems.
Home unveils specialist dementia community
PAISLEY Lodge Dementia Care
Home has officially opened its newest ‘Reconnect’ specialist dementia care community.
The new facility is the second to launch at the Leeds facility, and the 10th in the group of its operator, Orchard Care Homes.
The innovative communities adopt a person-centric approach to dementia care in a therapeutic environment, aiming to understand why people exhibit the behaviours they do and adapting support to reduce distress.
Paisley Lodge will be able to provide the local community with a more holistic solution for people living with dementia.
Home manager Marysia Savage said: “We’re thrilled to be able to offer more spaces for people living with dementia in our new Reconnect community. The team is excited to welcome our newest residents and make them part of our family.”
Orchard’s Reconnect model succeeds by offering genuine inclusion.
To reflect a homely atmosphere and promote choice of activity, Paisley Lodge has adapted its environments to include areas found in a typical family home, including a games room, kitchens, a laundry room and
gardening areas.
Residents can choose to use these spaces as they would in their own homes, and family members are encouraged to be as involved as they would like to further feelings of identity and ownership.
Hayden Knight, CEO of Orchard Care Homes, added: “Opening a new Reconnect community is a major milestone for us.
“We’ve seen the difference these communities make to the lives of people living with dementia and we’re excited to have launched our 10th in the group.
“We’re proud to bring another specialist dementia community to the Leeds area.’’
Fifth deal brings total lending to £56million
LEUMI UK has completed a £13.5million loan to developer and operator Cinnamon Care Collection to refinance its new Oakley Grange facility in Warwick.
The transaction represents the fifth site the real estate lender has refinanced in the last 18 months and the seventh site since the relationship was established in 2015.
Stuart Norris, director at Cinnamon, said: “Refinancing Oakley Grange represents an important milestone in our strategy as we continue to deliver award-winning care homes for our residents across the UK.
“As a flexible, speedy and responsive lender, Leumi UK has been instrumental in supporting our growth ambitions, and its specialist expertise in healthcare made expanding our relationship a very easy decision to make.”
The transaction takes Cinnamon’s total facility with the lender to £56m, and brings the total portfolio funded by Leumi UK to 351 registered beds.
Oakley Grange officially opened in August 2024. It offers 66 fullyfurnished en-suite rooms with level-access wet-rooms, as well as a choice of five deluxe care suites.
First residents sample ‘new standard’ in Salisbury care home provision
A CARE home provider has completed the first phase of a complex new-build project to grow its capacity in Salisbury.
Colten Care aims to create a ‘new standard’ in quality elderly care with a next-door extension to its 18-year-old Braemar Lodge home.
With construction and interiors now done, the extension has welcomed its first arrivals with 38 Braemar Lodge residents moving into new rooms.
The way is now clear for a full refurbishment of Braemar Lodge, scheduled to take nine months.
Once finished, the overall project will take the combined capacity of Colten Care’s provision in Salisbury to 95 bedrooms.
The extension is on the site of a former charity-run care home which had been lying vacant before it was demolished in 2020.
Groundworks began on the Colten Care project in November 2022 with construction and fitout led by sister company Colten Developments and an array of contractors.
Around 30 sub-contractor companies have been involved, employing more than 250 tradespeople.
The extension is split over three floors, including a garden floor, and extends to 2,700 sq m or 29,052 sq ft.
As well as ensuite bedrooms, there are training and staff rooms and a second-floor guest suite.
The main entrance and
reception area are accessed from road level.
Mark Aitchison, chief executive of the Colten Group, which owns and operates 21 care homes in the south, all registered for nursing, said: “With the extension now open and Braemar Lodge residents having made the short trip next door, we have successfully completed the first phase of the project.
“Phase Two will now involve the complete refurbishment of Braemar Lodge.
“Following that, we expect the combined facility to be fully open by the end of the year.
“It will incorporate all our expertise and knowledge gained over the last 40 years in building and operating care homes. It will set a new standard in elderly people’s care.
“This is a major investment by us, one that will ultimately create new jobs in both Salisbury and the wider region.”
Mark said that a key task during the build programme has been to minimise any disruption to Braemar Lodge.
He added: “I pay tribute to home manager Jackie Cash and her team for continuing to deliver the high care standards that Braemar Lodge is known for, and I thank the residents for their support and advocacy during this period. At the same time, we praise all involved at Colten Developments for progressing the build programme with care and consideration.”
Aurem Care has unveiled a £130,000 refurbishment at Lostock Lodge in Preston. The renovation includes a state-of-the-art commercial kitchen, redesigned living and dining areas, and features tailored to meet the cognitive and emotional needs of residents with dementia. Features like a bain marie allow fresh, hot meals to be served on-site. Home manager Mel Thompson and her team worked closely with residents and families throughout the design process to ensure the renovations would reflect their needs and preferences. Mel said: “The mealtime experience at Lostock Lodge is organised to be calming, familiar, and enjoyable. We’ve prioritised sensory experiences and routine to foster a sense of security and make every meal something our residents look forward to.”
Sonesh brings franchise to Bromley
A NEW Walfinch home care business is opening in Bromley, bringing the benefits of bespoke care to people in their own homes.
Sonesh Ganatra, the franchisee behind the new service, has swapped finance for care because, despite his success in The City, he felt something was lacking.
“My work had no social purpose, and on top of that my work/life balance was terrible,” he said.
“I worked in a private equity company – seen as a very desirable job – but I was working from 7am to 6pm or even 9pm.
“Some days I would see my daughter for only 10 minutes before she went to bed. At weekends I was too exhausted to do much with my family.”
Time spent as a business partner in a children’s nursery had shown him the rewards that the care sector could provide, so he decided he could combine his financial and business skills with his enthusiasm for care by
starting a home care company.
He added: “There is huge and growing demand for home care, but I saw that it needed a big shake-up in order to consistently deliver the very best services and rewards.”
With no background in home care, he decided to start with a
franchise.
Looking for one that understood his ambitions, he chose Walfinch, and has recruited Kerry Lavallin, an experienced home care management professional, as the registered manager.
“We want to be the go-to home care service in our area,” he said.
“I met several franchises but could tell that Walfinch understood my ambitions and offered the support I needed to set up a business in this specialist and heavily-regulated sector.”
Sonesh has invested in two franchise areas – Bromley and Sevenoaks, and Croydon.
He is currently focussing on Bromley, where he has lived for decades.
He said: “I know the area and the community, and have contacts with GPs and hospitals, and my wife is from Croydon, so we have the benefit of local knowledge.”
Sonesh plans to offer bespoke services with minimum 45-minute care visits, so he is focussing on building up a roster of private
clients and selectively recruiting a team who are proactive and intent on building a top quality service.
“There is some local competition, but we want to stand out among them for quality, so we are already preparing to do plenty of effective marketing,” he added.
“I know that the experience of the Walfinch franchise team will help.
“As an emerging home care brand Walfinch still has the flexibility and capacity to move fast to help its franchisees in all kinds of ways, and understands the ambitions of young entrepreneurs.
“It’s a big career change from finance but my aspirations go beyond the turbulent, stressed world of The City. Home care is a more rewarding and purposeful use of my skills.
“My aim is to be the most outstanding home care service in our areas, and with the help of Walfinch, it’s people and support systems, I am confident that I can deliver on that.”
Sonesh Ganatra
Newcastle-based Malhotra Group plc has recruited Andrew Carr FCMA, CGMA to the position of head of finance. Andrew brings 25 years’ experience in senior financial roles to the position which he has gained in several high value businesses and organisations in a variety of sectors. Its portfolio includes The Great North and Grey Street hotels and bars such as Newcastle’s Three Mile and Leila Lily’s, along with residential care providers Prestwick Care and Lifestyle Care and an extensive property portfolio. Andrew joins the group from Biddick Academy Trust, where he held the role of director of finance and business, with responsibilities covering the breadth of non-teaching operations, including finance, ICT, estates, administration, data protection and health and safety.
CARINGCOMMERCE
Chris Doherty, currently chief financial officer, will step into the role of acting chief executive at Greensleeves Care in February. This follows the recently announced departure of Paul Newman, who is leaving the organisation after more than a decade to take up a new role as group chief executive of the Summit and We Care groups. Chris has been an integral part of Greensleeves Care’s leadership team for more than 10 years. As CFO he has overseen the organisation’s financial growth and stability, and his experience and knowledge of the charity’s operations will ensure a smooth transition. The recruitment process for a permanent chief executive is underway and is being led by Green Park Executive Search.
Westgate Healthcare has announced the appointment of Emma Norris as head of people. With 16 years of HR experience in the care sector and a CIPD Level 7 Masters qualification, Emma began her career with the organisation and now returns to lead its people strategy. She first joined Westgate Healthcare as an HR administrator at St Pauls Care Centre, quickly progressing to a group-wide role at head office as HR support. Following a house move, she transitioned to Hampden Hall Care Centre, where she became HR office manager. Emma then made the difficult decision to leave Westgate due to a lack of senior opportunities at the time. She went on to gain valuable experience in a more senior role at another care provider, further honing her expertise and leadership skills.
Parklands Care Homes has appointed a care professional with two decades of experience in social care to manage its new flagship facility in Inverness. Jaime McNab joins the operator from NHS Highland, where she served as the lead nurse for care homes and care at home services. The multi-millionpound Pittyvaich Care Home is set to open in the Milton of Leys area of the city in May, providing 58 care beds and creating around 120 jobs, including nurses, carers and ancillary support roles. Jaime began her career in social care 20 years ago as a carer before qualifying as a nurse 15 years ago. She has since held various clinical and leadership roles across the Highlands.
Oyster Care Homes has announced the appointment of Bianca Wilson as the general manager of Collington Park Lodge, a state-of-the-art facility set to open its doors in the near future in Bexhill-on-Sea. With more than 21 years’ experience in the care sector, Bianca brings a wealth of knowledge, leadership and a deep passion for delivering exceptional care. Her commitment to ensuring that every resident experiences a high standard of living, combined with her dedication to compassionate, person-centred care, aligns perfectly with the operator’s values. Bianca’s philosophy is rooted in providing care with dignity, kindness, understanding and respect, fostering an environment where both residents and team members feel valued and supported.
With the staff recruitment drive for Holsworthy’s Deer Park now in full swing ahead of the nursing home’s opening later this year, operators Camelot Care have confirmed its management team is now complete with the appointment of both manager and deputy. Amanda Williams has been selected as the home’s new deputy manager, joining manager Suzanne Evans whose appointment was announced last year. Amanda has already clocked up 27 years in the care sector. Deer Park Nursing Home, previously known as Deer Park Care Home, was acquired last September by awardwinning dementia care provider Camelot Care, who have other homes in Plymouth, Bridgwater, Wellington and Yeovil.
The essential guide to buying a home – a condensed guide for new and experienced operators
Introduction
Buying a care home is a major investment requiring careful planning and market insight.
With rising demand for high-quality care, operators must navigate funding, compliance, and operational challenges. This condensed guide provides practical advice for new and experienced buyers, helping them make informed decisions, maximise profitability, and ensure long-term success in the growing care sector.
1. Understanding the care home market
The UK’s ageing population is driving demand for residential, nursing, and specialist care homes.
Operators must navigate workforce shortages, regulations, and competition. Key factors include occupancy rates, CQC ratings, and local demographics.
Understanding market trends and demand helps buyers identify strong investment opportunities and position themselves for long-term success in the care sector.
2. Defining your investment strategy
A clear investment strategy is essential when buying a care home.
Choose between acquiring an existing home (with immediate revenue) or developing a new facility (greater control but higher costs).
Location, demographics, competition, and funding impact success.
Assess financial viability and long-term growth potential to reduce risk and maximise returns on your investment.
3. Finding the right care home
Identifying the right care home requires thorough research and due diligence. Use specialist brokers, industry networks, and direct approaches to find opportunities.
Assess occupancy rates, CQC ratings, financial stability, and staffing before committing.
Understanding market demand, local competition, and reputation helps buyers make informed decisions and secure a sustainable, high-performing investment.
4. Financial and funding considerations
Care home acquisitions require careful financial planning.
Funding options include commercial mortgages, private investors, and
government grants. Assess EBITDA, revenue, occupancy rates, and operational costs to ensure profitability. Factor in hidden costs like renovations and compliance upgrades.
A strong financial strategy reduces risk and ensures a sustainable, profitable investment in the care sector.
5. The due diligence process
Thorough due diligence ensures a riskfree acquisition.
Review CQC reports, licenses, occupancy rates, staff contracts (TUPE), and financial liabilities to identify potential issues.
Assess building condition, compliance, and operational stability.
A well-executed due diligence process minimises risks, enhances decisionmaking, and ensures a successful, long-term investment in the care home sector.
6. Navigating the acquisition process
A structured approach ensures a smooth care home acquisition. Submit an offer, negotiate terms, secure financing, and complete due diligence before exchanging contracts. Work with specialist brokers, solicitors, and financial advisors to handle legal, tax, and regulatory matters. Avoid overpaying, hidden costs, and licensing delays to ensure a seamless transition into ownership.
7. Ensuring regulatory and compliance readiness
Regulatory compliance is essential for
care home success.
Ensure adherence to CQC (or regional equivalent) standards covering safety, care quality, and leadership.
Maintain accurate records, conduct internal audits, and provide staff training. When acquiring a care home, review TUPE regulations and employment contracts to ensure smooth transitions, minimise risks, and maintain high care standards.
8. Transitioning ownership smoothly
A well-managed transition ensures stability for residents, staff, and operations.
Retain key employees through clear communication and engagement. Maintain resident confidence by continuing familiar routines.
A structured handover process, including financial setup and regulatory compliance, builds trust with families and the community, ensuring seamless integration and long-term success in the care home sector.
9. Post-acquisition growth strategies
Long-term success requires efficient operations, increased occupancy, and strategic growth.
Improve profitability through cost control, staffing optimisation, and technology.
Boost occupancy with targeted marketing and specialist services.
Plan for sustainability and future expansion by investing in staff training, compliance, and facility upgrades. A strong growth strategy ensures lasting success in the care home sector.
Unlock the full care home buyers guide
For the full, in-depth buyers guide, covering market trends, due diligence, funding, and post-acquisition growth strategies, email me at darren. edwards@montanecare.co.uk to receive your copy today.
Author biography
Darren Edwards brings more than 20 years of expertise in the public sector, specialising in marketing and agency operations within the care sector.
His strategic approach to campaign execution, stakeholder engagement, and digital marketing drives impactful results. Darren’s holistic understanding of care home acquisitions and disposals underpins his work at Montane Care.
Darren Edwards is a healthcare agent at Montane Care.
NHS reforms and 10 Year Plan must transform end-of-life care
THE Coalition of Frontline Care for People Nearing the End of Life is urging radical changes in care for older people nearing the end of life, by investing in training and support for the three million frontline health and care workers who provide that care.
In a new report, ‘End of Life is Everyone’s Business’, the Coalition calls on the Government to make changes across health and care at national, systems and workforce levels as part of its NHS reforms and 10 Year Plan.
These changes will enable national policy aims of shifting care closer to home, preventing overuse of hospitals, reducing waiting lists and recognising the vital contribution of the workforce.
With the ageing population, the increasing numbers needing care at the end of life, and the breakdown in health and social care integration all too apparent, there is a growing need for a joined-up approach to care for people nearing the endof-life with any condition, in any setting, given by any care provider.
Investing in the frontline health and care workforce through core quality improvement training could be the key to making a radical difference to the care for people in their final years.
It would enable the delivery of quality, proactive, personalised care for more people nearing the end of life, with improved support from specialists in palliative care, geriatric medicine, and dementia care.
Professor Keri Thomas OBE, chair of the Coalition, said: “There has never been a more important time to transform care and enable better end-of-life care for more people than now.
“Most of the hands-on care for most people in their final years is given by frontline health and care staff. It, therefore, makes perfect sense to invest in the frontline generalist workforce in all settings now.
“But there is currently little investment in proactive, preventative, systematic training for the workforce caring for most people in their final year of life. It is essential that all teams caring for these people are well-trained, with access to specialist support, and work in systems that support the delivery of gold standard care at the end of life.
“The NHS Reforms and 10 Year Plan are a wonderful opportunity to invest in the hard-working teams across the country to deliver a radical step change in care for thousands of people and their families, now and in the future.
“Nothing else would be as effective in helping the NHS achieve its policy ambitions of bringing care closer to home, preventing over-use of hospitals, enabling the workforce at the bedside, and integrating health and social care to provide better care
for more people.”
About 650,000 people die each year, almost one per cent of the population, with about 30 per cent of hospital patients and about 80 per cent of care home residents being in their final year of life.
This number dying each year is predicted to rise by 25 per cent by 2040, meaning that more people will need end of life care in future1
Most people would like to remain at home at the end of their life, but still 44 per cent die in hospital. Almost a third of hospital emergency admissions are for people in the last year of life.
About 40 per cent of emergency hospital admissions of care homes residents are considered preventable, and end of life care training such as GSF can dramatically decrease these2
More people are dying of agerelated conditions now, mainly dementia, frailty, and multimorbidities. For many people, their decline and death can be anticipated, and their care proactively planned.
The assisted dying debate shines a spotlight on the importance of improving end of life care for more of our population in every setting.
Many more people could be enabled to live well and die well at home with better staff training and stronger support. This would also reduce over-hospitalisation and increase bed access for others, making economic and practical sense. It would help with the government’s target of reducing waiting times.
About a third of the NHS budget is spent caring for people in the last year of their lives. A modest investment reaps significant benefits at all levels, including costeffective use of our hospital beds, better collaboration with specialists and other resources.
A 2023 survey suggested two thirds of people (67 per cent) agreed that the Government should provide more resources and training for end of life care as a national priority3.
Liz Jones, policy director, at National Care Forum, said:
“We welcome this report and its ambition to urge government to invest in improving training and support in end-of-life care for frontline generalist staff across health and social care.
“With a combined health and care workforce of three million people, and the changing demographics that are expected over the next 20 years, it’s more important than ever that we make sure we have really
good quality, core training on endof-life care.
“Only with government investment can we ensure this essential workforce is equipped to provide quality, proactive, compassionate care for people at the end of their lives, and their families.
“This investment must be fed into the government’s 10 year plan for the NHS as now is the time to embed this training to support our amazing workforce to achieve the very best care outcomes for people.”
Dr Jane Townson OBE, CEO of the Homecare Association, added: “Most care workers love their jobs, and the ability to improve lives for people who are in their final years.
“They show commitment to ensuring people receive the right care at the right time and provide care in accordance with their wishes and preferences.
“Too many though feel they lack sufficient training to provide more complex care at the end of people’s lives.
“With an ageing population, the time has never been more pressing to recognise the vital role care workers play in supporting people to live and die well. Investing in our social care workforce is key to building a more compassionate care system for all.”
Professor Martin Green OBE, chief executive of Care England, said: “Care England supports the objective of the coalition to ensure that all staff have the training and support necessary to deliver a good end-of-life care.
“This will require some leadership and resources from the Government, and getting this right is an essential building block of integrated care and health system and should be an essential part of the NHS 10-year plan.”
The Coalition is a partnership of leading organisations from across health and social care, united by a desire to promote best practice in the care older people receive in their final years of life.
The Coalition’s members represent most of the health and social care workforce who care for most people in their last years of life across all settings.
With the new Government’s calls for reform, its commitment to improve both health and social care, the time is right for a radical step change in care for people nearing the end of their life now and for the future.
Only by mobilising the three million strong frontline workforce
could the Government achieve its aims of bringing care closer to home, prevent over-use of hospitals, support the workforce, and include technological innovations to improve care.
The report affirms that end of life care is everyone’s business and calls both for training for generalist frontline teams and better access to support from specialists in palliative care, geriatrics, and dementia.
It describes the multiple benefits that could ensue at humanitarian, economic, and workforce levels.
There are outstanding examples of excellence around the country in all settings that should be rolled out across the country.
To be effective, the Coalition is calling or changes at three levels of national, system and workforce levels:
n National: A strategic focus and investment in end of life care and the three million strong health and social care workforce, plus development of social care and the planned National Care Service. n System: Integrated Care Boards prioritising whole-system integration and collaboration of health and care for people nearing the end of life, enhancing community care, and preventing over-hospitalisation, enabling more people to live and die where they choose, usually at home.
n Workforce: To invest in the frontline health and care workforce and roll out the provision of enhanced core training and support to deliver quality, proactive, personalised care for people nearing the end of life with support from specialists in specialist palliative care, geriatric medicine, and dementia care.
The NHS definition of end-of-life care is care for people in their final year of life, including but not only, the care of people in their final days.
There is recognition of the need for improving the provision of end of life care in all health and care settings, notably in care homes and care given by domiciliary care providers. Only about 11 per cent of patients require specialist palliative care and only four per cent die in hospices.
The Coalition report, End of Life Care is Everyone’s Business, executive summary and appendix will be available to download here at www.goldstandardsframework. org.uk/coalition-of-frontline-care References
1. ONS Population and Projections End of Life Care report (2022) https://www.ons.gov.uk/people populationandcommunity/ populationandmigration/ populationprojections/bulletins/ nationalpopulationprojections/ 2020basedinterim
2. GSF Accredited Care Homes Survey (2023)
3. GSF End of Life Care Survey (2023) https://www.goldstandardsframework. org.uk/25-years-of-gsf
Prestigious recognition for exceptional learning and development
THE Princess Royal Training Awards, celebrating their 10th year, recognise outstanding training initiatives in organisations.
These prestigious Awards offer more than just acknowledgment; they provide access to an exclusive alumni network and ongoing benefits.
A unique accolade
These Awards distinguish themselves from other award programmes in several notable ways: they are completely free, open to all UK and Ireland-
based organisations, and as a standard of excellence, there is no competition with other organisations.
The royal seal of approval adds an extra layer of distinction.
As one recipient noted: “There is something a little bit magical about The Princess Royal and that stardom element...it gives it an extra edge which we wouldn’t have had with another award.”
There are also extensive support options for applicants, including Assessor feedback on draft applications.
Lasting impact
Earning a Princess Royal Training Award has been transformative for numerous organisations, offering benefits that extend beyond the Award itself.
These include enhanced reputation and industry credibility, improved recruitment and retention, increased investment in training programmes and greater involvement of HR and L&D in organisational strategy.
The Awards have also built a thriving alumni community of over 700 organisations, promoting
networking, knowledge exchange, and collaborative initiatives.
Apply during this special year
As the Awards enter their second decade, they continue to inspire organisations to invest in their people and shape the future of training excellence.
If you’re keen to join this prestigious community and showcase your exceptional training, apply now or visit the website for more information. Awards are open until March 31 at princessroyaltrainingawards.com
Why log reduction matters for surface disinfection
IN THE realm of disinfection, terms like “log reduction” often surface, signifying the efficacy of a product in eliminating microorganisms.
The numbers associated with log reduction, such as 99.9 per cent or 99.999 per cent, might seem trivial, but they hold profound implications for the effectiveness of a disinfectant.
Log reduction measures the decrease in the number of microorganisms, expressed in powers of 10.
For instance, a 99.9 per cent reduction equates to a three-log reduction, while a 99.999 per cent reduction represents a five-log reduction.
Each additional log reduction signifies a tenfold increase in effectiveness. Sounds complex? Let’s break it down.
The power of five-log
A five-log reduction, or 99.999 per cent, is often considered the gold standard in disinfection.
Why? Imagine a surface teeming with harmful microbes. Applying a five-log reduction product like our antibacterial spray means reducing the microbial count by a factor of 100,000.
In practical terms, if there were 100,000 harmful microorganisms on a surface, a five-log reduction would leave just one behind.
Studies reveal that everyday objects, from doorknobs to
smartphones, can harbour thousands to millions of bacteria and viruses per square inch.
For instance, an average kitchen sponge can host more than 54 billion bacteria per cubic centimetre.
Such microbial density underscores the need for robust disinfection practices.
Challenges with lower log reductions
Products with lower log reductions may leave a substantial number of microorganisms behind.
For instance, a three-log reduction (99.9 per cent) means one in 1,000 microorganisms survives.
This is why household cleaning chemicals such as Dettol spray are not suitable for high-risk areas such as hospitals or care homes, where residual microorganisms could pose a risk for those who are immunocompromised.
When choosing disinfectants, opting for a five-log reduction
product ensures a more comprehensive and reliable defence against harmful microorganisms.
It is about going beyond basic cleanliness to achieve an exceptional standard of disinfection, where the potential for infection or contamination is reduced to an absolute minimum.
Why buy from Gompels BS EN1276 stands as a testament to the commitment to excellence in disinfection.
It establishes a robust framework for assessing the bactericidal performance of disinfectants, ensuring that products adhering to this standard contribute significantly to maintaining a hygienic and safe environment.
All disinfectants at Gompels are BS EN tested to ensure they are suitable for professional use, offering superior safety and peace of mind in environments where hygiene is non-negotiable.
Can you own the room when you are not in the room?
By Ruth French
WHILST recently showing a fellow professional around one of our homes, and talking to them about what we have achieved at Stow Healthcare – turning around eight troubled homes and achieving four Outstanding ratings – I was asked ‘what’s the secret to your success’?
Of course, part of the answer is damn hard work, but as a leader in an organisation of more than 600 staff, no matter how hard I or any individual works, in itself that is not enough to create the perfect care environment 24/7.
So what is the answer? I heard this articulated brilliantly by chef Monica Galetti on Viv Groskop’s podcast ‘How to Own the Room’ – a must listen for women in leadership roles.
When asked what ‘owning the room’ meant to her, Monica replied: ‘My presence is felt even when I am not here. It’s in the food, in the service…from how my team welcome people, to how the food is served.’
Setting expectations and standards is key to Monica, so that the restaurant can run smoothly without her.
As social care leaders we equally need to empower our own teams so our services can run effectively without us overseeing every step –the most successful companies will be those who encourage decision making and innovation at all levels. Companies with aspirations to grow must deliberately create a culture that promotes agile leadership – respectful, collaborative and trusting.
This is easier said than done. At Stow Healthcare we have recently appointed our first regional managers – a step we have been considering for some time. Reflecting on why it has taken us so long, I would honestly say that I needed to be ready to cede control, to reflect on my own strengths and where I can add the most value, and of course to feel energised enough to manage a robust recruitment and sound induction process.
Critical to the induction of my regional managers is the setting of expectations and the support to understand our values – how we do things and why.
This does not exclude the opportunity for innovation and autonomy – something we actively encourage – but it supports anyone who works for the company to do so confidently within a framework of caring excellence.
It takes time and commitment to induct people effectively and this is something we don’t get right often enough in social care, myself included.
I have said to many people this year that I need to make myself less relevant. I don’t think I mean I want to be irrelevant, in fact I’m sure I don’t.
More specifically, I think I want to avoid us falling into the key person trap.
The future success of our operations will depend not on an individual, but on having more talented people supporting our teams at all levels to deliver the best care.
A high performing team innately understands the values of the organisation and delivers them in each step of their work.
It should be the aspiration of any of us as leaders to feel we ‘own the room’ even when not present and to inspire our teams to deliver our values.
n Ruth French is the director of Stow Healthcare, a family run group of award-winning care homes in East Anglia. Ruth has led Stow Healthcare to achieve the title of Care Provider of the Year over multiple years at various national awards. She specialises in change management and prior to her career in social care worked as a civil servant in Whitehall. Ruth is a non-executive director of The Outstanding Society and Elizabeth Finn Homes.
The OS is a Community Interest Company, free to all providers irrelevant of their rating. It is a platform to share and celebrate best practice, help others to improve and promote careers in Social Care. Please contact Sonia – info@theoutstandingsociety.co.uk for more information or follow the links below:
Ruth French
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