The Carer #82 January/February 2026

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LEARNING FROM THE PANDEMIC

The comprehensive vaccine trial review featured in our lead story proved to be a very interesting read and arrives at a particularly poignant moment.

As we approach the sixth anniversary of the COVID-19 pandemic outbreak in March 2020— an event that profoundly impacted the entire world—it is essential that we reflect on the lessons learned, particularly for our sector.

Whilst the pandemic touched every corner of society, its impact on the care sector was nothing short of devastating.

This landmark trial review highlights a paradox that should trouble us all: care home residents have consistently been prioritised as the first group to receive vaccines during roll-out programmes, yet they have typically been excluded from the very trials that determine vaccine safety and efficacy.

That this fundamental oversight is now being addressed through initiatives such as the Widening Access to Trials in Care Homes (WATCH) consortium represents progress, but it also underscores how the demographic most profoundly affected by COVID-19 was previously overlooked in the research that should have protected them.

The care sector and its residents deserve better—they deserve evidence-based interventions developed with their unique needs and circumstances at the forefront, and thankfully that appears to be addressed with this review.

As we look ahead, the challenges facing our sector extend well beyond pandemic preparedness.

Recent research conducted by the Chartered Institute of Public Finance and Accountancy has found that councils are now allocating approximately 78 pence of every pound from core funding sources to adult and children's social care services.

This stark statistic illustrates the mounting pressure on local authority budgets and signals what I suspect will be an issue set to dominate the political landscape throughout the coming year.

Adult social care funding is not merely a financial matter—it is a question of how we value and protect our most vulnerable citizens.

The lessons of the pandemic and the findings of this vaccine trial review remind us that when care home residents are marginalised in research, policy, or funding decisions, the consequences can be catastrophic.

And am pleased to see the sector, as always, continuing to advocate loudly for the recognition, representation, and resources both care residents and its workforce deserve, and we are delighted to provide a platform!

I can always be contacted at editor@thecareruk.com

Published by

Future Vaccine Trials Must Include Care Home Residents…

Landmark Review Concludes

(CONTINUED FROM FRONT COVER)

Despite these critical considerations, the study's authors noted a significant gap: people living in care homes remain inadequately represented in vaccine trials.

The research team, operating as part of the Moderna-funded Widening Access to Trials in Care Homes (WATCH) consortium, has now issued a clear recommendation that all future vaccine trials must include care home residents to ensure evidence-based protection for this vulnerable population.

THE WATCH PROJECT

The WATCH project was established in the UK as part of an initiative by the UK Vaccine Innovation Pathway (part of NIHR) to improve capacity and capability of vaccine trials in wider care settings. The aim of the WATCH project is to develop best practice guidance for planning successful future vaccines trials in care home settings.

The consortium includes care home managers, researchers from across the NHS and universities in Scotland and expert representatives from NIHR and universities in England.

The group was established following the vaccine rollout during the Covid-19 pandemic with a view to improve practice.

Professor Roy Soiza, Honorary Chair at the University of Aberdeen and Consultant Geriatrician at NHS Grampian who is leading the project explains: “As demonstrated during the Covid-19 pandemic, care home residents are often worst affected by infectious diseases, so numerous vaccines are developed for older people with frailty, including care home residents.

“Despite this, care home residents are often excluded from trials of medications that are later prescribed to them, including vaccines.

“During the pandemic, not a single care home resident was recruited into trials despite this group being prioritised for vaccination.

“Improving the representation of care home residents in vaccine trials is crucial to ensuring the efficacy and safety of new vaccines.”

RAPID SPREAD

Dr Selvarani Subbarayan, Researcher at the University of Aberdeen and NHS Grampian adds:

“The Covid-19 pandemic clearly demonstrated how rapidly infections can spread in care homes and how severely this vulnerable population can be affected. We know that care home residents are much older and frailer and live in communal settings, which significantly increases their risk of infection, hospitalisation, and in some cases, death.

“Although care home residents are prioritised for vaccination, their response to vaccines may be reduced

due to factors such as frailty, dementia, reduced kidney function, and the nature of communal living.

“Even when vaccines are effective, immune responses in older adults may decline more quickly than in younger populations.

“All these factors make it essential to test vaccines directly in care home residents to fully understand their safety, effectiveness, and whether extra measures like booster doses are needed.

“Despite the importance of this research, recruiting care home residents into vaccine trials remains challenging. Addressing these barriers is critical to ensure that vaccines are properly evaluated in the populations most at risk and most likely to benefit from them. That is what we are trying to do here.”

LIVES SAVED

Public health minister Jenni Minto said it was "vital" that older care home residents were involved in testing vaccines and their voices heard but added that the Scottish government did not decide who took part in individual trials.

"Our Chief Scientist Office funds NHS Research Scotland's Enabling Research in Care Homes (ENRICH) initiative that supports clinical research studies in Scottish care homes," she said.

"The regulation and licensing of medicines is the responsibility of the Medicines and Healthcare Products Regulatory Agency (MHRA) and a continuous assessment of vaccine safety is undertaken on all products on the basis of emerging evidence and data.

"Covid vaccines were extensively tested, including on the older age group, and countless lives saved in care homes through their use."

STARK IMPACT

Analysis from the Health Foundation, which examined the disproportionately high death rates in care settings throughout the pandemic starkly illustrated the devastating impact of COVID-19 on both care home residents and care workers, whilst highlighting the fundamental challenges that distinguish care homes from clinical hospital environments.

The Foundation's findings emphasised that infection control and isolation protocols prove considerably more complex to implement within care home settings. Unlike the controlled, clinical environment of hospitals, care homes must balance infection prevention with the delivery of essential personal care and the maintenance of residents' quality of life.

Residents frequently present with underlying health conditions that significantly elevate their risk of both infection and severe outcomes from COVID-19. Moreover, many require hands-on assistance with fundamental aspects of daily living—including washing, dressing, and eating—making complete isolation measures practically unfeasible whilst maintaining dignity and appropriate standards of care.

How Technology and Data Can Help Social Care Providers Navigate Workforce and Financial Pressures

By Barry Price, Content Operations and Delivery Manager of QCS,

INTRODUCTION

The Social Care sector remains stuck at a crossroads. Workforce shortages, regulatory uncertainty and rising financial pressures continue to provide unprecedented challenges for providers. According to Skills for Care, around 111,000 posts remain unfilled, representing an 7.0% vacancy rate, these figures are still high compared to other UK sectors. At the same time, providers face constrained fee rates, surging costs: utility bills and water rates have risen by up to 50%, alongside increases in the living wage and National Insurance contributions. Smaller operators are disproportionately affected, accelerating consolidation across the sector.

In this environment, the question is clear: how can providers maintain quality services whilst navigating these pressures? The answer partly lies in connected technology, joined-up data and intelligent systems that support teams to work smarter, not harder.

WORKFORCE PRESSURES: A SECTOR UNDER STRAIN

Recruitment and retention have become critical pain points. With vacancy rates at historic highs, care and support teams are stretched thin, leading to burnout, increased risk and contract hand backs. Traditional approaches, manual processes, fragmented systems, and siloed data only compound the problem. Staff waste valuable time searching for compliance information or duplicating tasks, time that could be spent delivering face to face support.

Connected technology changes this dynamic. By integrating care management, compliance, and learning into one ecosystem, providers can streamline workflows and reduce administrative burden. Intelligent solutions like Lyra, our latest AI innovation, gives teams instant access to the information they need, whether it’s a compliance update, a care and support plan or a learning resource at the point of need.

According to the Department of Health and Social Care an estimated 30 million administrative hours will be saved per year through this digital-first approach so carers can spend more time looking after those with care needs, giving back at least 20 minutes per care worker per shift.

FINANCIAL PRESSURES: DOING MORE WITH LESS

The financial strain on providers is intensifying. Many local authorities are increasing fees paid to providers, but only by modest amounts (typically mid-single digit % increases), Rising utility costs, wage

to Blue Rain - our activity store is built

increases and NI contributions are squeezing margins, particularly for smaller operators. Many are forced to consider consolidation or exit the market altogether. In this climate, efficiency isn’t optional, it’s essential. Connected systems deliver measurable cost savings by reducing duplication, minimising risk and improving resource allocation. For example:

Compliance automation reduces time spent on audits and inspections.

Integrated learning tools cut training costs while improving staff capability.

Real-time insights help managers make informed decisions, avoiding costly errors.

Minister of State for Care, Stephen Kinnock, has said “A one-stop shop for a person’s care informationsecurely available to carers - cuts paperwork, helps reduce errors and gives carers more time to care”. Our one system approach exemplifies this. By bringing care management, compliance, and learning data together in a single platform, powered by Lyra’s intelligence, providers can unlock efficiencies that directly impact the bottom line. Instead of juggling multiple logins and disconnected tools, teams have one secure login, one source of truth and one partner committed to raising the standard of care everywhere.

THE POWER OF CONNECTED CARE

The future of health and social care is connected, intelligent and human. Technology isn’t replacing people, it’s empowering them. When data flows seamlessly across systems, providers gain clarity and control. Risks are reduced, compliance is strengthened and staff are freed to focus on delivering compassionate person centred care.

AI technology like our own AI advisor Lyra, transforms how teams engage with content. Instead of searching through policies, they can simply ask questions and receive precise answers instantly. This not only saves time but builds confidence and capability, creating a more knowledgeable and resilient workforce.

As Skills for Care highlights, investment in workforce development and digital tools is key to sustainability. Providers who adopt connected technology today will be better positioned to thrive tomorrow.

CONCLUSION: A CALL TO ACTION

The challenges facing the social care sector are real and urgent. Regulatory uncertainty, Workforce shortages and financial pressures won’t disappear overnight. But by embracing connected technology, joined-up data, and intelligent systems, providers can navigate complexity, protect margins and deliver consistently better outcomes for those who use our services.

At QCS, we believe in a better future. One where social care is connected, intelligent and human. With Lyra and our One System approach, we’re helping providers turn data into insights, insights into action and action into better outcomes for every person, every day.

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One In 10 Councils With Social Care Responsibilities Facing Funding Cuts

One in 10 councils with social care responsibilities and two thirds of district councils face real-term funding cuts this year (2026/27), the Local Government Association (LGA) has warned

The LGA, which represents councils across England, said it is right that steps have been taken to reform the local government finance system, multi-year settlements, including for the Public Health Grant, and grant consolidation and simplification.

However, while funding levels have risen over the last few years, costs and demand pressures continue to outstrip the overall amount of funding available to councils.

While some councils will benefit from additional resources through the Government’s Fair Funding Review, others will see their funding fail to keep pace with inflation and demand pressures. Despite positive transitional protection, the LGA said some councils are still facing realterms reductions.

In its response to the Government’s consultation on the provisional Local Government Finance Settlement, the LGA warns:

10.5 per cent of social care councils are projected to experience a realterms cut in core spending power next year, rising to 14.5 per cent over the three-year period to 2028/29. Such reductions will be hugely challenging given escalating demand and costs in adult and children’s social care and home-to-school transport for children with special

educational needs and disabilities (SEND).

• More than two-thirds (67.1 per cent) of shire district councils face a real-terms cut in 2026/27, increasing to 70.1 per cent over the full three-year settlement period. These councils are already under intense pressure from rising costs in areas such as homelessness and temporary accommodation, planning and environmental services.

The LGA anticipates there will be an increase in the number of applications for Exceptional Financial Support (EFS) arrangements to help set budgets for 2026/27.

These arrangements have allowed councils to cover day-to-day revenue costs by borrowing or with capital receipts. In some cases, this has seen councils able to increase council tax above current referendum limits. The LGA remains clear that council tax increases alone are not the answer to the funding pressures facing local services, placing a growing burden on local taxpayers while failing to resolve underlying funding gaps.

The LGA has concerns about the use of Exceptional Financial Support (EFS) agreements which are) agreements in local government are temporary, government-approved, bailout-style arrangements in England designed to prevent councils with severe, unmanageable financial pressures from issuing a Section 114 (bankruptcy) notice to support councils experiencing severe financial pressure.

There is a risk, the LGA say that the EFS, as currently designed, could load struggling councils with further debt and/or undermine future capital programmes by eroding councils’ capital receipts.

It said government also needs to commit to deeper, long-term reform of local government finance, including a cross-party review of council tax, business rates retention and other funding sources. Councils also urgently need clarity on SEND funding and a credible plan to address growing high-needs deficits, which are the result of structural under-funding rather than local mismanagement.

Cllr Louise Gittins, LGA Chair, said: “Councils have welcomed the first multi-year settlement in a decade and support the principle of funding reform, but all councils need adequate funding to fully meet spiralling cost and demand pressures.

“Government should urgently provide additional new funding to protect councils from real-terms cuts and work with councils on deeper, long-term reform so local services remain financially sustainable and communities get the support they need.

“Councils remain committed to strengthening localism by working constructively with government to secure greater funding, enhanced local flexibility, and new powers, so councils can lead place-based solutions and deliver for communities.”

New Care Ratings System Shows Strong Performance Across Wales

Over 92% of care services in Wales have achieved high standards in the first seven months of a new ratings system being in place.

Since April, 578 inspections of care homes and domiciliary support services have taken place, with ratings for 566 being published.

The ratings system assesses services against four key themes: wellbeing, leadership and management, care and support, and environment. Services receive individual ratings for each theme rather than a single overall rating for the care home or domiciliary support services.

Of the 2,115 ratings awarded by Care Inspectorate Wales between April and October 2025, 1,958 – representing 92.5% – were rated as either ‘excellent’ or ‘good’, presenting a consistently positive picture for care services across Wales.

Ratings are an important way of supporting continuous improvement within the sector and helping people to better understand the quality of care provided.

The system has been welcomed by providers, with feedback highlighting the inspection process has

been thorough, transparent and focused on helping services succeed.

Minister for Children and Social Care, Dawn Bowden said: “These results demonstrate the exceptional dedication and professionalism of care providers across Wales.

“It’s positive to see over nine in ten ratings show our services are delivering excellent or good care to some of our most vulnerable people.

“The new ratings system provides transparency and clarity for families making important decisions about care, whilst also highlighting areas of excellence and encouraging the sector to continue improving.”

Chief Inspector of Care Inspectorate Wales, Gillian Baranski said: “I am incredibly proud of what these ratings reveal about care in Wales. These results are a testament to the exceptional dedication of care staff across Wales who make a real difference to people’s lives every day.

‘‘The new ratings system is designed to recognise this excellence whilst also supporting services to improve. We’re committed to working alongside all providers to help them deliver the high-quality care people in Wales deserve.”

Finger-Prick Blood Test Could Transform Early Alzheimer’s Diagnosis

A groundbreaking international study is investigating whether a simple finger-prick blood test could revolutionise the early detection of Alzheimer’s disease, potentially offering care providers a faster and more accessible diagnostic pathway.

An international research initiative involving 1,000 participants across the UK, USA and Canada is exploring whether a low-cost finger-prick blood test could help diagnose Alzheimer’s disease in its earliest stages, before symptoms become apparent.

The Bio-Hermes-002 study represents a significant step forward in addressing the diagnostic challenges that have long plagued dementia care services across the UK.

Despite dementia being the UK’s leading cause of death, one in three people living with the condition remain without a formal diagnosis. Overstretched dementia services continue to struggle with growing demand, creating what experts describe as a postcode lottery in access to diagnosis.

Recent research has revealed that approximately 22 per cent of people with dementia wait more than a year for a diagnosis after their initial GP consultation. Currently, Alzheimer’s disease diagnosis typically relies on memory and cognitive assessments alongside symptom evaluation.

The most accurate diagnostic methods, including expensive brain scans and invasive lumbar punctures, are usually conducted in hospital settings. However, many dementia care teams lack the resources to

offer these tests to patients.

The finger-prick test being evaluated detects three key proteins commonly found in the brains of people with Alzheimer’s disease: pTau217, GFAP and NfL. Researchers will compare results from the finger-prick test against current gold standard diagnostic methods.

Should the study prove successful, this approach could enable widespread screening for Alzheimer’s disease, facilitating earlier intervention than current diagnostic pathways allow. The technology is similar to the newborn heel prick blood test already used by the NHS to screen for rare but serious conditions.

The test offers several practical advantages for care settings. Blood samples do not require refrigeration, unlike conventional blood tests, and the overall cost is significantly lower than existing diagnostic methods.

The study aims to recruit 1,000 volunteers, including individuals showing no symptoms, those with mild cognitive impairment and people with early Alzheimer’s disease. Crucially, at least 25 per cent of participants will come from under-represented communities.

This focus on diversity addresses long-standing gaps in dementia research. People from non-white backgrounds remain significantly under-represented in clinical studies, despite some ethnic groups being twice as likely to develop Alzheimer’s disease.

The study, led by LifeArc and the Global Alzheimer’s Platform Foundation with support from the UK Dementia Research Institute, is

expected to complete in 2028.

Dr Susan Kohlhaas, Executive Director of Research and Partnerships at Alzheimer’s Research UK, explained the significance of early detection: “We know changes to the brain that are associated with Alzheimer’s disease can begin up to 15 years before memory problems are detected, creating a long window where the disease is present but unseen.”

She added that as dementia research moves towards earlier detection and diagnosis, identifying people at higher risk becomes increasingly important, allowing them to access further assessment and participate in research opportunities.

Early and accurate diagnosis provides residents and their families with answers whilst unlocking access to appropriate support and care services. For care home providers, earlier diagnosis could enable more effective care planning and intervention strategies.

The Bio-Hermes-002 study forms part of wider efforts to transform dementia diagnosis in the UK. Alzheimer’s Research UK is also supporting the Blood Biomarker Challenge, a multi-million-pound programme aiming to introduce blood tests into the NHS by 2029.

With clinical trials increasingly focusing on the earliest stages of disease and prevention, scalable screening approaches could play a vital role in making early intervention accessible to more people living with dementia across the UK.

Navy Veteran Receives WWII Medal - 80 Years After Conflict Ended

A WWII veteran has received an early Christmas present – the War Medal 1939-45.

Janet Patterson was given the medal by her children Gill and David, who applied for it on her behalf over 80 years after the conflict ended, and 80 years after she left the Armed Forces.

They believe the 102-year-old is one of the last living people to receive the medal.

Janet, who served in the Women’s Royal Naval Service, was presented with the medal by her daughter and son, on 16 December at Royal Star & Garter in Solihull, where she now lives.

Also present on the day was her daughter-in-law and granddaughter. The Home marked the special occasion with afternoon tea.

The great-grandmother was a Wren from 1942 to October 1945. She was a film operator, working on projectors which showed educational and instructional films to new Naval recruits as part of their training.

Janet’s husband Dennis also served in the Navy. The couple met during WWII while both stationed at HMS Glendower in Pwllheli, Wales.

Despite being eligible for the War Medal 1939-45, neither Janet nor Dennis applied for it. Dennis died in 2021, aged 98.

Gill said: “It was typical of my parents not to apply for the medal, they probably thought they weren’t worthy of it. But in October this year it was 80 years since Mum came out of the Armed Forces, and we thought she deserved to have the medal – even if it is 80 years too late!”

She continued: “We think Mum must be one of the last living people to receive this medal. She’s an incredible person, and we’re so proud of her.”

Janet said: “This is a big surprise. I never thought I would get a medal and now I have. I just need to wait for the right opportunity to wear it. I’m so grateful to my family for ordering on my behalf.”

How pobroll® Is Transforming Bed Bathing for Dementia Patients

In April 2025, the Supporting the Provider Market (STPM) team in County Durham published a new report evaluating the use of pobroll® — a waterproof bed-bathing wrap designed to improve dignity, comfort, and ease during personal care.

This evaluation was carried out across 10 care homes with high numbers of residents living with dementia. Each setting was given one or more pobroll® units and invited to share feedback through a structured survey. The findings reveal how even simple tools can make a significant difference in everyday care.

How was pobroll® used?

Most care homes used pobroll® daily or several times per week, showing it quickly became part of regular practice. Staff noted that one of the biggest challenges was not having enough units — all homes requested additional stock after the trial, highlighting a clear appetite for wider adoption. What did care teams think?

Feedback from the care homes showed strong support for the tool:

Ease of use was rated highly, with an average score of 4.4 out of 5. Staff found pobroll® straightforward to incorporate into care routines.

Training was rated slightly lower, at 3.8 out of 5, suggesting that while the wrap is easy to use, additional training resources could improve onboarding for new users.

Resident response was positive. Three in ten care homes reported improved mood or behaviour during bed bathing for dementia

Written by Pat O’Brien of pobroll

patients.

• Key benefits included greater warmth, coverage, and dignity for residents, especially those who might find conventional methods distressing. Some teams also found it particularly useful for end-of-life care

Would they recommend pobroll® for bed bathing for dementia patients?

Absolutely. Homes rated their likelihood to recommend pobroll® at 4.3 out of 5, with half of respondents giving it a full 5 out of 5. The overall feedback was clear: this is a valued, meaningful addition to personal care.

Would they recommend pobroll® for bed bathing for dementia patients?

The results of this trial reinforce what many professionals already believe — that small, thoughtful design changes can significantly improve care. For residents who are bedbound or living with dementia, personal care can often be a distressing experience. But with the right tools, it doesn’t have to be.

The pobroll® isn’t a complex device. It’s a simple, dual-layered cotton towelling wrap. But its thoughtful design — offering full coverage, comfort, and support — makes a real difference where it matters most.

If you’re part of a care home, hospice, or hospital and would like to explore how pobroll® could benefit your residents or service users, get in touch. We’re here to support compassionate, dignified care — one small change at a time. See the advert

page for

or visit www.pobroll.co.uk

Government Listens to Farmers and Publicans

– But Social Care Is Still Being Ignored

Adult social care leaders have issued a stark warning to government after ministers moved swiftly to protect farmers and publicans – while social care, they say, continues to be left out in the cold.

The Honorary President of the Independent Care Group (ICG), Mike Padgham, has questioned why residential and nursing care providers remain without meaningful support, despite facing what he described as “unprecedented strain” across the sector.

Welcoming recent government U-turns that eased pressure on agriculture and signalled potential business rates relief for pubs, Mr Padgham said the decisions prove that ministers can act decisively when they choose to listen.

“Publicans, like farmers, are at the heart of our communities,” he said. “Their success demonstrates something social care has long argued – political will makes change possible.”

But for care providers, the question now is unavoidable:

“After years of lobbying, engagement, consultation and constructive working with government, what do we have to do to be heard?”

Adult social care providers – including residential care homes, nursing homes and domiciliary services – are, he says, being squeezed from every direction.

Rising energy and food costs, chronic workforce shortages, tighter regulation, and repeated funding settlements that fail to meet the true cost of care have combined to create what sector leaders describe as an unsustainable operating environment.

The workforce crisis remains particularly acute. Social care employs

around 1.6 million people in England, yet vacancy levels remain historically high, with well over 150,000 posts unfilled at any one time.

Providers report that restrictions on overseas recruitment have intensified pressures on services already struggling to staff rotas safely.

At the same time, increases in employers’ National Insurance contributions have hit labour-intensive care services hardest – especially those relying on part-time and shift-based staff.

“Care is delivered by people,” Mr Padgham said. “When employment costs rise sharply, there is no easy way to absorb them.”

Local authorities, he added, are simply not funded to pay the true cost of care – leaving providers trapped between statutory quality expectations and fee rates that fail to cover basic operational costs.

Without urgent intervention, Mr Padgham warned that closures are no longer a future risk but a present reality.

Care homes will shut their doors. Home care providers will hand back contracts or cease trading altogether. Many of those lost will be small, family-run services that have supported their communities for generations.

“Once they are gone, they will not be easily replaced,” he said.

He dismissed calls for further long-term strategies or distant reform programmes, arguing that the sector has heard enough promises.

“Social care does not need another vision document. We need action now. Reform must happen this year – not at some undefined point in the future.”

Mr Padgham stressed that care providers are not asking for special

treatment – only “fairness, realism and recognition of the essential role we play alongside the NHS.”

Delayed hospital discharges, overcrowded A&E departments and ambulance backlogs are already closely linked to the fragility of community care services.

“A functioning NHS depends on a functioning social care system,” he said. “We want to support the NHS – but we cannot do so if the foundations of social care are allowed to crumble.”

After years of what he described as patience, collaboration and constructive engagement, Mr Padgham issued a direct challenge to senior ministers.

He invited the Prime Minister, the Chancellor and the Secretary of State for Health and Social Care to visit frontline services and see the reality for themselves.

“Come and see for yourselves,” he urged.

“Visit care homes. Spend time with home care workers. Talk to providers who are fighting every day to keep services open for the people who depend on them. Be as bold for social care as you have been for farmers and publicans.”

Mr Padgham concluded with a sobering warning: the cost of inaction will not be borne by providers alone.

Families will lose trusted local services. Communities will be hollowed out. And the NHS will face pressures it cannot solve on its own.

“Social care is not a side issue,” he said. “It is essential national infrastructure. Ignore it much longer, and everyone will pay the price.”

Abergavenny Kitchen Assistant Wins Chef Of The Year Award

A Kitchen Assistant working at an Abergavenny care home has won her company’s chef of the year award.

Having no formal cookery qualifications was no barrier for 37-year-old Laura McAughey who saw off competition from four qualified chefs to win the Dormy Care Communities’ 2025 Chef of the Year award.

This followed a ‘cook-off’ involving the catering teams at Dormy’s five homes, at which Laura, who works at the company Foxhunters Care Community in Abergavenny, excelled.

After tasting sessions at the five homes, Dormy Chief Executive Helen DaviesParsons, Executive Chef James and Marketing Manager Rich Mays were unanimous in choosing Laura.

Laura, who lives in Abergavenny and is entirely self-taught, wowed everyone with

her approach, creating a completely sensory experience.

She admits to being “blown away” when her name was read out as Chef of the Year at the end of year awards.

Laura said: “The theme was ‘chef’s indulgence’ so I wanted to do something that covered the whole dining experience so, for example, I put each course description in an envelope which I sealed with wax with the diners initials on and played classical editions of some of my favourite songs.

“And then with the food I tried to tell a bit of a story. So, my starter was one of the first dishes I made at Foxhunters, but I elevated it in a way that was surprising for everyone.

“I love experimenting with food and I love teaching myself new skills and if something doesn’t go right, I see it more like a problem that needs to be solved rather than becoming disheartened.”

Adult Social Care Fair Pay Agreement Is

‘Unworkable’ Without Funding, LGA Says

The LGA, on behalf of all councils in England, is calling for full central government funding for all costs including implementation and consequent legal liabilities, direct local government representation within the Adult Social Care Negotiating Body (ASCNB), a full Equality Impact Assessment, and a recognition of the legal and bureaucratic burdens placed on councils.

Cllr Pete Marland, Chair of the LGA’s Local Government Resources Committee, said:

areas, local authorities have a statutory responsibility for providing adult social care that ensures all who draw on care and support can live independently and with dignity in the places they know and love. In 2025/26, this came at a total cost of £26.7 billion to councils – a sizeable 40 per cent of local council budgets.

In its submission to the FPA in Adult Social Care consultation, conducted by the Department for Health and Social Care, the LGA calls for local government to be at the heart of the FPA process.

The Government has announced £500 million will be available for the first FPA in 2028, drawn from the £4 billion that was previously announced in the Spending Review, a figure incorporating income from council tax increases. With 1.6 million workers in adult social care potentially in scope, the LGA is concerned that even this amount would not be sufficient to cover a FPA in full and would put further pressure on already stretched council budgets.

“The focus on improving pay in adult social care is important and a vital step towards securing long-term sustainability for the sector and its workforce.

“However, current funding proposal is not likely to be sufficient to cover the full cost of a Fair Pay Agreement and councils cannot be expected to fork out for the additional costs associated with implementation. Councils need assurances that all costs arising from the introduction of FPAs will be covered by central government.

“Local government has a critical role in adult social care for local people but is proposed to have minimal engagement in the development of an FPA. Local government needs to be part of decision-making to avoid a scenario where the introduction of an FPA jeopardises the supply of care and sustainability of council finances.”

Employee of the Month Award Celebrates Dedication and Kindness

and her

an

Aldona, who works as an Activities Coordinator at Hilton Park, was praised for her outstanding commitment to residents and their families, and for the warmth and enthusiasm she brings to her role every day.

Geanina Tinca, General Manager at Hilton Park Care Home, said: “I’m delighted to have such a caring and talented individual as part of our team, and I hope this award goes some way towards showing how much Aldona’s hard work is valued.

As an Activities Coordinator, Aldona brings genuine passion and dedication to enhancing the lives of residents and supporting their

families. Known for her warm smile and approachable nature, she creates engaging, meaningful activities that promote wellbeing, connection, and joy.

Aldona was presented with a certificate and award in recognition of her dedication. Her daughter, Amy, who occasionally visits the home to share stories with residents - many of whom affectionately call her their ‘grandchild’ - also received a small token of appreciation for her kindness.

Aldona said: “This came as a big surprise to both my daughter and me - we really weren’t expecting it.

I absolutely love my job, so to receive this kind of recognition for doing something that means so much to me is incredibly rewarding.”

Listening To Learn:

What A Residential Service Visit Reminded Me About Personalisation, Power And Possibility

Time spent in care services has a way of cutting through assumptions. It brings you back to what matters, challenges your thinking, and sharpens your sense of what good care and support really looks like. That was certainly my experience at Greenlands View, a residential service in Birmingham, part of Lifeways.

What I encountered there was a strong sense of purpose, an openness to learning, and a clear commitment to putting people at the centre of everyday decisions. It was also a reminder that, even in the current climate—with its very real pressures on workforce, capacity and resources—there are places where thoughtful leadership and a culture of listening are making a meaningful difference to people’s lives.

A CULTURE OF PERSONALISATION THAT LISTENS AND ACTS

What struck me most was the service’s listening and learning culture of personalisation, embodied by the registered manager, Emma. With encouragement and licence from regional and national executive teams, Emma continues to take Greenlands View on a journey of empowerment—right the way through everyone involved in the care and support provided.

You could not help but smile hearing the story of this journey so far. It was not a tale of grand redesigns or shiny innovations, but of small, thoughtful decisions that shifted power towards people and, in doing so, changed outcomes.

One example stayed with me. Anthony*, a resident who is non-verbal, was experiencing distress and behaviour that challenged when new staff joined the team. Rather than seeing this as something to be ‘managed’, Emma reframed the problem: how might we help Anthony feel safer and more in control? The solution was both simple and profound—Anthony became part of the recruitment process for new staff. Reasonable adjustments were made, including the use of a communication pad. By the time new colleagues arrived for shadow shifts, Anthony already knew them. The result? A marked reduction in recorded incidents and a more confident, connected team.

This was not an isolated story. Another resident, Mindy*, is diabetic and previously had to return home every day between 4pm and 6pm for an insulin injection from the district nurse. Even when out enjoying time with family or staff, Mindy’s day was interrupted—often waiting in, sometimes for hours. Emma noticed that distress increased around this time, not because of the medication itself, but because of the restriction it placed on Mindy’s life. Following consultation with Mindy, their family, the district nurse and other professionals, the service moved to tablet-based medication. The impact was immediate: fewer restrictions, more

By Gerard Crofton–Martin, Director of Transformation and Improvement, SCIE (www.scie.org.uk)

choice and a noticeable reduction in distress.

REDEFINING WHAT A ‘GOOD DAY’ MEANS

Emma put it simply: a good day is when people are enabled to do what they want, no matter how small it might seem. Posting three letters. Putting a load of laundry on. These moments matter because they speak to autonomy, dignity and control.

What this reinforced for me is that improving lives is not always about the latest technology or equipment, though this can offer huge potential when it is designed with people who draw on care and support. Often, it is about culture—about putting people first, trusting colleagues, and being brave enough to share power.

LEADERSHIP THAT ENABLES, NOT CONSTRAINS

Importantly, this culture is not happening in spite of the organisation. Members of the Lifeways Quality Team, who joined me on the visit, were clear that they never want to ‘clip the wings’ of registered managers. Their role is to enable positive risk-taking and creativity—providing tools, frameworks and organisational approaches that support, rather than stifle, local leadership.

This aligns with Lifeways’ guiding principle of ‘Nothing about me—without me’: engaging and including people in everything that affects them. Initiatives such as Our Voices and the co-produced Quality Checkers approach—where people drawing on care and support help define, assess and celebrate what good support looks like—show how co-production can shape organisational culture, not just individual care plans.

The Lifeways team is passionate about co-production, engagement and continuous improvement, and the Lifeways Executive Advisory Panel, a team of experts by experience, is central to that mission. They advise and support the Executive Team to ensure the people they support are heard and drive meaningful change. The Family Advisory Panel also contribute to key strategic decisions and initiatives, ensuring family members are involved in decisions that will affect their loved ones.

HOLDING ON TO WHAT MATTERS

There is no escaping the reality of the challenges facing adult social care. Pressures on workforce, funding and capacity are felt everywhere, and services like Greenlands View are not immune. What stood out during my visit, however, was a quiet confidence that even in difficult conditions, it is possible to hold on to what matters most.

For SCIE, staying close to these everyday realities is essential. It helps us test our thinking, refine our work, and stay attuned to the voices of people who live in and work within services. More importantly, it reminds us that good care is built through relationships, trust and shared purpose—and that these foundations remain as relevant, and as powerful, as ever.

*Pseudonyms are used

Manor Park Care Home Officially Opens Its

A new chapter in high-quality, person-centred care has begun in Old Malton following the official opening of Manor Park Care Home, a purpose-built care home designed to support older people with residential and dementia care.

Located on Town Street in the heart of the North Yorkshire village, Manor Park has been thoughtfully developed to provide a modern, welcoming and homely environment, combining high-quality facilities with compassionate, individualised care. The home forms part of Sandstone Care Group, which specialises in creating outstanding care environments that put dignity, wellbeing and choice at the centre of daily life.

The opening was marked by a ribbon-cutting ceremony by the Mayor of Malton, Cllr Lindsay Burr MBE and resident Peter Netzel, followed by guided tours of the home, giving guests the opportunity to explore the spacious accommodation, communal lounges, landscaped gardens and dedicated dementia-friendly areas. Visitors also had the chance to meet members of the care team and learn more about the home’s ethos and approach to care.

Manor Park has been designed to feel like a true community hub, offering a calm, supportive setting where residents can live well, stay connected and continue to enjoy the routines and interests that matter most to them. The home places a strong emphasis on personalised care planning, meaningful activities and close partnership working with families and local health professionals.

Doors In Old Malton

It is now welcoming enquiries from prospective residents and their families, as well as healthcare professionals seeking high-quality care options in the area.

Laura Clegg, registered commissioning manager, said: “We’d like to thank the Mayor for taking the time to come to our home for the official opening. Manor Park represents a significant investment in care for the local community. Every detail of the home has been carefully considered to create a warm, welcoming environment where people feel safe, supported and truly at home. We are incredibly proud to see this vision come to life.”

Lucy Holl, managing director of Sandstone Care Group, added: “The opening of Manor Park is a proud moment for Sandstone Care Group. It reflects our commitment to delivering exceptional care in purpose-built environments, supported by skilled, compassionate teams. Manor Park will play an important role in meeting local need while offering residents a place where they can thrive.”

Mayor of Malton, Cllr Lindsay Burr MBE, said: “Manor Park is absolutely unbelievable. The impression you get when you first walk in is amazing. We’re very grateful for the investment in Old Malton. As we live longer we need excellent places to come in our later years, and it’s so important that we’ve got choice for people in the local area because far too many say they can’t get the facilities nearby and have to travel, whereas here they have the opportunity to be near their loved ones and make happy memories.”

The Future of Facilities: Why Manchester is the Place to Be This February

The cleaning and facilities management landscape is shifting faster than ever. As we move into 2026, the industry is no longer just about "maintenance"—it’s about technology, sustainability, and the well-being of the people who keep our buildings running. For professionals across the North and beyond, there is one date that needs to be circled in the calendar: 18-19 February.

The Cleaning Show returns to Manchester Central, transforming the heart of the city into a hub of innovation. Whether you are managing a healthcare estate, a retail portfolio, or a growing cleaning enterprise, the challenges remain the same: how do we drive efficiency while managing rising costs and labour shortages?

This year’s event is designed to answer those questions. Moving away from the buzzwords of the past, the show floor is a practical, "boots-on-the-ground" environment where the latest tech—from autonomous robotics to smart building sensors—is available for live demonstration. It’s one thing to see a machine in a brochure; it’s quite another to see it navigating a busy floor in person.

But the show is more than just a showroom. It is a vital meeting point for the industry. The seminar programme features some of the sector’s brightest minds, tackling the issues that matter right now: the impact

of new sustainability legislation, the roadmap to Net Zero, and strategies for better staff retention. In an era of remote meetings, the value of face-to-face networking at Manchester Central cannot be overstated. It’s where deals are struck, partnerships are formed, and the "unfiltered" advice of your peers is shared over a coffee.

For those in the healthcare and social care sectors, the stakes are even higher. The show offers a unique opportunity to source non-disruptive, highperformance solutions that meet stringent hygiene standards without compromising on resident or patient comfort.

Why pre-register? Time is the most valuable asset in facilities management. By pre-registering now, you ensure a seamless entry to the event, bypassing the queues and gaining early access to the exhibitor list and seminar schedule. Most importantly, trade registration is completely free for those who sign up in advance.

Don’t miss the chance to see where the industry is heading. Join us in Manchester this February to find the tools, the tech, and the people that will help you future-proof your business.

Secure your free pass today at www.thecleaningshow.co.uk

UK is Unprepared for an Ageing Society, Facing Increasing Costs and a Shrinking Tax Base

Successive governments have failed to focus on the issues raised by an ageing society. Raising the State Pension Age, which governments of all hues have tried, is not a solution as many people in their 50s and 60s leave the workforce much earlier. The Government must prioritise measures to incentivise people in their mid-50s to mid-60s to remain in or return to work.

Even higher levels of immigration, which may be too large for many voters, would not be sufficient to address the challenges an ageing UK faces. Efforts to raise fertility rates in other countries have largely failed and would likely fail here too.

Discussions about an ageing society, driven by both declining fertility and rising life expectancy, focus too much on the issues faced by old people today. In fact, the challenges will be felt most acutely by those who are young today. People born now and in the recent past stand to live much longer lives than previous generations, so they will need to retire later and save more to ensure they don’t run out of money in their later years. They will need to rethink their approach to life-course planning.

There is widespread ignorance of how much it costs to retire. The Government should consider an education campaign on this issue and find out if the UK’s financial services sector is suitably organised to provide for the population as it ages.

As part of the drive to increase the proportion of mid-50s to mid-60s who stay in work, the Government should look at the tax system and eliminate any cliff edges in public service pensions. As well as improving the UK’s fiscal position this will help prevent the expected increase in pensioner poverty if the age at which people stop working is not postponed. Measures are also needed to encourage more young people to enter the workforce.

These are among the conclusions of a new report, ‘Preparing for an ageing society’, published t by the cross-party House of Lords Economic Affairs Committee:

• The OBR forecasts that “on current policy settings” the fiscal challenges posed by an ageing society would push borrowing above 20 per cent and debt above 270 per cent of GDP by the early 2070s.

• The UK’s dependency ratio is forecast by the OBR to increase from 31 per cent to 47 per cent of the population over the next 50 years without major changes. This raises the challenge of funding state pensions, healthcare and the welfare costs of the older population from taxation raised on a reduced proportion of the population in employment.

• One of the factors that plays a role in determining people’s workforce participation is caring responsibilities. The crisis in adult social care, which the committee published a report on in 2019, remains a scandal and the committee urges the Government to address this urgently. However, the reality is an ageing population is likely to require more care workers, which inevitably means fewer workers available for other productive sectors of the economy.

• Age discrimination may also reduce the number of over 50s working, but the committee heard evidence that the most damaging form of age discrimination may be self-directed, with older workers operating under a mistaken impression of its extent and therefore limiting their own decisions.

• There is no evidence of systematic differences between older and younger workers as far as productivity is concerned in the majority of types of work.

• There is a growing gap between life expectancy and healthy life expectancy. The committee heard evidence that almost a quarter of people over 50 who leave work before they want to or should, do so

because of unsupported health needs. The Government should set out the policies it has in place to narrow this gap, and the specific impacts it expects those policies to have.

• The Government response to the rise in the old-age dependency ratio seems primarily focused on improving productivity. The difficulties successive governments have had in raising productivity, as well as the scale of the fiscal challenge of an ageing society, mean that this cannot be the sole policy focus.

Lord Wood of Anfield, Chair of the House of Lords Economic Affairs Committee, said: “People are having fewer children and living longer and successive governments have simply not focused on the seismic effects a rapidly ageing population will have on our economy and society.

“Raising the state pension age, which saves the Government money, but increases pensioner poverty as many people have already stopped working by their sixties, is a red herring. Getting more people in their fifties and sixties to stay in or return to work is key.

“To successfully confront this challenge the approach to financial management of today’s and tomorrow’s young people will need to change. They will need, from a much earlier stage in their lives, to plan and prepare to work longer and save more.

“The lack of a published strategy or forum for discussion on this topic demonstrates that this serious, but long-term, issue is not be taken seriously enough. The Government needs to begin addressing the impact of ageing now so that all age groups can live better and longer lives.”

Residents at Warrington Care Home Share ‘Hug in a Mug’ with NHS Heroes

Residents at Arplemere care home in Warrington came together in appreciation this International Hug Day by creating heartfelt

“Hug in a Mug” gifts for healthcare professionals.

The thoughtful initiative saw residents pair beautiful mugs filled with coffee, hot chocolate and sweet treats, designed to deliver a comforting message of thanks to the local hardworking health and social care teams, including Chapelford GP practice.

Resident Mary Dolan said, “Thank you to all doctors and nurses for your kind, compassionate care. We are often quick to notice

the challenges, but it’s just as important to say thank you. Your dedication and service are truly appreciated.”

Laura Aspin, the General Manager at Arplemere, added, “International Hug Day is about connection and compassion, and this was a wonderful way to recognise the incredible work our local doctors and nurses do every day.

“Small gestures like these can make a big difference, and we are delighted to be able to say thank you on behalf of everyone at Arplemere.”

Social Care: The Undervalued Bedrock of Britain's Health System

By Nadra Ahmed CBE on behalf of the National Care Associaton

If 2025 has proved anything, if further proof was needed, it is that the priority in the minds of ministers is firmly fixed on our beloved NHS. Despite a crumbling infrastructure both physically and in human resources, the NHS continues to attract funding to paper over the ever-widening cracks, with investment made available as and when needed. The same applies to primary care with GP’s, who are funded to support every initiative that they need to lead on, social care attracts no such attention sadly. Some changes and savings will be made through the merging of supported bodies, but the reality is what is needed is a complete route and branch reform programme across the organisations to make it fit for purpose and to rebuild trust in a service envied by the world across many generations.

THE MYTH OF A 'BROKEN SYSTEM'

It has become increasingly obvious that there is a focus on ‘reforming’ social care, based on a deeply held belief that it is broken and so needs ‘fixing’; to the point that it has become a regular and almost compulsory election promise by every party. Once elected amnesia sets in, and the progressive response, by successive governments is to announce a commission! This Labour government sadly, did not deviate from the norm: we have moved from a firm plan by Labour on how they were going to achieve it, to the announcement of a Commission led by Baroness Casey who will fully report in 2028. The cynic in me wonders if this has the potential of enabling a further period of inaction for another parliament. This will follow from the previous four decades of commissions with the same remit and pretty much the same findings. Meanwhile, the inequalities increase Am I cynical or a pessimist? I feel that I have always been an optimist, because I see what social care achieves every single day by changing and supporting the lives of those who may have lost hope. As an optimist, I always believe that there is hope that a politician with conviction and understanding will emerge to break the cycle of inactivity.

However, I believe it is important to examine the evidence about the ‘broken social care system, which needs fixing and the move towards the vision of a National Care Service. The reality is that the term ‘social care’, which supports over 1.5 million individuals needing care and support, is misleading in this day and age. The reality is that we no longer exclusively deliver social care to the strictest meaning of the term, which was primarily to tackle loneliness or self-neglect; it is now delivering care and support which mimics a hospital model, but without the clinical staff.

'NEW' TASKS

Over the past four decades we have seen a steady but consistent transference of health care tasks to social care services, without any additional financial investment from central government and with the NHS retaining the funding to deliver those ‘new’ tasks through social care. Very quickly these additional tasks become expectations and subliminally the sector continues to respond in the best interest of the people we care for. The impact of this over time has steadily changed how a care service must operate. Indeed, very often we see inspections of services expecting a much more clinical and sterile approach but still expecting the ‘homely’ support for individuals.

It is essential that Social Care, as a sector, in its own right, is acknowledged as the bedrock of our health system. The importance of understanding its value and role has been lost in the narrative of politicians and commentators alike who want us to believe that it is a ‘broken’ system. A system which is so ‘broken’ and so must carry the burden of blame at every turn for the failings of healthcare. In my view there is a lack of any real evidence to justify this narrative, and the reality is what needs fixing is sustainable funding. Our sector has moved at rapid pace from being a home for those who were lonely or needed care and support at the early stages of physical or mental health challenges, to those who have complex health care conditions needing regular and consistent monitoring. We have gone from people choosing our services and walking into them to arriving by ambulance. The fact is that we create and develop services daily, which

were once delivered in long stay geriatric and specialist wards, costing the state thousands of pounds, at a third of the cost in many cases. One week’s stay in a hospital for an individual is more than £2700 whilst local authority commission care, for the same individual averages between £700 - £900. It is important to understand that staff in a care setting will carry out the same tasks as an Health Care Assistant and more; social care workers are trained to administer medication, as an example, which in a hospital setting would be carried out by a nurse, and yet the value of their duties as a care worker is seldom recognised.

DIVERSITY OF OPTIONS

In the 1990’s the sector took on the call for delivering care and support in people’s own homes in what was seen as a cost-cutting measure by the government of the day. This was a diversification opportunity for providers and for many others it enabled growth in the sector with new entrants. As a new delivery model, it enabled choice for those who had minimal care needs, to remain in their own homes for longer. Local Authorities and providers embraced the concept, but it soon became obvious that the costs, in a like-for-like model, were going to be greater with hospital admissions beginning to rise steadily especially through the winter months. This led to winter planning becoming a central part of government strategy.

I believe that diversity of options is a key component of choice - it enables people making crucial decisions to have sustainable options for their care and support based on assessed care needs. For that reason alone, it is key that all services across our sector are within the mix, creating a patchwork quilt of care and support in social care in the best interest of those we support. The importance of choice is often lost in current process driven discussions, which is one of the failings of the system drivers for both local and national government. If real choice and control were put into the hands of those receiving care services, we would see a more positive perception of care.

The need for a confident and competent workforce began to rise with homecare coming into the delivery and the need for social care to respond to ever more complex support packages. Entrepreneurial providers used every opportunity to invest in their services with training and education: workforce skills stepped up a notch too, the skills matrix for social care provision and delivery grew. They were supporting people with complex care and health needs, so their training needs were enhanced to meet and ensure quality service delivery consistently. Importantly, expectations of our sector began to rise, not only from stakeholders but also the public. Navigating your way around the care system for those seeking care and support for the first time became ever more sophisticated.

Local Authority commissioning regimes came under strain and despite warm words, processes and budgets took precedent over person centered care. Central government funding was woefully inadequate, but sector change needed to happen to ensure that care and support delivery was fit for 21st Century and beyond. The irony is and remains that expectations of the social care sector as a whole have increased but successive governments chose not to invest in it, recognise it or acknowledge the value of a sector that is worth over £68 billion to the economy.

NEW INITIATIVES

EMBRACING

Social care providers continue to invest with every new initiative they embrace which enhances delivery of care. Digitalisation has been recognised as one of the many new ways of working and our workforce have had to not only learn how to use it effectively but also ensure they keep up to date with it. We continue to evolve and create services to support people with complex needs, but real term investment in social care from government declines with every announcement. We face increased costs from every piece of legislation passed and face workforce challenges at the whim of the Home Office at a time when it is a substantial challenge.

This year will bring further chances by virtue of the Employment Rights Bill, and this will undoubtedly have an impact on providers across the sector. The funding required to enable a positive change will rest with the government’s commitment to ensuring and enabling it. They have to understand that delivering quality care for vulnerable members of our society should be a priority not a by product of propping up a health service which has become ever reliant of regular handouts to make it sustainable.

The cycle is tiresome and disingenuous. It is no wonder that trust and confidence in politicians is at an alltime low throughout the social care sector.

Setting the Standard: Care Home Compliance Made Simple

The law is changing for care homes, but understanding your obligations has never been easier

Providing both comfort and dignity to those in your care is at the core of the Care homes profession, but when it comes to both residents and their families, one of the most important things you can offer is trust.

Moving to a care home can be an emotional time for some and transparency and fairness are key in reassuring prospective residents and their families that they will be cared for with compassion and respect - This, and compliance with the law.

Earlier this year we saw the introduction of the Digital Markets, Competition and Consumers Act 2024 (DMCCA) - a landmark piece of legislation that affects business and how they are required by law to safeguard their customer with fair trading practices. These changes may sound like legal jargon, but they directly impact how care homes operate, communicate, and contract with residents.

Compliance can be complex and that’s why the Business Companion Care Homes Guidance is essential reading for anyone working in the Care Homes sector. Written by legal experts this free and easy-to-read guide will walk you through all the steps to ensure you are safeguarding your customers and operating within the law.

WHAT’S CHANGED UNDER THE DMCCA?

The introduction of the DMCCA represents one of the biggest shifts in consumer law in over a decade. It replaces the old Consumer Protection from Unfair Trading Regulations and introduces stricter rules to protect consumers from misleading or unfair practices across

almost all sectors. For care homes, this means: Clearer Pricing and Transparency: The Act bans “drip pricing” which is when unavoidable fees are hidden until late in the process. Care homes must now present the full cost of services upfront, including any mandatory charges.

• Fake Reviews and Misleading Endorsements: The DMCCA prohibits the use of fabricated or manipulated reviews. With care homes increasingly relying on their online reputation, ensuring authenticity is now a legal obligation.

Stronger Enforcement Powers: The Competition and Markets Authority (CMA) can now impose fines of up to £300,000 - or 10% of global turnover - for breaches. Compliance isn’t optional; it’s critical. • and much more!

These changes underline the importance of reviewing your policies, contracts, and marketing materials. The Care Homes Guidance on Business Companion provides practical steps to help you stay compliant and avoid costly mistakes.

KEEPING CONSUMER VULNERABILITY IN MIND

Vulnerability can arise from a number of different situations and factors throughout a person’s life, such as age, health, bereavement, or financial stress. As someone working in the Care homes sector,

you’re dealing with vulnerable individuals on a daily basis and recognising these factors isn’t just good practice; it’s a legal and ethical responsibility.

The Business Companion Consumer Vulnerability Guide offers checklists and practical advice to help you identify and support your residents who may be vulnerable when it comes to things like decision making and communication, ensuring your care home delivers not only compliance but compassion.

Your Go-To Resource for Compliance

Business Companion is more than just a care home resource - it’s a comprehensive hub for businesses across a broad range of sectors. From selling online to handling complaints, delivery charges, and even net zero strategies, the platform covers hundreds of topics delivered to you through clear, easy-to-read guidance. Backed by the Chartered Trading Standards Institute and the Department for Business & Trade, Business Companion is free, authoritative, and regularly updated by legal experts.

Act Now

The DMCCA is already in force, and enforcement powers are live. Don’t wait for a compliance issue to arise - visit Business Companion’s Care Homes Guidance today. Review your contracts, pricing structures, and communication strategies and explore the wider resources available to future-proof your business against legal pitfalls.

In a sector built on trust, staying informed isn’t just smart - it’s essential.

To find out more, visit: www.businesscompanion.info

Disputes In The Workplace –Tips For Employers

By Nicola Smyrl, Partner at Taylor Walton Solicitors (www.taylorwalton.co.uk)

A survey in 2025 revealed that employers in the care sector have to deal with a significantly higher number of disciplinaries and grievances than other sectors.

With various parts of the new Employment Rights Act 2025 due to come into force in the coming months, enhancing various employment related protections, employers in the care sector should consider the source of disputes in the workplace, and how these could be better managed.

Taking steps to promote and maintain an appropriate workplace culture, and addressing issues at an early stage, may assist to reduce the scope for disputes at work which could lead to employment tribunal claims.

SETTING EXPECTATIONS

Having clear policies and procedure in place can assist employers with making sure that staff are aware of what is expected of them at work and reduce the scope for incidents to arise which may lead to a disciplinary or grievance process.

This includes setting standards for performance and behaviours and making it clear what types of behaviour will not be tolerated. Employers should ensure that they have clear and up to date policies on matters including discipline, grievances, bullying and harassment, equality and diversity and whistleblowing.

Where disputes do arise, relevant policies will assist the business in taking the appropriate steps to address this.

TRAINING

Having the perfect policy will be of little benefit if no-one reads or understands the document.

Employers should consider training on important policies for all staff. In particular, managers should be trained on how to spot and address issues at an early stage to prevent minor issues spiralling into something more significant.

In the care sector, workplace disputes may cross over with other business considerations such as health and safety, data protection and regulatory matters. It is therefore even more important to ensure that matters are dealt with properly at the appropriate time.

Dealing with matters appropriately and consistently

Where issues arise, whether this is a disciplinary matter or a grievance matter, it will usually be important to establish what has happened by conducting an investigation.

The manager conducting an investigation should wherever possible not be involved in the matters to be considered. It will be important to clarify the issues for investigation to ensure that any relevant documents are reviewed and witnesses spoken to. Findings should be carefully documented and decisions reached taking into account what has happened, on the balance of probabilities.

FORMAL PROCESSES

Where a formal process becomes necessary, employers should ensure that they follow their own procedures and also take into account the requirements of the ACAS Code on Discipline and Grievances. Failure to follow the Code can cause compensation in a future employment tribunal claim to be increased by up to 25%.

Where the employer is issuing a warning in relation to an incident of poor performance or misconduct, use this as an opportunity to clarify the expected standards of conduct or performance, and also consider whether the employee needs any assistance or support to meet the standard. Taking a constructive approach to such matters may assist to avoid repeat behaviours.

Where an employer is addressing a grievance, careful thought should be given to how any difficulties can be resolved. Additional support, training and mediation can all be effective in improving rela-

tionships and behaviours at work.

PROTECTED CONVERSATIONS

Sometimes, despite an employer’s best efforts, the conduct or performance of an employee becomes an issue which cannot be easily resolved. In such circumstances, an employer could consider having a “protected conversation” with an employee about terminating the employment on agreed terms. This will usually involve a compensation payment made to an employee under the terms of a settlement agreement. The conversation is “protected” insofar as it cannot be referred to in any future claim for unfair dismissal.

Whilst protected conversations can be useful in some circumstances, for example, it may enable an employer to avoid a lengthy performance management process, they must be approached carefully. Employers are well advised to seek legal advice before proceeding. A conversation can lose its protection in various situations, including where undue pressure is placed on an employee to accept an offer. Additionally, protected conversations can be referred to as evidence of discrimination.

END OF EMPLOYMENT

Where a dispute cannot be resolved and the employment relationship ends, employers should consider whether they have appropriate protections in place as part of their employment documentation.

Staff working in care establishments will often have access to a significant amount of sensitive and confidential information. Employers should ensure that they have appropriate provisions in the contract of employment to protect their information.

OTHER CONSIDERATIONS

Workplace disputes can be difficult to deal with on an individual level.

However, allowing a culture to develop where conflict is common can cause reputational damage and may well result in other difficulties such as poor attendance and high staff turnover. Fostering a fair and supportive culture where disputes are tacked at an early stage should not only reduce scope for employment tribunal claims, but also present benefits for the business as a whole.

Bradwell Court Team Honoured With VFF Status

The team and residents at Sanctuary Care’s Bradwell Court Residential Care Home in Congleton are celebrating after proudly achieving Veteran Friendly Framework (VFF) status.

This prestigious accreditation recognises the home’s unwavering commitment to supporting the practical, emotional and social needs of those who have served in the armed forces.

As part of this dedication, the team, which currently cares for four veterans, has forged strong and lasting links with local armed forces groups, creating meaningful connections both within the home and across the wider community. Highlights have included a memorable visit from a serving paratrooper, as well as residents joining fellow veterans from Congleton and surrounding areas at community VE Day celebrations.

The home has also extended its support beyond its own walls, inviting veterans from neighbouring care homes to join events at Bradwell Court – creating lasting bonds through shared experiences.

Local organisations have played an important role too. Congleton Museum has visited the home with

fascinating artefacts and personal testimonials, sparking conversations and reminiscence. The local Air Corps Cadets have also taken part in intergenerational activities.

To ensure every veteran receives tailored support, the team discreetly places poppies outside the bedroom doors of residents who have served, helping visiting healthcare professionals recognise and honour their service. Bradwell Court also has dedicated Veteran Champions, who have completed specialist training and now share their knowledge with colleagues to ensure the highest standards of care for veterans and their families.

The not-for-profit Sanctuary Care home manager Lorraine Colclough, who has a strong personal connection to the armed forces – her son is a serving paratrooper and her father served as an army nurse – said: “On behalf of our veterans at Bradwell Court, and for the veterans we hope to welcome in the future, we are enormously proud to have achieved VFF status.

“This accreditation isn’t just a badge for us – it reflects the heart of who we are. Many of our residents have given so much in service to their country, and it is our privilege to give something meaningful back.”

Uniting the Care Community: Care & Dementia 2026

Care & Dementia is the UK’s leading event for transforming social care and improving the lives of people living with dementia. Building on the successful foundation of The Alzheimer’s & Dementia Show and UK Care Week, it creates an essential, dedicated platform for both care professionals and the public. Taking place on 25-26 March at the NEC in Birmingham, this event represents a powerful evolution in the sector. Combined with the incredible momentum of Naidex, it creates a vibrant environment where vital communities meet to explore best practices, support services, and innovative products.

A WORLD-CLASS SPEAKER PROGRAMME

Carefully curated CPD sessions bridge the gap between industry innovation and personal care. The full programme is now live, featuring expert voices designed to provide actionable insights for every attendee.

CARE KEYNOTE THEATRE

A must-attend for those looking to stay ahead of industry trends. Featuring leading voices from the CQC, Alzheimer's Society, Dementia UK, National Care Forum, and Care England, these sessions explore policy changes, funding models, and the future of the care sector. Sessions include Where is Social Care on the Political Agenda? with Damien Green from the Social Care Foundation. This is followed by a collaborative discussion titled Building Knowledge of the Sector - One Mind at a Time, featuring Amrit Dhaliwal (Walfinch), Samantha Crawley (EQ Care Group), and Sam Monaghan (Chief Executive at Methodist Homes MHA).

DEMENTIA MATTERS THEATRE

This theatre provides practical support for both professionals and family carers. The programme features

Dementia devastates lives, innovation transforms them: Alzheimer’s Society Innovation Team (Alzheimer’s Society) and Dementia and SafeguardingProtecting Rights, Reducing Risks: Kirsty Dallison-Perry (Dementia UK). These are complemented by In Conversation: A Carer’s Perspective: Frances Lawrence (Dementia Carers Count) & Rosie Brooks (Dementia Carers Count) and a highly informative Learn about dementia from people living with dementia Q&A: Ronnie Dean, Beth Britton MBE & George Rook (Dementia campaigner).

INTERACTIVE FEATURES & PRACTICAL SUPPORT

Alongside the conference sessions, the event features a range of interactive experiences designed to provide practical support. Professionals can earn up to 12 CPD points through the accredited programme while accessing tailored advice at the CQC Inspector Hub. New for 2026, visitors can access a complimentary, confidential consultation to explore available options for early dementia or mild cognitive impairment at the Re:Cognition Health Assessment Clinic. For families and caregivers, the event offers 1-to-1 Advice Clinics with Admiral Nurses from Dementia UK, the Dementia Interpreters Workshop, and immersive training experiences like the Virtual Dementia Tour and the Autism Reality Experience. Visitors can also explore the Innovation Hub to discover the latest technologies and solutions for social care and rehabilitation.

Attendance is free. Ensure you are part of the UK’s most significant gathering for the care community. For more information and tickets visit www.naidex.co.uk/careanddementia

See the advert on page 8 for further information.

Mental Health and the Equality Act 2010

By Ethan Diver, Solicitor at Taylor Walton Solicitors (www.taylorwalton.co.uk)

According to the Health and Safety Executive, there were an estimated 875,000 workers suffering from work-related stress, depression or anxiety in 2022/2023. This equated to around 17.1 million working days being lost for this reason.

Although depression and anxiety are considered the most common, employers may encounter a range of mental health conditions, such as PTSD, eating disorders and personality disorders.

MENTAL HEALTH AND THE LAW

There is no employment legislation which addresses mental health specifically. However, some employees may be classed as “disabled” under the Equality Act 2010. This applies where an employee has a physical or mental impairment which has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities.

The focus of this statutory definition is on the impact that the condition has on the individual. As such, not all employees with mental health conditions will be classed as disabled, particularly as some conditions can range from mild to severe. Nevertheless, many employees

with mental health conditions will satisfy this definition, especially where their condition has a clearly prohibitive effect on their personal and/or working life. This may be the case even though they do not consider themselves to be disabled in the ordinary sense of the word. Where an employer suspects that an employee’s mental health may amount to a disability, they must comply with the usual duties that they owe towards disabled employees. This includes the duty to make reasonable adjustments, which requires them to take reasonable steps to help employees overcome the disadvantages caused by their mental health condition. For example, the ACAS guidance suggests that a potential reasonable adjustment would be to allow someone to work from home to manage distractions or engage in activities which allow them to manage their mental health.

In addition, employers could also face other disability discrimination claims if they were to treat an employee with a mental health condition less favourably because of that condition (direct discrimination) or something arising from it (discrimination arising from disability). For example, an employer may be liable for discrimination arising from disability where it treats an employee less favourably because they spend more time on sick leave due to mental health issues than other employees without their condition.

SUPPORTING EMPLOYEES WITH MENTAL HEALTH CONDITIONS

Irrespective of whether an employee’s mental health condition amounts to a disability, encouraging conversations about mental health and supporting affected employees can often have positive impacts for businesses. Most importantly, it can help to improve staff wellbeing which in turn can reduce sickness absence and staff turnover and improve productivity. It will also help to minimise the risk of claims under the Equality Act 2010.

Therefore, all employers should take a proactive approach to dealing with mental health issues. Where an employee has disclosed a mental health condition, employers should consider what impact it is having on the employee and any possible adjustments. In doing so, employers should meet with the employee – ideally on an ongoing basis – to dis-

cuss their condition and, if in doubt, should consider making a referral to occupational health for expert advice.

However, not all employees struggling with their mental health are likely to speak up. Therefore, employers should remain alert to common warning signs, such as increased tiredness, behavioural changes and increased sickness absence/lateness. These warning signs can be more difficult to spot in homeworkers and so employers with working from home arrangements should ensure that they retain a regular and open dialogue with these employees.

PRACTICAL TIPS FOR EMPLOYERS

The ACAS guidance includes a number of tips for employers to encourage employees to talk about mental health. For example, it recommends that employers approach discussions about mental health in a positive and supportive way and they listen to and reassure employees who raise concerns. It also recommends using precise language, such as avoiding referring to employees with mental health conditions as “suffering from” their condition.

It is also increasingly common for employers to elect “mental health champions”. These are employees who support colleagues with mental health concerns, encourage positive mental health and challenge stigma across their organisation. Mental health champions are typically elected from volunteers across the workforce who are then provided with specific training about their mental health champion role.

In order to ensure that all employees act inclusively, employers should also consider providing general mental health training (particularly to managers) and running awareness campaigns across their business. They might also consider implementing a mental health policy setting out how employees should raise concerns and the steps that managers should take in response.

This open and inclusive approach will help to ensure that employers meet their duty of care to do all that they reasonably can to support employees’ health, safety and wellbeing, which applies to mental health in the same way as physical health.

Berkshire Care Home Staff Obtains Queen’s Nurse Award For High Standards Of Care

Emily Rock, Clinical Nurse Manager at RMBI Care Co. Home Prince Philip Duke of Edinburgh Court, in Wokingham, has achieved the prestigious title of Queen’s Nurse by The Queen’s Nursing Institute. The Queen’s Nursing Institute (QNI) is a registered charity dedicated to improving the nursing care of people in their own homes and communities.

The title demonstrates a commitment to high standards of patient care, learning and leadership. Nurses who hold the title benefit from developmental workshops, bursaries, networking opportunities and a shared professional identity.

Emily says: “Receiving this award reflects not only my professional development, but also the fulfilment I take in supporting residents to live with dignity, comfort and respect. I am passionate about encouraging residents to engage in positive risk taking, empowering them to maintain independence and be involved within their care. What I

enjoy most about being a nurse is building meaningful relationships, making each day as happy and fulfilling as possible through care, kindness and compassion. This award motivates me to continue striving for excellence in nursing practice.”

While still working at RMBI Care Co., Emily studied at the University of West London and qualified with First Class Honours in Mental Health Nursing in 2018. She went on to become a full time nurse at Prince Philip Duke of Edinburgh Court, where she has since been promoted to Clinical Lead.

Jordi Sirera, National Clinical Governance Lead at RMBI Care Co., says: “I am very proud of Emily. The application and assessment process to become a Queen’s Nurse is rigorous and requires clear commitment to improving care for residents, their families and carers. Being a Queen’s Nurse myself, I am aware this achievement demonstrates how dedicated she is in her role as Clinical Nurse Manager.

Care Inspections UK: Professional, Independent, and Comprehensive

In today’s highly regulated health and social care environment, providers face the dual challenge of ensuring compliance while striving to deliver safe, high-quality, and commercially sustainable services. Care Inspections UK Limited (CiUK) has emerged as a trusted partner in this landscape, providing a professional and independent inspection service that goes beyond the standard requirements of the Care Quality Commission (CQC), The Care Inspectorate Wales (CIW) and the Care Inspectorate (Scotland), collectively “The Inspectorates”

What sets CiUK apart is its status as a registered inspection body, operating with the highest levels of professionalism and governance. This official recognition imbues care providers with confidence that inspections are carried out with rigour, objectivity, and an unwavering focus on evidence. Every report is underpinned by validated, research-based methodology, ensuring the outcomes are credible, balanced, and practical.

BEYOND CQC/ CIW/ CI STANDARDS

While CQC/ CIW/ CI inspections focus on fundamental areas such as safety, effectiveness, responsiveness, and leadership, CiUK’s approach extends further. Each CiUK inspection covers all the domains CQC/ CIW/ CI would expect, but also incorporates additional layers of analysis essential for continuous improvement. This Includes:

• Operational risk management involves identifying risks before they become incidents, reducing exposure for service users and providers.

• Quality enhancement: Assessing opportunities to raise standards in care delivery, staff engagement, and governance.

• Commercial sustainability: Offering insight into how operational practices influence financial performance, helping providers balance compliance with business viability. The result is an inspection report that is not only regulatory-ready but also a strategic tool for improvement.

A PROFESSIONAL AND INDEPENDENT EYE

Professionalism is at the heart of CiUK’s ethos. Inspections are conducted by highly experienced professionals who bring frontline expertise from clinical, managerial, and governance roles in the care sector. This depth of knowledge allows CiUK to deliver meaningful feedback that resonates with staff at every level, from frontline carers to boardroom directors.

Independence is equally vital. As an external registered inspection body, CiUK reassures providers that its findings are unbiased and transparent. In a sector where credibility matters, this impartiality is invaluable in preparing for CQC inspections and demonstrating accountability to commissioners, investors, and the wider community.

DRIVING IMPROVEMENT AND REDUCING RISK

Care providers today operate in an environment of heightened scrutiny and rising expectations. CIUK’s inspections do more than highlight compliance gaps; they provide a clear roadmap for reducing risk, enhancing quality, and driving organisational improvement.

By identifying weaknesses early, providers can take corrective action before issues escalate. At the same time, CiUK’s focus on strengths and opportunities supports a culture of positive development. This balanced approach ensures that inspection outcomes are constructive, not punitive, fostering continuous organisational improvement.

SUPPORTING COMMERCIAL PERFORMANCE

One of the most overlooked aspects of care provision is its commercial dimension. Poor compliance and weak governance inevitably carry financial consequences, from reputational damage to contract loss. CiUK recognises this and integrates commercial insight into every inspection. CiUK helps providers achieve operational excellence and commercial resilience by aligning care quality with business performance.

THE CIUK DIFFERENCE

Choosing Care Inspections UK Limited means selecting a partner committed to professionalism, independence, and comprehensive excellence. CiUK inspections do more than prepare organisations for regulatory visits—they empower providers to deliver safer, higher-quality care while protecting their reputation and commercial future.

CiUK delivers evidence-based assurance and actionable insight for providers who want more than compliance.

When Safety Becomes the Quiet Strength Behind Care

By Sibtain Nandjy, Chief Medical Officer, Empathika (www.empathika.com)

THE WEIGHT CARE TEAMS CARRY, OFTEN SILENTLY

There is a moment in every care professional’s life that stays with them. For me, it was a late evening on the unit, years ago, when a nurse quietly said, “I hope everything was done right today. Sometimes I fear what I do not see.” Her words were simple, but they held the unspoken truth of our sector. Care is built on love, but it stands on safety. And safety, in the real world, is fragile. It lives in the seconds we do not have, the pressures we do not voice, the documentation that steals time from the people we came to serve.

Medication rounds, audits, handovers, stock checks, and incident reviews are essential but relentless. Behind every one of them is a carer trying to do the right thing, a senior hoping they have not missed a detail, and a manager carrying the weight of an entire home on their shoulders. For years, I watched this tension unfold. The intention was always pure, but the systems were not always kind. And that is where Empathika began. It was never just a technological project. It was a response to the tired eyes of the night nurse, the rushed signatures at the end of a shift, the quiet fear of missing a dose, and the pressure to be perfect in a world that gives little room for human error. As a pharmacist, my world has always been accuracy, governance, and risk. But as a human being raised in a family dedicated to care, my world has also been empathy, dignity, and service. Empathika is where those two worlds meet.

TURNING PRESSURE INTO CLARITY, AND FEAR INTO CONFIDENCE

Medication is one of the most sacred responsibilities in care. It is where mistakes can cause harm, where delays can cause distress, and where oversight can save lives. Yet traditional approaches relied on memory, paper trails, and hope. Empathika was created to take the weight off people’s shoulders, not add to it. She records every dose in real time. She alerts before errors happen. She tracks stock, expiry dates, and changes in treatment. She protects controlled drug processes with dual witnessing and biometric verification. She gives managers visibility before problems even surface. Above all, she protects carers from carrying fear into their work. She holds the details so they can hold the residents.

One of the greatest challenges in care is not the work itself, but the constant interruption of it. A senior searching for stock. A carer chasing signatures. A manager preparing for an unannounced inspection. Empathika brings calm into the noise. Live dashboards show managers exactly where the home stands. Incidents, handovers, and reviews are captured without confusion. Compliance becomes a natural outcome of daily practice, not a monthly marathon. Families feel the difference because they see teams who are present, not pressured.

People often ask what makes Empathika different from other systems. The answer is simple. She was not built from a boardroom. She was built from lived experience. Every feature has a why. Every process has a story. Every safeguard has a person behind it. And that is why she feels different. She listens. She steadies. She gives time back to the floor.

The future of care will not depend on technology alone. It will depend on how well technology honours the people who use it. Empathika exists for that purpose. To make safety feel gentle. To make compliance feel natural. To make care feel like care again. Because at its core, Empathika is not equipment. She is a commitment. A promise that no carer will stand alone under the weight of responsibility, and no resident will be cared for in fear or uncertainty.

Hendon Hall Celebrates Lifelong Football Fan with Hendon F.C. Matchday Visit

Hendon Hall is one of the most significant locations in English football history. During the 1966 FIFA World Cup, the England squad used the Hall, then a hotel, as their base camp before famously lifting the Jules Rimet Trophy following their historic victory. Nearly 60 years on in its currently life as a luxury care home, Hendon Hall continues to champion the town’s rich sporting heritage.

Signature at Hendon Hall recently enjoyed a trip to Silver Jubilee Park to support Hendon F.C. as they played Raynes Park Vale F.C. at home. While a number of residents were sadly unable to attend on the day due to the cold weather and seasonal illness, the visit became a special celebration of one resident in particular – lifelong Hendon F.C. supporter, John Fordham.

Many fellow residents at Hendon Hall also share fond memories of supporting Hendon F.C. over the years and were disappointed not to be able to join. However, John was absolutely determined not to miss the match and proudly represented the home on behalf of his fellow residents.

A long-time supporter of Hendon F.C., John has followed the club for decades, attending matches at the former Claremont Road ground in years gone by. His dedication has even seen him volunteer at the club, including helping on the turnstiles, and has even been recognised in a post on the club’s official website.

The match itself was an 4–4 draw, with a thrilling 4–3 score at half-time, adding to the excitement of the afternoon. Ahead of kick-off, John enjoyed coffee, tea, and a traditional shepherd’s pie before making his way to the stands to cheer on his team.

Reflecting on the day, John shared:

“I’ve been following Hendon F.C. for many years. The club has always meant so much to me, and I

wasn’t going to miss this for anything. The atmosphere was fantastic, and it was wonderful to be there supporting the team. They put on an incredible performance.”

The matchday trip builds on an ongoing relationship between Signature at Hendon Hall and Hendon F.C., following a visit from the Club Secretary, Jeremy, in October. During the visit, Jeremy entertained residents with a fascinating talk about the club’s history, community engagement, and life at Silver Jubilee Park.

Since then, football history and club stories have become a popular topic of conversation within the home, offering residents opportunities to reminisce and share what makes the club so special to them.

Soloman Shamash, Client Liaison Coordinator at Signature at Hendon Hall, said:

“Days like this are incredibly special. Hendon F.C. is such an important part of the local community and the personal histories of many people who live here, so being able to support the team together with a lifelong fan like John was fantastic.

“At Hendon Hall, we are passionate about helping residents stay connected to the people, places, and traditions that matter most to them, and this visit really captured that spirit for all of us.”

Looking ahead, the care home hopes to continue this football focus in the coming months. With a World Cup summer approaching, colleagues at Signature at Hendon Hall are planning a match against Hendon F.C. Supporters XI on Sunday 21 June, raising funds for BRACE dementia research and the Hendon F.C. Supporters Fund.

Like the recent matchday visit, the event will celebrate the strong bond between the care home and the local football club, while laying the foundations for wider community partnerships.

The F Word- Step Up To Avoid It!

A fall- the F word- is massively on the increase: among older people, up 57% last year!(1). More than 40,000 people are hospitalised each year because of a fall on stairs(2) Falls cost on many levels: ambulance call-outs, stays in hospital, admission into care, provision of home care. There is the psychological cost too: people become wary doing everyday activities.

Yet, with prescription of appropriate equipment, many of those could be avoided.

AAT’s S-Max Sella stairclimbing wheelchair is proven over 20 years to make traversing stairs safe for people with mobility issues/ a disability(3). Battery powered, Sella not only travels up and down stairs, but outside steps too. It removes the barrier(s) that prevents someone- young or old- being able to fully access their home environment.

Unlike alternative solutions, it is completely mobile/portable. The Sella stairclimber requires no installation nor electric supply to function. It is not limited to the staircase, meaning it can be used to move its passenger anywhere in the property and beyond without them needing to transfer off it.

Sella has an impeccable safety record and is the stairclimbing choice for virtually every local authority in the UK. As a result, it has the unique capability to be re-prescribed (re-issued) multiple times, giving the council best value and use of equipment resources.

The Nelson family demonstrates Sella’s value. They were prescribed one by their OT Fran Richardson after numerous “near misses” carrying their disabled son on the stairs. Fran commented,” “The stairclimber eliminates the risks associated with using the stairs for the family. Its versatility ensures it effectively addresses their current challenges and supports their long-term needs. The Sella cost less than half of the alternative options.”

Full details of the Sella stairclimber, including video of it in action, and how to book a free no obligation assessment, can be found @ www.aatgb.com/s-maxsella/ (1) https://operabeds.com/blogs/knowledge-hub/falls-in-the-elderly-uk-65-injury-and-accident-statistics

Care Home Costs Rise 5-6% as Councils

Face Legal Minefield Over Top-Up Fees

By Lisa Morgan, head of the nursing care fee recovery team at Hugh James Solicitors (www.hughjames.com)

The Government’s new Market Sustainability and Improvement Fund (MSIF) 2025-26 report has published, illustrating the increasing pressures that the adult social care sector is facing. The report shows a 5 – 6% increase across most adult social care services as the cost of care homes continues to rise sharply. With most councils paying below the true cost of care, a funding gap has to be filled.

That gap comes in the form of ‘top-up fees’, which are extra weekly payments that a care home charges when fees become higher than the rate councils are willing to pay. These fees can reach hundreds of pounds a week which are most often paid for by family members.

Care homes, which can reach upwards of £6,000 per month, are under scrutiny over ‘top up fees’, specifically who should be liable for paying them and in what circumstances. A top-up fee becomes payable when the cost of a person’s care home exceeds the council’s budget. Councils’ budgets operate a base funding to pay for those people who qualify, but above that base, a third-party contribution, or top up fee, may be collected.

Given the new figures published by MSIF, councils are likely to feel increased pressure to rely more on top up fees to help bridge the gap between their rates and the real cost of care. However, where top up fees are concerned, care homes would do well to recognise that many councils are failing to fulfil their legal obligations with regards to charging these fees.

People who qualify for council-funded care do so because their capital is under £23,250, meaning the council must find them an affordable care home. Only where care homes fees increase above what the

council’s budget will allow or where patients’ loved ones choose a more expensive care home do top up fees become payable.

When top up fees are due, the council has a legal duty to offer the family a genuine alternative within the council’s budget; this must be done in a fully informed, transparent manner so that the family has fully understood what they are committing to.

There have been examples where councils have failed to provide these options where top up fees are concerned, landing them in hot water with the ombudsman. Birmingham Council, for example, was mandated to pay 11 years’ worth of top up fees having failed to provide an affordable alternative care home or provide clear information about the fees to one family. Similarly, Derbyshire Council was made to refund top-up charges as it failed to demonstrate that it had offered the resident a ‘genuine choice’ of alternative care home.

These cases should act as warnings for councils who do not understand the risks associated with charging family members top-up fees willy nilly, especially given the sharp rise in care fees over recent years. The cost of care means councils are often struggling to find placements at their usual rates. Turning to families to make up this difference, instead of increasing what they are prepared to pay, can be a risky move.

A council is legally required to cover the full cost of a person’s care if there is no affordable care home alternative. This is irrespective of the budget pressures facing councils, rather it is their legal duty. They can only ask family members for top up fees if they have provided a suitable, affordable option first which the family has freely chosen to decline in favour of a more expensive care home.

At a time when councils are under significant budget pressures, it is more important than ever that they follow their legal duties where top up fees in care homes are concerned. The financial and reputational risks of failing on this matter far outweigh the cost of funding a placement properly in the first instance. It could mean years of repayments, significant compensation and huge administrative burdens.

Tea & Talk Café Brings Connection and Companionship to Haslemere’s Older Community

A new monthly dementia café in Haslemere is creating a welcoming space for older people, carers and those living with dementia to connect, talk and enjoy each other’s company.

Tea & Talk, which takes place on the third Tuesday of every month at Haslemere Methodist Church, is run by Brownscombe Care Residences and Surrey Heights Dementia Care Centre, part of CHD Living. While designed to support people affected by dementia, the café is open to all older people in the community, as well as carers supporting loved ones at home.

The initiative was launched in September 2025 with the aim of reducing isolation and offering a relaxed, friendly environment where people can meet without pressure or the need to book. Guests are invited to enjoy tea, coffee and homemade cake, prepared by the care homes’ chefs, alongside informal conversation and peer support.

Around 10 to 15 people currently attend each session, including care home residents and local community members. The team hopes to welcome more people as awareness grows, particularly those who may not be active online.

Deseree Arnold, a resident who attends the café, said: “Tea and Talk Café is more than just tea and cake. It’s a place where people living with dementia, older adults, carers and members of

the community can feel understood, welcomed and connected.”

Nick L Jones, another resident, said: “I love coming along because I’ve made friends and connected with people from outside my home.”

The sessions are supported by experienced wellbeing coordinators and care professionals, who are on hand to offer reassurance, conversation and information if needed.

Molly McWilliams, Wellbeing Coordinator at Brownscombe Care Residences, added: “Seeing guests relax, share stories and enjoy time together over a cup of tea reminds us why this space matters so much.”

Karen Roberts, Wellbeing Coordinator at Surrey Heights Dementia Care Centre, said: “I’ve worked with people with dementia for many years, and seeing our residents interact with people from the wider community is incredibly rewarding. It really boosts their confidence, and I’m passionate about supporting families and carers by sharing my knowledge and experience to help them feel more confident too.”

The café has already received strong backing from Haslemere Town Council and the Mayor of Haslemere will be attending on Tuesday 20th January.

Tea & Talk takes place every third Tuesday of the month, is free to attend and open to anyone who would benefit from company, conversation and a warm welcome.

Comfort Is Not A Strategy

Why Social Care Needs To Get Braver About Technology, Data And Risk

Technology decisions in adult social care are no longer confined to IT teams or procurement processes. They shape everyday experiences. They influence how people are supported, how staff work, and how services demonstrate that they are safe, effective and accountable. At the same time, the sector is under immense strain. Demand is rising. Workforces are stretched. Regulation is intensifying. Digital tools are increasingly positioned as part of the solution, expected to stabilise systems that are already under pressure.

It is no surprise, then, that social care has leaned heavily on frameworks, standards and guidance to help make sense of risk, data and technology. These are important. But they are not enough on their own. When you step away from policy documents and listen to lived experience, a more complicated picture emerges.

Families may experience monitoring tools as reassuring. People drawing on care can experience those same tools as intrusive, empowering, or something in between. Care leaders are often focused on accountability, liability and safety. All of these perspectives are valid, yet they rarely point in the same direction.

The danger is not disagreement. It is pretending these tensions do not exist.

SAFETY, DIGNITY AND THE SPACE IN BETWEEN

Safety often becomes the organising principle for digital decisions. Sensors, alerts and data sharing systems are introduced to reduce risk and provide reassurance in a system where staffing is limited and time is scarce.

For some people, this technology creates freedom and confidence. For others, it feels like constant visibility. Even where consent is given, the emotional experience of being monitored is not always fully

explored.

These decisions may be made in assessments and meetings, but their impact is felt in bedrooms and living rooms. Dignity and privacy are not technical concepts. They are personal, value-based, and deeply contextual.

How often do we revisit these choices?

How clear are we about what data is collected and why?

What happens when one person’s sense of safety conflicts with another’s sense of dignity?

CONSENT IS NOT A ONE-OFF

MOMENT

Consent in digital care is often treated as a single action. A form signed. A box ticked. A decision made.

In reality, consent is fragile and changeable. Technologies are frequently introduced during moments of transition, or gradually become part of daily routines before anyone has time to reflect. What starts as a choice can quietly become the default.

As systems grow more complex, understanding becomes harder too. Many people, including professionals, are still learning how data is stored, shared and analysed. That makes meaningful consent difficult to sustain over time.

True consent requires revisiting, re-explaining and re-negotiating. It also requires making refusal possible, even when doing so feels uncomfortable or increases perceived risk.

WHO BENEFITS, AND WHO CARRIES THE COST?

Technology is often discussed in terms of efficiency and innovation. For care workers, the experience can be mixed. New systems promise time savings, but sometimes introduce extra steps, new pressures and new forms of oversight.

At the same time, when tools are designed and introduced well, they can reduce duplication, improve coordination and support better care. The difference is rarely the technology itself. It is whether people were involved in shaping it, and whether their expertise was respected. When systems fail, it is frontline staff who absorb the impact. They manage workarounds, late alerts and broken workflows. How organisations acknowledge that reality shapes trust far more than any digital strategy document.

CHOOSING COURAGE OVER COMFORT

Having honest conversations about technology in care is uncomfortable. It forces us to confront trade-offs rather than hiding behind process or policy. But discomfort is not failure. It is a signal that something important is being examined.

Throughout March, Digital Care Hub is creating space for these difficult conversations, from privacy and consent to robotics and the future of care work. Because comfort is easy. But courage is what leads to better decisions.

Technology is the topic, but dignity, safety and relationships are what’s truly at stake.

Join the conversation at www.digitalcarehub.co.uk/digital-care-in-focus #DigitalCareInFocus #DifficultConversations

The Pivotal Link Between Digitisation and Enhanced Standards of Care

By Alison Foreman, Commercial Director of We Care Group

The social care sector is moving away from analogue systems and into the digital age, and for good reason.

The Digitising Social Care programme was launched in 2022 with the aim of levelling the playing field between health and care, and great progress has been made so far.

The sector has embraced many of the latest technologies and, in some cases, is now ahead of the NHS in terms of digital development.

This is a huge leap for a sector that is struggling with persistent underfunding, chronic staff shortages, and an ageing population. As of mid-May 2025, 85.7 per cent of total beds in care homes were occupied, so it’s clear that social care is under real pressure.

We need to embrace innovation to deliver the standard of care patients up and down the nation deserve, and digitisation is making this possible. Technology has the potential to transform social care significantly, and whether it’s improving resident outcomes or reducing staff workloads, the digitisation of the system is well worth the effort.

DIGITAL

CARE PLANS

In many ways, high-quality, personalised care comes down to having the right plans in place. Each care home resident should have a tailored care plan that meets their physical, mental, and emotional needs, clearly setting out any medication, treatments, activities, additional requirements or personal preferences that will help them feel their best.

Care plans are gradually moving into digital format, known as a Digital Social Care Record [DSCR], making it easier for care providers and medical professionals to respond to residents’ needs more quickly. Around three quarters of the adult social care sector are now using digital records, and it’s easy to see why.

DSCRs allow resident information to be shared more seamlessly between care home staff and doctors, reducing the issues caused by traditional paper- based systems. For instance, if a resident’s medication dosage needs altering slightly, doctors will have access to their full medical records at the click of a button, speeding up the response and reducing the time the resident spends in pain or discomfort.

What’s more, digital records reduce the amount of time care staff spend on admin such as manually recording, reporting, and recovering patient information, freeing up their time to spend caring for residents instead. Staff can more easily give their full attention to residents, creating better quality, more efficient, and more personalised care.

AI AND IDENTIFYING PAIN

Artificial intelligence [AI] is a hot topic, and it’s having an impact in the care sector too. Earlier this year, a

new AI-driven pain assessment app was piloted in Central Bedfordshire, aiming to help care staff identify resident pain levels and improve care standards.

Many residents in care homes, particularly those with dementia or learning difficulties, struggle to verbalise when they are in pain, meaning they suffer in silence. The new PainChek app features automated facial recognition and analysis to detect facial muscle movements which indicate pain. When combined with a carer’s own observations, a pain score is calculated and analysed to plan and deliver the appropriate treatment.

The initial pilot scheme supported more than 450 individuals, and as of mid-May 2025, over 14,200 PainChek assessments have been completed with more than 760 residents.

Technology has the power to considerably increase resident’s quality of life when used in this way, helping manage their pain, prevent accidents and injuries, and reduce hospital visits. When paired with human instinct, AI can be a truly effective tool to enhance standards of care.

MONITORING AND PREVENTING FALLS

The NHS estimates that one in three adults aged over 65 and half of those over 80 will have at least one fall a year. Many of these falls will require hospital treatment, costing the healthcare system more than £2 billion a year.

Preventing these falls wherever possible is becoming easier thanks to the digitisation of care homes, with sensor systems and motion detectors powered by AI able to learn typical movement patterns of residents. Any movements that are out of the ordinary, such as staggering, stumbling, or a fall, are detected and staff are alerted. Monitoring behaviour in this way also means early intervention can be taken if patterns begin to occur.

A recent pilot scheme of this technology saw the number of nighttime falls in a South West London care home more than halve, and hospital admissions dropped by 20 per cent compared to the previous nine months. The results speak for themselves.

Caring for residents is about pre-empting any issues and early intervention, as well as treatment, and sensors offer a solution to make a real difference.

FINAL THOUGHTS

It’s clear that there’s a pivotal link between digitisation and standards of care, and as an industry we should be embracing the benefits of technology.

While technology can never replace the warmth, compassion and care of a human being, when used as a tool to enhance standards of care, the lives of both residents and staff are improved immeasurably.

From introducing digital care plans to speed up response times and reduce admin workloads, to using AI to detect and monitor pain levels and predict falls, digitisation is here to stay. Residents deserve the highest level of care possible, and technology is giving us the means to make this possible.

Plenty To Celebrate As Colleagues At Leeds Care Centre Mark Combined Work Service Of 110 Years

There were plenty of celebrations at a Leeds care centre as they marked a combined work service of 110 years for staff. Angelo Roura (15 years), Surinder Boughan (20 years), Musema Kitumaini (20 years), Rachel Bailey (20 years), Rosalyn Concepcion (20 years), Furaha Muderhwa (10 years) and Charlotte Cooper (5 years) all work at MHA Moor Allerton Care Centre and celebrated their work anniversaries.

MHA Moor Allerton Care Centre offers the opportunity for Leeds residents to join a friendly community, with all the freedom and privacy of having your own front door.

The development is split into the Bay Tree Day care centre, Yew Tree and Rosewood Court which contains a total of 70-oneand-two-bedroom flats for rent, creating a diverse and vibrant community of residents aged 55 and over.

Additionally, Bay Tree Day care centre offers a welcoming and vibrant space designed to provide older people living with dementia with stimulating activities, extra help with daily living, and opportunities to socialise.

The management team marked the celebrations by presenting everyone with their certificate and gifts.

Speaking after the celebrations, Angelo, who is the assistant manager at the Bay Tree Day care centre said:

“Time really does fly, I started working with MHA in 2010 and I really enjoyed working here.

“There are so many memories, good and bad, that I will treasure and will cherish as part of my career.

“These experiences made me the person I am today.

“Working at MHA is truly special and I can say that I am so confident and knowledgeable with my job

because of these experiences and the struggles and challenges that come with it.

“It’s very rewarding, I have learned so much as I have worked from different places and schemes in MHA around Yorkshire.

“There were times that I was thinking of moving to a different company or to go back to the NHS and pursue my nursing career again but because of the people I worked with and the joy and opportunities that MHA brought and offered to my life, that stopped me from moving elsewhere.

“Here at MHA Moor Allerton, we are like one big family.

“I have stayed here not because of money, but because of what the real meaning of our job brings to our lives, and that’s joy, happiness, love, comfort, and support to each other.

“Our residents and clients are all so lovely, they are like my grandparents. They are adorable and always grateful and appreciative with what we do for them.

“Personally, MHA for me is a great place and company to work with. I feel, here you will get the help and support to reach your goal as long as you’re dedicated and willing to do it.

“MHA supported me to achieve my goal and 2 years ago I received my MSc master’s degree in advanced dementia studies.

“MHA is a great place to work, and it will mould you into the person you want to be. It’s not about the workplace , it’s all about you if you’re not dedicated and not happy, and if you don’t put your heart and soul into it, it won’t work whichever and wherever you decide to work”.

New Corridor Care Analysis Reveals “Exponential Increase” in People Aged 65+ Waiting Between One and Three Days in A&E

Shocking new analysis by Age UK in 2024/25 shows there were more than 100,000 instances of over-65s waiting between one day (24hrs) three days (72hrs) in A&E after a decision to admit them had been made In more than half (54,000) of these cases these older people were aged 80 plus.

Data reveals “exponential increase” in the last 6 years – in 2018/19, people aged 65 plus experienced a wait of between one and three days in A&E only 1,346 times.

Sadly, Age UK has already established that if you are an older person who comes into A&E today, there is a considerable risk that you may face a wait of 12 hours or longer before a decision to admit you results in you actually moving to a hospital bed on a ward. The data also show that older people are the population group most likely to experience long waits and so-called Corridor Care (‘The Longest Wait– Our A&E Crisis Demands an Emergency Response’)

Now, new analysis of NHS England data obtained by Age UK through a Freedom of Information (FOI) request has found that for horrifying numbers of older people the situation is even worse than we thought: in2024/25, the most recent year for which figures are available, there were 101,972 instancesof people aged 65 plus enduring waits ofbetween one and three daysin A&E after a decision to admit them had been made.

The Charity is hugely concerned that in more than half of these cases, the older people affected were aged 80 plus (53%or53,870).

A review of the trends over time demonstrates that this phenomenon of older people having to wait for between one and three days for a hospital bed on a ward has exploded beyond all recognition in the last few years, growing from virtually nothing to a major problem now. We have witnessed an exponential increase over six years that shames our society and the NHS and that in Age UK’s view demands a more urgent Government response than appears currently to be being offered.

Age UK’s FOI request related to attendances at type 1 Emergency Departments in England.The data provided by NHS England grouped all waits between 1 and 3 days into a single category. NHS England has said that any waits recorded above three days arelikely to be theresult of data quality issues and are only included as part of the number of total attendances. However, Age UK and other organisations working in this policy area have heard accounts of people waiting even longer than three days – in a few cases up to a week.

In considering the disastrous impact on very sick older people of having to endure a lengthy period waiting for a hospital bed, often in discomfort on a corridor or in another inappropriate space, it is also important to recognise that some will also have experienced other delays waiting for an ambulance, and in going through the triage process once they have arrived in A&E. That’s why Age UK is calling on the Government to lead a comprehensive, urgent process of change. Ministers have said they wish to see an end to Corridor Care by the end of this Parliament but there’s a pressing need for them to publish a plan setting out how this is to happen, to give hope to hospital staff who are in despair about having to work in these awful conditions, and reassurance to older people, growing numbers of whom are fearful of what a trip to hospital may bring.

Caroline Abrahams, Age UK Charity Director, said:

“It is staggering that more than 100,000 over-65s had to wait between one and three days for a hospital bed over the course of a year, more than half of them aged over 80. Waiting for more than 24 hours, often on a hard chair in a corridor or other overspill area, when you are extremely unwell, in pain, probably alone, maybe fearing for your life, would be horrific at any age, let alone if you are in your eighties or beyond. And yet this is happening day in, day out in the worst affected hospitals, to the extent that it’s become routine.

“We should all be ashamed that this is what we’ve come to in some hospitals, it’s utterly soul destroying for doctors and nurses, and extremely frightening for older people who know they may need to go to A&E one day. Of course, no one is happy with conditions like these, including Ministers, but at Age UK we are yet to be convinced that the Government really appreciates the seriousness of this situation and has the grip to turn it around.

“Because the good news is that it can be turned around, as some hospitals have shown.

There is much that they can do themselves to reduce their long waits and Corridor Care, learning from the example of the best, but they can’t do it all on their own and there’s a pressing need for Government to show leadership and publish a comprehensive, costed plan. It certainly isn’t possible to eradicate Corridor Care and long waits with the stroke of a pen, it will take time and commitment, but the sooner the Government makes a start the quicker we’ll restore a sense of decency in and around our A&Es, which is the least that our older population and hard-pressed hospital staff deserve.”

Kailash Manor Celebrates Three Years of Culture Centred Care

The party was in full swing as Kailash Manor marked its third birthday in style with a loud and lively party attended by residents, family members and the local community. The home first opened its doors on December 16 2022 and has become the gold standard for residential, nursing and dementia care. The festivities were made even more special as the home welcomed Harrow’s 73rd Mayor Councillor Anjana Patel to take part in the singing, dancing and overall celebration of this wonderful milestone.

Home Manager Manju Bhandari, kicked off the celebration with a poignant speech highlighting the hard work of the care team, the support of families and the wider community and the privilege of working with residents in their forever home at Kailash Manor. Attendees were treated to melodious singing, energetic dance routines and witty MCing by the home’s Maharaj (priest).

Councillor Patel addressed the crowd as both mayor but also an active member of the local South Asian community that Kailash Manor serves. She is Harrow’s first British Tanzanian/Indian-born Mayor and spoke of how this hybrid identity, that she shares with many of those who were present, has contributed to her work and legacy in the borough. Councillor Patel praised the work being done at Kailash Manor to bridge the gap between two co-existing cultural identities, creating a safe environment for residents and families to be wholly Indian and wholly British.

To close off the celebration, a young Bollywood dance troupe performed an infectious number for the crowd and Councillor Patel cut the anniversary cake. Reflecting on the celebrations, Hotel Services Manager Sagar Joshi said: “It was a wonderful time for the home and for the community, I am excited for what the next year will hold.”

Anenta Urges Action To Protect Care And Nursing Home Staff From Dangers Of Hazardous Medical Waste

A new academic report from the University of Oradea has placed a spotlight on the urgent need for the adoption of better prevention, training, and safer treatment technologies to reduce harm from the growing volume of healthcare waste produced worldwide, says leading independent healthcare waste management company, Anenta.

Shedding light on hazardous medical waste and its rising risks to clinical staff, healthcare workers, and those who handle medical waste, Anenta believes that the ‘Healthcare Waste Toxicity: From Human Exposure to Toxic Mechanisms and Management Strategies’ report is a sharp reminder that producers of healthcare waste need to be vigilant and diligent.

In Anenta’s view, this is particularly important in relation to the disposal of sharps, infectious, pharmaceutical, pathological, cytotoxic, and chemical waste, and applies to GPs, hospitals, laboratories, pharmacies, research centres, dental clinics, care and nursing homes.

“The findings of this study reiterate just how important segregation, governance, and training are in preventing harm to staff and the wider community,” said Kim Ormsby, Assistant Director at Anenta, adding: “It’s vital that every measure, including handling, transportation, treatment, storage, and disposal is properly understood, implemented, and audited, which is exactly why we’ve created a free e-learning module on healthcare waste to help businesses in the primary care sector.”

Covering a number of topics such as waste segregation, simplification of waste processes, waste reduction, and colour-coded containment, the 45-minute training module is accessible free of charge to care homes, and healthcare professional via the Health Education England online portal. These courses help those in the primary care sector meet duty of care obligations and ensure consistent adherence to environmental and CQC standards.

This, in turn, helps smooth the pre-acceptance and duty of care audit process, which is essential for compliance under the Environmental Protection Act 1990, and helps avoid the risk of waste contractors refusing to make collections due to instances of ‘non-compliance.’

Aided further by Anenta’s remote hazardous waste audits, which give care homes, nursing homes and producers of healthcare waste the ability to conduct compulsory duty of care and pre-acceptance audits in

as little as 40 minutes, Anenta has removed the need for tedious third-party onsite audits, which can take up to 6 days. In addition to saving time, Anenta’s online solution also reduces costs by up to £800.

Combined, this process helps to ensure compliance for care homes whose staff are exposed to a range of different types of waste, including sharps, clinical, infectious, and offensive waste.

“Protecting workers and the wider community from the dangers of medical waste is critically important,” says Ormsby. “Without consistent training and clear policies, staff can all too easily be put at unnecessary risk, which is why we work closely with care and nursing homes to ensure that their waste management processes are streamlined and effective, ensuring a safer healthcare environment for all.”

Anenta, which was awarded the Healthcare Waste Management Company of the Year title at the prestigious Healthcare Business Review Europe Awards 2025, acts as an external contract manager delivering bespoke, affordable, and professional services across recycling, general waste, saniwaste, confidential, and clinical waste streams. Managing over 450,000 collections annually from more than 20,000 locations, Anenta has saved its clients over £13 million directly, while introducing workplace efficiencies that have generated a further £35 million in savings.

Much of these savings are possible thanks to Vector, Anenta’s proprietary, multi-stakeholder system, which equips all parties in the healthcare waste supply chain with real-time updates on documentation, billing, compliance and outcomes. Highlighting inefficiencies and providing data-driven insights to improve service, delivery and operational performance, Vector ensures the delivery of fair billing practices through the analysis of thousands of invoices to identify and address any instances of overcharging.

Free training module:

https://portal.e-lfh.org.uk/Component/Details/763177

Website www.anentawaste.com

Contact page https://www.anentawaste.com/contact-us/ Call 03301222143

Liberal Democrats Call for US Drug Deal Funds to Be Redirected into Social Care

The Liberal Democrats have called on the government to abandon a controversial pharmaceutical agreement with the United States, arguing that the savings should instead be invested in England’s struggling social care sector.

Under the current arrangement, UK pharmaceutical products will continue to enter the US market without tariffs for a three-year period. The agreement requires the NHS to increase its cost threshold for new medications by a quarter.

Daisy Cooper, the party’s deputy leader, has been critical of the deal’s financial implications, suggesting the expenditure represents poor value for money that could have been directed towards care services.

The Liberal Democrats are pressing Prime Minister Sir Keir Starmer to take personal charge of cross-party talks on social care reform. Despite announcements made a year ago about establishing dialogue on the sector’s future, the party claims that Baroness Casey’s independent commission on adult social care has convened just once for cross-party discussions.

Estimates of the deal’s cost to the NHS have varied considerably. Whilst some reports have suggested annual costs could reach £3 billion, both Downing Street and Health Secretary Wes Streeting have indicated the actual figure would be closer to £1 billion by spring 2029.

Ms Cooper stated that urgent action was needed to address what she described as a crisis in care provi-

sion. She emphasised that families continue to experience difficulties with a system she characterised as inadequate, whilst hospital capacity remains affected by delayed discharges.

GOVERNMENT RESPONSE

Government representatives have rejected claims that the pharmaceutical agreement will cost £3 billion, insisting that frontline NHS services will not face funding cuts to accommodate the deal.

A spokesperson defended the arrangement as an important investment that leverages Britain’s pharmaceutical sector whilst improving access to treatments. They acknowledged inheriting significant challenges around hospital discharge following previous administrations.

The government pointed to increased appointment availability and improving NHS productivity as evidence of progress. Officials stated they are collaborating with Baroness Casey on care sector reforms whilst working to better integrate NHS and social care services.

Measures being implemented include updated guidance on hospital discharge procedures and the development of neighbourhood health teams designed to deliver more care in community settings.

The ongoing debate reflects wider concerns about social care funding in England, where the sector has faced sustained pressure from workforce shortages, rising demand, and financial constraints affecting both providers and local authorities.

Delayed Discharge Costs NHS Scotland £440m A Year

Thousands of medically fit patients remained in hospital beds for an additional 720,000 days during 2024-25 due to delayed discharge arrangements, according to healthcare regulators.

The problem, which results when patients ready to leave hospital cannot be transferred to appropriate care settings, reflects mounting strain across both health and social care systems, and affects people’s physical and mental health, and make it harder to admit others to hospital the regulators said.

These avoidable hospital stays are estimated to cost approximately £440 million annually, though the complete economic impact remains uncertain. Despite various initiatives aimed at addressing the crisis, limited assessment of their effectiveness means it is unclear which interventions are proving most successful or whether they represent good value for taxpayers.

A joint report by the Auditor General for Scotland and the Accounts Commission warns this has a significant effect, despite impacting only around three per cent of hospital patients.

The causes are complex, including rising demand for health and social care services, financial pressures, long-standing recruitment and retention problems across Scotland and for some, not having a Power of Attorney in place.

Reducing delayed discharges is a priority for the Scottish Government and their partners in health and social care, with significant activity underway to tackle this. But a lack of evaluation of initiatives across the country means it is difficult to measure what is having the greatest impact and whether these initiatives

represent value for the money and time spent.

Stephen Boyle, Auditor General for Scotland, said: “Delayed discharges from hospital have far-reaching impacts on people’s health and well-being. The Scottish Government, health bodies, councils and other partner organisations agree on the need for major changes and are actively trying to reduce delayed discharges.

“Now they must improve how they collect, analyse and use data to evaluate the initiatives underway to tackle the problem. Without this, it’s impossible to understand the impacts and costs of delayed discharges and whether the initiatives across Scotland are improving lives, services and delivering value for money.”

Malcolm Bell, Member of the Accounts Commission said: “Significant change is critical across our health and social care services, shifting towards preventative care, greater use of technology and ongoing investment in the workforce. Without this, the care and support individuals need to leave hospital won’t always be available.”

Welcoming the report, geriatrician Professor Andrew Elder, president of the Royal College of Physicians of Edinburgh, said the long-standing problem has intensified: “Delayed discharges have existed in the NHS in Scotland for decades, pre-dating the current government’s tenure, but have become more visible in our acute hospitals as the capacity in ‘downstream’ non-acute NHS facilities has been progressively reduced. The ageing of our population is a societal triumph, but our failure to provide integrated health and social care for that population risks turning that triumph into a disaster.”

Care Show London - Navigate the Future of Care with Confidence

Care Show London 2026 running on 29-30 April at Excel London, will be opening its doors for the third consecutive year to the whole care community. Matthew Moore, Show Manager highlights what is on offer at Care Show London as well as key speakers and sessions to look out for.

KEY THEMES AND GOALS FOR CARE SHOW LONDON THIS YEAR

Care Show London is the meeting place for the social care community, united by a shared commitment to delivering the highest standards of care. The show provides a platform to learn best practice, explore innovative products and services, and develop practical skills to support day-to-day work.

The focus this year is on helping you confidently navigate the future of care. Through expert-led sessions and sector insight, you’ll gain the clarity, support, and direction needed to prepare for what’s next, with key themes including workforce, regulation, policy, AI and technology, business sustainability, palliative care, and more.

CONFERENCE PROGRAMME

Care Show London conference programme covers key challenges within the sector, matching these with established care professionals who are able to provide solutions to these. With over 180 experts in the sector speaking at the show, we'll cover everything from strategic business support to specialised dementia care, to sustainability wins and so much more!

With seven dedicated theatres hosting sessions across the two days and over 60 hours of world-class education, attending this event will provide you with the tools and solutions to improve the quality of care you provide. Must see sessions:

• Keynote Theatre – CQC update: our journey, priorities, and what’s next for adult social care

People & Business Theatre - Winning self-funded clients through strategic marketing and sales

Technology Theatre - What's happening internationally? How social

care across the globe is using technology to improve outcomes

Catering, Hydration and Nutrition Theatre - Cognition-supporting Vitamin B12 needs our attention: how to incorporate more into meals with ease

IHSCM Leadership in Tough Times Theatre - How to build an effective team

Care Providers’ Voice Masterclasses - What will the care workforce look like in 2030?

The Outstanding Society Learning Lounge - Safe medicines management: complex medication and reporting

Key speakers: Chris Badger, Chief Inspector of Adult Social Care & Integrated Care, CQC

Isaac Samuels OBE, Co-Chair, NCAG & TLAP

Fran Vandelli, Dementia Lead, Bupa Care UK

Aneurin Brown, CEO, Hallmark Luxury Care Homes

Emma Jane Tinkler, Programme Manager, HC-One

Kevin Humphrys, CEO, Oakland Care Group

• Michelle Corrigan, Programme Director, Digital Care Hub

Clare Jefferies, Business Director, Home Instead Wimbledon & Kingston

Giuseppe Di Martino, Learning Disability and Autism Commissioner, Slough Borough Council

Katy Hague, Chief of Staff, Crystal Care Homes

Lucy Campbell, CEO, Right at Home UK

Sarah Sabater, CEO, CareYourWay

Charles Taylor, Owner, Taylor & Taylor Care Group

Alyson Vale, Business & Operations Director, Abbotsford Care Ltd TOP SUPPLIERS

Alongside the dedicated conference programme, Care Show London hosts over 200 top suppliers from the sector, offering a wide range of products and solutions to help improve your business. From catering suppliers to software providers, you’re sure to find an exhibitor with what you’re looking for.

NETWORKING

With so much happening at the show, don’t forget to make time to connect with sector peers. With over 3,750 care professionals expected at Care Show London, it’s a great opportunity to meet like-minded professionals who understand your challenges and desire to build strong relationships.

Care Show London 2026 is your opportunity to confidently navigate the future of social care. With expert-led sessions, innovative suppliers, and thousands of professionals under one roof, the show provides the knowledge, connections, and tools you need to stay ahead and succeed in a changing landscape.

Register now to join your community for two days of learning, networking and inspiration. Visit the Care Show London website or click visit https://forms.reg.buzz/care-show-london-2026/carer To view the conference programme, visit: https://www.careshowlondon.co.uk/thecarer26

PRODUCTS AND SERVICES

Care Is Hard Enough. Activities Shouldn’t Be

Ready-to-use activity products designed to support meaningful engagement in everyday life.

Everything you need to inspire connection, stimulation and wellbeing CREATIVE & SENSORY ACTIVITIES

Art, craft and sensory products designed to engage, calm and inspire. COGNITIVE & REMINISCENCE

Memory-based activities and conversation starters that encourage connection. GAMES & GROUP ACTIVITIES

Inclusive games and group activities suitable for a wide range of abilities. ONE-TO-ONE & MEANINGFUL ENGAGEMENT

Personalised activity products that support wellbeing and individual needs. Thoughtfully selected to be accessible, inclusive and easy to use in busy care environments.

Explore our full activity range - www.bluerain.store where you will also find our informative blogs and contact form as friendly advice is always on hand.

See thee advert on page 4.

HipSaver Soft Hip Protectors

HipSaver Soft Hip Protectors protect the elderly and disabled people from fallrelated hip fractures.

Designed to protect elderly people from fall related hip fractures, HipSavers are a leading brand of soft hip protectors. Used in the NHS since 2002, HipSaver Soft Hip Protectors are user friendly, affordable and cost-effective personal protective garments. Soft, comfortable, effective and compatible with incontinence protection, HipSaver Soft Hip Protectors are perfect for use in care homes and by elderly people living independently.

HipSavers should be worn day and night for 24 hour protection and especially during physical and recreational activities, when accidental falls, slips and trips can lead to hip fractures.

Available as comfortable underwear or long casual pants in several sizes for men and women, HipSavers feature soft protective airPads permanently sewn into the garments over the hip areas prone to injuries and fractures. HipSaver TailBone models have an

additional protective airPad over the coccyx on lower back for protection during swaying, accidental knocks, bumps and backward falling.

Machine washable at high temperature and tumble drier friendly, HipSavers are practical, hygienic and durable.

HipSaver Soft Hip Protectors - affordable protective garments for the elderly and disabled people! For more information, contact Win Health Medical Ltd - 01835 864866 - www.win-health.com

See the advert on page 3 for further products.

Washing Machines for Care Homes

MAG Laundry Equipment is a multiaward-winning supplier of commercial washing machines & tumble dryers that supports over 10,000 care homes across the UK.

Clean laundry and bedding is critical for care homes, hospices, nursing homes, hospitals and other healthcare organisations. With a nationwide fleet of accredited engineers MAG Laundry Equipment has successfully assisted over ten thousand care homes with their products, services, information and support.

affordable machines on the market. Care homes have peace-of-mind that their laundry machines can quickly be maintained and repaired as MAG Laundry Equipment supply, install and service equipment across England, Scotland and Wales.

If you are looking for high quality wash results that remove stubborn stains then speak with MAG for their recommendations. Complete thermal disinfection is a standard feature on their washing machines for nursing homes.

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

To find out more about how MAG can support your care home telephone 01353 883025 or visit www.maglaundryequipment.co.uk. See the advert onthe back cover of this issue.

Repose Furniture is one of the UK’s leading manufacturers of bespoke seating solutions, with a reputation built on craftsmanship, innovation, and a strong commitment to improving the quality of life for its customers. Established in 1999 and based in the West Midlands, the company has grown from a small family business into a trusted supplier to both the domestic and healthcare markets. Every chair produced by Repose is handmade in the UK, with an emphasis on quality, durability, and comfort, ensuring that each product meets the specific needs of its user. Whether for home use or demanding healthcare environments, Repose combines skilled upholstery techniques with modern engineering to create chairs that provide postural support, pressure management, and ease of use. Their wide product portfolio includes rise and recline chairs, hospital and care home seating, bariatric solutions, and specialist products designed to address particular medical and lifestyle needs. An essential element of their offering is flexibility: customers can choose from a range of back styles, seat cushions, mechanisms, and fabrics, allowing each chair to be tailored to the individual. Interchangeable parts mean that a chair can adapt as a user’s requirements change, extending the product’s longevity and ensuring value for money. The healthcare sector is a particular area of expertise for Repose. They strive to design chairs that balance comfort with clinical functionality. Features such as tilt-in-space mechanisms, adjustable cushioning, and pressure relief options make their healthcare seating particularly suited to long-term use in hospitals, hospices, and

Grand(e) Way To Address Scoliosis Support

Meadow View Nursing Home in Chesterfield has found a grand(e) way to support a new resident with scoliosis- an innovative vacuum posture cushion.

The middle-aged client joined the home after a spell in hospital: underweight and fragile, she needed additional skeletal support and 1:1 care. Meadow View- part of Emh Care & Support- could provide the high quality round-the-clock attention she required.

The home’s nurses responsible for the lady were struggling to find a way to keep her comfortable and safe in bed. They raised the issue with the home’s Occupational Therapist, who suggested AAT’s Grande mattress with Treat-Eezi cover.

Using vacuum technology, the mattress-sized beanbag can be contoured exactly by the staff exactly as needed, to provide the lady with a secure yet comfortable position without pressure points.

By using the vacuum principle, any air in the cushion is removed, thereby fixing the moulded shape and removing the need for frequent re-positioning. The shape and firmness of the Grande can be adjusted as little or much as needed. The cushion can be precisely moulded to create abduction and adduction wedges, or an asymmetrical body position- all by the care-givers, within minutes(1). The addition of the Teat-Eezi overlay helps maintain blood flow and

gives an extra layer of protection against the risk of ulcers.

Meadow View Manager Gillian Kent comments, “The Grande gives support to her overall body structure, yet is soft and comfortable. The team find it’s easy to reform when she is supine, so they can ensure her continued relief and security when she’s lying in her bed. It has really helped her overall daily and nightly relaxation.”

Find out more about AAT’s Grande vacuum posture cushions here: www.aatgb.com/grande

care homes. The company’s bariatric range demonstrates the same careful attention to detail, offering robust yet comfortable solutions for larger users.

While customisation is the centre of the Repose offering, they also recognise the urgency often faced in healthcare settings. To address this, Repose have developed their Healthcare Express Chairs, designed to deliver high-quality healthcare seating at speed. The models in this range can be despatched within just five

continues to be a trusted partner in multiple sectors throughout the country and beyond.

In combining bespoke design with reliable express options, Repose Furniture stands out as a manufacturer that truly understands the diverse needs of its customers. For over 25 years, it has delivered not just chairs, but comfort, dignity and independence

Christie & Co Forecasts 2026 Care

Market Growth As Prices Rise 7.1%

And Investor Demand Surges

Specialist business property adviser, Christie & Co, launched its Business Outlook 2026 report earlier this month, which reflects on the themes, activity and challenges of 2025 and forecasts what 2026 might bring across the sectors in which Christie & Co operates, including in the care sector.

The report begins with an overview of the care home investment market. Christie & Co notes that the market continues to attract significant interest, particularly from US-based funds. A notable trend is the emergence of management contracts under the RIDEA structure, which allows REITs to own both the operating company and the underlying property – this model has already been adopted by major players, with Welltower acquiring Care UK, Barchester, and HC-One under this framework. Despite these structural shifts, yields have remained relatively stable, ranging between 6 per cent and 10 per cent.

At the same time, international investors are showing increased appetite for exposure to the UK market, reinforcing its position as a key sector for global capital.

In the development market, the pace of new care home builds continues to lag behind market demand, largely due to a drawn-out planning process and the limited appeal of certain areas where private pay is scarce, resulting in 77 new build care homes opening over the course of the last year, providing an additional 4,795 beds at an average size of 62 bed spaces.

In the past year, there has been a larger number of beds created by extending existing care facilities, with an additional 6,551 beds being built via the extension of 156 existing care homes. Although construction costs remain high in many regions, there were signs of this easing during the second half of 2025, which is a positive shift for the development sector.

In the going concern market, trading performance has generally improved, supported by strong occupancy levels and a reduction in reliance on agency staff. Positively, the number of distressed cases handled by Christie & Co’s team decreased by 22 per cent in 2025, reflecting improved trading conditions across the sector. Transactional activity heightened across assets of all sizes in 2025 – from small seven-bed homes to large facilities with over 100 beds. Meanwhile, not-for-profit providers continue to rationalise their portfolios, adding further momentum to market dynamics. Many operators are now seeking opportunities to expand, even as the number of care homes coming to market has fallen by approximately 15 per cent. Bank appetite for lending within the sector remains positive, and there is a notable emergence of a strong first-time buyer market.

PRICE MOVEMENT

Occupancy rates are now generally exceeding pre-pandemic levels, and staff costs are under control. The sector is benefiting from foreign sponsorship licenses, which have led to a decline in agency costs over the past couple of years. Despite some press indicating otherwise, the majority of providers are showing improved profits as a result. This, combined with the limited supply of stock entering the market, led to competitive bidding in 2025 and a 7.1 per cent increase in the average price paid for care homes sold through Christie & Co. Many lenders are also turning on the tap once again, and the industry continues to attract new investors seeking a more defensive-oriented market.

MARKET SENTIMENT

As part of its annual sentiment survey, Christie & Co surveyed care providers across the country to gather their views on the year ahead.

The results highlight the funding and operational challenges that care operators continue to face, as 38 per cent of respondents said they feel negative about the year ahead. The overall position, however, feels more optimistic, with 62 per cent of respondents saying they feel either positive or neutral about the sector in 2026. When asked about their sale and acquisition plans, 58 per cent stated that they are looking to buy and/or sell this year, which is in line with responses from the 2024 survey.

PREDICTIONS FOR 2026

In the care market in 2026, Christie & Co expects:

• Momentum in the transactional market will continue as the cost of debt eases

• Healthcare will remain an attractive asset class for both UK and international investors, with REITs acquiring portfolios to provide traditional leasehold or management agreement models

• We’ll see the continued emergence of new entrants providing a going concern exit route for smaller care home owners

• An ongoing shortage of new-build openings will limit new bed supply, and occupancy levels will remain strong

Richard Lunn, Managing Director – Care at Christie & Co, comments, “2025 was an exceptional year of activity for our Healthcare team, with nearly £1 billion worth of individually transacted care homes across hundreds of deals. As we move through the new year, appetite remains strong, and our forward pipeline of deals for 2026 is already set to be ahead of 2025, which shows the desire for growth in the sector.”

Signature Senior Lifestyle Surpasses £25,000 Fundraising Target For Dementia Research Charity BRACE

Care provider Signature Senior Lifestyle has surpassed its fundraising target for dementia research charity BRACE, raising more than £25,000 throughout 2025.

With almost one million people in the UK currently living with dementia, research into early diagnosis, prevention, and treatment has never been more vital. For more than 30 years, Bristol-based charity BRACE has funded pioneering dementia research, supporting projects across leading institutions in England and Wales.

Signature partnered with the charity at the beginning of 2025, setting an ambitious fundraising goal of £25,000 to support BRACE’s invaluable work.

The partnership has seen a wide range of fundraising activities take place across its 10 care homes throughout London and the South East. These have included everything from afternoon teas and community concerts to snooker challenges and car washes, all organised and led by Signature colleagues and residents.

The partnership marks the first time BRACE has collaborated with a care home provider, highlighting a shared commitment to improving the quality of life for people living with dementia, both now and in the future, through research, care, and awareness.

Commenting on the fundraising efforts, Stephanie Bowie, Head of Sales at Signature Senior Lifestyle,

said:

“I am incredibly proud of the efforts our teams, residents, and communities have made this year. We have gone above and beyond to raise an outstanding £25,000. Dementia care is an incredibly important part of what we do at Signature and supporting vital research through BRACE reflects our long-term commitment to improving the lives of those living with the condition.

“This funding will make a meaningful difference to BRACE’s vital work, and we look forward to continuing our support in the New Year.”

With the funds raised, BRACE will move closer to achieving its aims of understanding the causes of dementia in its various forms, enabling earlier diagnosis, and developing more effective treatments to support the people and families across the UK affected by the condition.

Liberty Harrison, Interim CEO at BRACE, added: “We are hugely grateful for the extraordinary fundraising and support from everyone at Signature. Their enthusiasm, generosity and commitment to our partnership will make a real difference to our work driving forward vital dementia research. We’ve seen significant progress in dementia research in recent years, and support like this ensures we can keep that momentum going and continue working towards a brighter future for all those affected by dementia.”

Lord Mayor Opens £10 Million Care Home In Herne Bay

Lord

Cllr Moses commented: “We are delighted to be here today to celebrate the completion of this beautiful new development that will support and enhance life for older individuals in our Herne Bay community.

“I have been impressed with the design and incredibly high standards of the care home. It has been great to view the whole development and meet the talented teams involved. I wish each of the new residents all the very best in their new homes. I am confident that they will be very happy here.”

Chairman of the McGoff Group, Dave McGoff, added: “We are grateful to the Lord Mayor and Lady Mayoress for joining today and officially opening the development. As more residents move into their new homes, we are looking forward to seeing the new community come to life providing a good lifestyle, comfort and care for local individuals wishing to remain in this highly desirable part of Kent.”

New Funding for Studies to Adapt Health and Social Care Systems to Climate Change

The National Institute for Health and Care Research (NIHR) has awarded almost £700,000 in funding to 7 development award research projects addressing the impacts of climate change and extreme weather conditions on health and social care service delivery.

This investment is designed to boost the UK’s health and social care systems against the growing impacts of climate change. It is the first step in a larger effort to adapt health and social care systems to extreme weather conditions and strengthen national climate resilience. Climate change is affecting the UK by causing extreme heat, floods and storm surges.

These challenges make it harder to deliver safe and effective care –affecting staff and patients in hospitals during heatwaves, as well as residents in care homes and other people who rely on social care support and facilities. The impacts of climate change are particularly crucial for vulnerable groups of populations. Through the NIHR Climate Change and Health Development Awards, research teams have been asked to develop and test ideas that build resilience and adaptability in UK health and social care systems during extreme weather. The NIHR invested £690,750 in total for the development awards – up to £100,000 each. The teams will plan and deliver preparatory work for larger-scale research collaboration projects.

The funded research teams will focus on:

• Building research capacity in climate change and health adaptation

This initial investment is designed to seed the next phase of ambitious research.

FUTURE INVESTMENT

The funding that the awardees will receive from the Development Awards will help them develop plans for ambitious research and prepare to apply for the NIHR Climate Change and Health Research Collaboration Awards. This call is also open to all researchers without a Development Award.

These larger awards will:

• provide funding of up to £2 million per project

• be contracted for up to 3 years for large, programmatic research

Taken together, these two funding opportunities start a major, long-term investment by DHSC and NIHR. It aims to build resilience into the core of health and social care in the UK.

Owing to the risks posed by climate change, the UN Climate Change Conferences (COP) have grown in importance over the last two decades. In the 26th Conference (COP26) held in Glasgow, Professor Lucy Chappell, Chief Scientific Advisor to the Department of Health and Social Care (DHSC) and Chief Executive of the NIHR, set out the need for evidence to meet the challenges of the changing climate and highlighted this as a priority for NIHR.

• Establishing partnerships between academics, health and social care professionals, and policymakers

• Developing strong research methods and securing access to essential data

• Identifying knowledge gaps and assessing the effects on infrastructure, staff and services – with a focus on vulnerable groups

Professor Danny McAuley, Scientific Director for NIHR Programmes, said: “We must focus on research that helps health systems adapt and build resilience as we face more extreme weather. Climate change will impact disadvantaged communities the most and we need to ensure health and care services can continue to provide the necessary care. It will also deepen existing health inequalities. That’s why these projects, which are focusing on some of the most vulnerable populations, are more important now than ever before.”

CLEANING AND HYGIENE

Expert Water Sampling Services Throughout The UK

Chiltern Water & Environment was established in 1991 by Robert Hunt after gaining 25 years' experience as an operational

We have always provided

consultancy, testing and remedial services in a professional but personable manner. Our steady growth has reflected our clients' trust in our services. Our current clients include large housing associations, pharmaceutical companies and facilities management companies, as well as individual landlords and small busi-

nesses. We ensure all our customers receive the same level of care and attention to detail.

Duty Holders of all commercial and public building premises are legally required to assess the risk from legionella to anyone using the water systems and put in place legionella control measures if required. The HSE has produced ACoP L8 and HSG274 as guidance for Duty Holders obligations.

We have clients throughout the South East, London and the Midlands, and carry out water tests nationally and internationally. We currently provide regular water sampling and testing for over 500 sites.

Tel: 01844

347678

Email: info@chilternwater.co.uk. Web: www.chilternwater.co.uk

Dispensers Help Reduce the Risk of Cross Infection

Remedial works • Swimming and spa pool testing

Tel: 01844 347678

Email: info@chilternwater.co.uk www.chilternwater.co.uk

Angloplas are a UK manufacturer who specialise in producing dispensers for the health and hygiene industry. Although these are designed to keep the workplace tidy and uncluttered they are, more importantly, built knowing the control of healthcare-associated infections (HCAIs) are a priority for healthcare providers, and who are employing a combination of infection prevention and control strategies, including hand hygiene, cleaning, training and the adoption of new technologies, to tackle the problem.

As a result, a wide range of infection control products and technologies are emerging on the market, including antimicrobial technology. Angloplas’ range of dispensers are produced in the world’s first proven Antimicrobial PVC with silver ion technology and which is exclusive to Angloplas. This helps reduce the risk of cross infection by stopping the growth of bacteria and mould and works continuously for the lifetime of the product, reducing levels of bacteria such as MRSA, E Coli, Legionella, Salmonella and mould by up to 99.99%. For non-clinical environments Angloplas has recently launched its new Budget Range of products which are made to the same exacting standards as the antimicrobial protected ones but with lower price tags.

You can order Angloplas products directly from its website at www.angloplas.co.uk

Trading ethically in the cleaning and hygiene sector:

by Lorcan Meikitarian, Chair of the CHSA

The world is changing, becoming more complex and challenging. It’s easy for business ethics to be a casualty but at the CHSA, we argue they have never been more important.

Ethical businesses operate with integrity, fairness and respect for people, communities and the environment. Rooted in the oganisation’s publicly stated core values, an ethical approach provides a framework for decision-making that brings with it reliability and accountability. These businesses are transparent in their dealings. They do not mislead, and they provide evidence that justifies the claims they make. This approach also fosters integrity and fairness, which inspires confidence and loyalty. It can also be a powerful motivator, attracting new talent and fostering commitment amongst the existing workforce. Ultimately, it underpins long term relationships, which in turn generate a better financial performance.

The words are meaningless if not backed up with the right action. For us at the CHSA, putting the talk about ethics into practice means five things:

1. adhering to national and international laws;

2. respecting human rights;

3. treading lightly environmentally;

4. cutting no corners when it comes to giving the customer what they believe they are paying for; and

5. and finally, being truthful, meaningful and transparent in all sales and marketing claims.

Adhering to the law is a given. Respect for human rights may be more complex. UK businesses in our

sector are likely to have it baked into their day-to-day operations. The challenge may come when examining their supply chains. In response we introduced a preference for an ethical audit for all CHSA manufacturing members. For CHSA Accredited Product, the manufacturer, whether based in the UK or overseas, must provide a copy of their most recent official ethical audit report. The report must meet the CHSA’s minimum requirement, and encompass labour standards, and health and safety. Compliance will be compulsory by the end of 2027. It will be a requirement of membership for those who fall within the Scope.

We all need to tread lightly environmentally. In 2022 we developed our Roadmap to Sustainability. It provides members with a framework for moving to sustainable solutions. Key to making a substantive, long term change is a thorough assessment of the corporate environmental impact. This requires a detailed understanding of carbon emissions at the product and corporate level. Calculating these emissions is complex. To support members, we delivered a webinar with a panel of experts able to provide guidance on overall approaches and the pros and cons of the different methodologies.

An ethical business supplies what it sells, without cutting corners. Setting and maintaining standards is in our DNA. We set up our Accreditation Schemes to tackle the problem of businesses selling product short or not fit for purpose. The Schemes have been incredibly successful. The logo for each Accreditation Scheme is a formally registered Trademark. It means every company displaying one must comply with the relevant standard and technical regulations. We audit accordingly and act wherever we find an infringement.

The fifth and final strand of our approach to ethics in business is honesty in sales and marketing. Our members do not play fast and loose with their sales and marketing messages and product claims, and they want their suppliers and the wider industry to know and understand this. This is why they introduced

a commitment to ethical marketing. It has four ethical principles:

1. All statements and claims are truthful.

2. Supporting evidence, such as data sheets, reports and certificates is available on request to substantiate all product and service claims.

3. All statements and claims are transparent. For example, it is clearly indicated if the claim applies to the product, the packaging or both.

4. All statements and claims are meaningful. For example, the term eco-friendly must be defined in relation to all aspects of the product and substantiated across the full lifecycle.

We are in the process of getting every member to sign this commitment.

Our Code of Practice underpins our entire ethical approach at the CHSA. Every member joining the CHSA makes a commitment to live by the Code; signing it is a requirement of membership. At its heart is a commitment made by every member to “maintain a high standard in the conduct of its business”.

In more detail it requires every member to conduct business dealings ‘in an open honest, fair and proper manner’, to ‘ensure all public statements made by and on behalf of the member are decent, honest and truthful’, to ‘hold and provide evidence on request for product and service claims’, and to ‘refrain from making inaccurate, misleading or malicious statements’. In essence it demands members trade ethically.

Our goal at the CHSA is always to advocate an ethical approach. Over recent years we have introduced many initiatives designed to bring this approach to life in very practical ways. This means our members’ customers and suppliers can trust them to trade honestly and fairly.

CATERING FOR CARE

Speedwrap Pro: Efficiency, Safety, and Sustainability for Care Kitchens

Sustainability and efficiency are top priorities for UK healthcare providers. With the government’s Net Zero 2050 target and NHS contracts requiring Carbon Reduction Plans that include Scope 3 emissions, kitchens must reduce food and plastic waste while controlling costs and protecting service users. It’s a challenging balancing act made much easier with the right tools. The Speedwrap Pro is the perfect example of a tool that delivers small, practical improvements that add up to major gains in productivity, safety, and sustainability.

It uses a patented safety blade that only unsheathes once the lid is pressed, reducing accidental cuts and lost time injuries. BioCote® antimicrobial protection inhibits harmful microbes, simplifying hygiene routines. And its intuitive design enables staff of all abilities to work efficiently, reducing food waste and ensuring proper storage and wrapping practices.

Hospitals like Stepping Hill in Stockport have already enjoyed all of these benefits, as well as the benefits of Ecocling - a PVC-free, recyclable film

exclusively compatible with Speedwrap Pro. It allows food waste and cling film to be separated for recycling; with food helping to power the national grid, and film being converted to refuse-derived fuel.

Erica Bell from Stepping Hill says: “As a trust, we love that Ecocling is recycle-ready and works with our food waste recycling process. The dispensers and refill rolls are modern, easy to clean, and safer to use. They make a real difference to our day-to-day operations."

Speedwrap Pro’s new refill rolls for cling film, foil, and parchment are plastic-free, replacing old adapters with cardboard cores. One catering service saved over 27,000 plastic adapters annually, cutting 178kg of plastic and enough CO2 to charge 1.2 million smartphones.

For healthcare kitchens, Speedwrap Pro is more than a dispenser – it’s a vital tool that cuts waste, improves staff safety, and reduces costs, all while maintaining the quality and hygiene standards critical to patient care.

Learn more at www.prowrap.co.uk or email sales@wrapex.co.uk

Temporary Catering Facilities from MK

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

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

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

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

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

We have many tried and tested design layouts and would be pleased to put forward our recommendations for your project.

So if you’re planning a refurbishment or need to cater for an event then why not give us a call and we’ll be happy to provide advice and put forward a competitive proposal.

For further information or to arrange a site visit, email: sales@mk-hire.co.uk or call us on 0345 812 0800, or visit our website: www.mk-hire.co.uk

CATERING FOR CARE

A New Approach to Nutrition Support in NHS Care Homes

Disease-related malnutrition remains one of the most persistent challenges in UK residential and nursing care. It affects millions, increases vulnerability to illness, slows recovery, drives hospital admissions, and places strain on already stretched care teams. Yet despite the scale of the problem, the tools available to homes have not kept pace with the needs of increasingly complex residents.

Hiquid Food, a Norwegian medical nutrition company, is entering the UK market with a clear mission: to make effective nutritional support simpler, more acceptable for residents, and easier for staff to deliver. Simple, seamless meal enrichment

Many residents struggle to consume enough calories and protein, even with carefully prepared meals.

Hiquid Food’s freeze-dried powders, made from organic whole foods, allow caregivers to enrich everyday dishes like porridge, soups, puddings, purees, and drinks. This discreet approach reduces refusals and preserves dignity, helping residents receive the nutrition they need through meals they already enjoy.

ORAL NUTRITIONAL SUPPLEMENTS WITH HIGH ACCEPTANCE

For individuals at greater nutritional risk, Hiquid Food offers compact, nutrient-dense oral nutritional supplements designed for those with low appetite or increased medical demands. They are easy to consume, well tolerated, and provide balanced support in small volumes.

WHOLE FOOD GASTROSTOMY NUTRITION

For residents requiring enteral feeding, Hiquid Food’s whole-food gastrostomy products offer a

gentle, reliable option created with a focus on tolerance, safety, and long-term stability.

Better outcomes and operational efficiency

Care providers face rising acuity and workforce pressure. Hiquid Food products reduce complexity through easy mixing, no additives, and no large volumes while supporting improved resident strength, immunity, and recovery. Better nutritional status means improved wellbeing and lower overall care costs. With long shelf-life, low weight, and high versatility, the products are also environmentally responsible and easily integrated into a wide variety of meals.

As Hiquid Food launches in the UK through Food Untethered, they look forward to working closely with care homes, clinicians, and NHS commissioners to strengthen nutritional care in a practical, residentcentred way.

For more

information: contact@fooduntethered.com

See the advert below for further information.

SyndoraAlto Sets a New Standard for Connected Care Technology

Care homes across the UK are transforming how they deliver care thanks to SyndoraAlto, the newly rebranded name behind CHARIS, the UK’s most advanced digital nurse call system.

Fully supplied, installed, and maintained from just £6.40 per bed, per month, CHARIS delivers smarter, safer, and more connected care through real-time alerts, mobile integration, and intuitive smart displays that help staff respond faster when residents need them most.

Every CHARIS system comes fully inclusive with 15” smart displays, help buttons, pull cords, guaranteed radio coverage, and 24/7 UK technical support, all backed by SyndoraAlto’s trusted installation and maintenance team.

For care providers not yet ready to replace their existing nurse call system, AltoEnhance offers the perfect first step into digital care.

Available from just £129.00 per month, AltoEnhance seamlessly connects to your current nurse call system, bringing digital reporting, mobile alerts, and actionable insights without the need for a full system upgrade.

“Technology should make care easier, not harder,” says Louis Johnson, Managing Director. “CHARIS and AltoEnhance connect people, information, and action empowering care teams to deliver truly person-centred care.”

Meet the team & learn more at www.syndoraalto.com

See the advert on the front cover for more information.

Alarm Radio Monitoring - Wireless Nurse Call & Staff Alarm Systems

Alarm Radio Monitoring is the market leader in the design, manufacture and installation of bespoke, end-to-end, wireless alarm systems and solutions for the healthcare, leisure, custodial and education industries.

We have been providing wireless alarm and nurse call systems for over 30 years. Supplying care homes and hospitals with an essential lifeline that supports the delivery of outstanding care. We believe in excellence which translates into:

Technology

wireless alarm technologies and software Bespoke Solutions We design systems to your needs rather than your team having to work around

Innovative Fall Prevention Solutions by Medpage: A Comprehensive Look

Falls are a significant concern for vulnerable individuals, especially seniors and patients at risk. Medpage, a leader in assistive technology, offers a range of cuttingedge products designed to enhance safety and provide peace of mind for caregivers and families. Here’s an in-depth look at some of their standout solutions:

MPRCG1 (2023) BED LEAVING DETECTION ALARM WITH CAREGIVER RADIO PAGER

The MPRCG1 is a comprehensive system tailored for fall prevention in domestic, commercial, and NHS care settings. This all-inclusive kit includes a bed pressure mat sensor, a BTX21-MP alarm sensor transmitter, and an MP-PAG31 radio pager. The system is designed to alert caregivers when a patient leaves their bed, reducing the risk of falls.

HDKMB2 HOSPITAL DISCHARGE KIT FOR FALLS RISK PATIENTS

The HDKMB2 is a thoughtfully curated kit aimed at supporting patients transitioning from hospital to home care. It includes essential tools to mitigate fall risks and promote recovery. This kit is ideal for caregivers seeking a comprehensive solution to enhance patient safety during the critical post-discharge period.

CMEX-21 MULTI-PORT WIRELESS SENSOR INPUT EXPANDER FOR NURSE CALL CONNECTION

The CMEX-21 is Medpage’s latest innovation, designed to integrate seamlessly with existing nurse call systems. This multi-port expander allows for the connection of multiple wireless sensors, enhancing the monitoring capabilities of healthcare facilities. Its versatility makes it a valuable addition to any care environment, ensuring timely responses to patient needs. RON-WC2 WATERPROOF DISABLED PULL CORD ALARM TRANSMITTER WITH WIRELESS ALARM RECEIVER

The RON-WC2 is a robust solution for disabled individuals requiring immediate assistance. This waterproof pull cord alarm is ideal for use in bathrooms and other high-risk areas. Paired with a wireless alarm receiver, it ensures that help is just a pull away.

For more information, visit Medpage’s official website or contact their team to explore these products further. Safety starts with the right tools, and Medpage delivers just that. www.easylinkuk.co.uk

T: 01536 264 869

Wireless Nurse Call & Staff Alarm Systems

The wireless ARM Nurse Call system has been developed over 30 years with both the client and user in mind.

It enables staff to efficiently answer calls, making the management of resources more flexible and provides the functionality you would expect of any nurse call system.

The system is quick and easy to install and works wirelessly, using radio communication between both the call points and the system infrastructure. Call messages can be sent direct to staff to speed up response times and can also be integrated to work with smart phones & messaging. Data Analysis software provides a full audit trail of events

The all-new call logging software from ARM enhances the functionality of your care call system dramatically.

• It can help you track the quality of your service to your residents.

• It can help you demonstrate compliance with your aims and best practices, both to relatives and to authorities.

• It can help you find bottlenecks in service provision, track staffing requirements, and allow you to ensure staff are meeting expectations.

• Most importantly, it provides assurance that you know and can demonstrate what is happening in your care home.

Courtney Thorne Leads the Way in Wireless Nurse Call Technology for UK Care Homes TECHNOLOGY

Courtney Thorne, a long-standing innovator in healthcare communication systems, is setting new standards in the care home sector with its advanced wireless nurse call technology—designed to improve resident safety, enhance staff efficiency, and support a more responsive care environment.

With over 30 years of experience serving the UK healthcare market, Courtney Thorne’s systems are now trusted by thousands of care homes nationwide. Unlike traditional hardwired solutions, their wireless nurse call systems offer non-invasive installation, scalability, and smart analytics—making them ideal for both new builds and retrofit projects.

“At the heart of our technology is the belief that better communication leads to better care,” says Graham Vickrage, Managing Director at Courtney Thorne. “Our wireless systems not only reduce response times but also empower staff with the tools they need to deliver safe, person-centred care.”

Care providers are increasingly choosing wireless systems for their flexibility, reliability, and cost-effectiveness. With a full suite of accessories—including neck pendants, door monitors, fall detection, and

bed sensors—Courtney Thorne systems can be tailored to meet the specific needs of each home and resident.

In an industry where compliance, safety, and staff pressures are always front of mind, Courtney Thorne provides more than just products—they offer ongoing support, training, and a commitment to innovation that helps care homes future-proof their operations.

For more information or to book a free demo, visit www.c-t.co.uk or contact info@c-t.co.uk.

Edison Telecom - Specialist Solutions For Your Nurse Call Systems

We here at Edison Telecom Ltd have been providing specialist solutions to your call system requirements tailor-made to each customers needs for over 25 years, says director Bob Johnson. Is your current Nurse Call “legacy”, obsolete, so full of software bugs or commercially not viable for your current supplier/maintainer to maintain?

We may have just the part and expertise that you are looking for to give your nurse call a further extension to life, adds Bob, “Edison will treat your nurse call with the same compassion that you give to those in your care. There will come a time when your equipment is beyond repair but Edison are experts in extending the life of obsolete systems.” www.edisontelecom.co.uk

TECHNOLOGY AND NURSE CALL

From Survival To Stability: Why Financial Health Is Key To Social Care’s Future

Every day, care organisations are working tirelessly to deliver essential support in the face of growing needs and rising costs. However, too many providers are stuck balancing tight budgets, having ‘just enough’ to stay afloat. The hard truth is, just enough isn’t enough—not for the providers, not for the employees, and certainly not for the clients who depend on them.

Rising operational costs—from wages and the Fair Pay Agreement to energy bills—compound historic underfunding and financial pressures. And demand for care continues to increase, creating a widening gap that organisations are often forced to fill with limited resources.

Providers then end up in survival mode, unable to invest in improving their services for today and the future.

THE NEED TO RETHINK FINANCIAL STABILITY

Care providers need to have healthy finances in social care, and that doesn’t come at odds with delivering compassionate care.

A financially strong organisation has the breathing room to improve services, retain employees, and innovate to make a meaningful difference to the lives of people they support. And having this financial security means providers can actually plan for the future rather than constantly reacting to the present.

BENEATH THE SURFACE

Social care organisations face a web of financial intricacies. Local authori-

ty support often comes with layers of red tape. Managing aged debt and resolving invoicing errors take a significant amount of time that few organisations can spare. Regulation and compliance require meticulous reporting, and the sheer volume of admin work to manage all these leaves teams stretched thin.

At the same time, there’s an expectation for providers to keep doing more. But without the right tools and systems in place, these compounded financial struggles threaten to overwhelm this indispensable sector.

PAVING A SUSTAINABLE WAY FORWARD

Social care providers aren’t just keeping their organisations alive; they’re safeguarding the wellbeing of countless individuals and families.

Providers need to be able to prioritise long-term financial resilience. And part of this means having the tools—including robust financial management softwaresimplify manual processes, optimise resources, and reduce inefficiencies.

By championing financial sustainability, we’re creating conditions where employees can thrive, where clients receive the quality of care they deserve, and where the sector can confidently meet future challenges.

Find out more at: www.oneadvanced.com/ai

See the advert on the back cover of this issue.

Fall Savers - Affordable Fall Monitoring Solutions

FALL SAVERS ® WIRELESS MONITOR

Eliminate all cables with our new generation falls management solutions!

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

BENEFITS INCLUDE:

Safer for patients; less work for staff

Bed and chair pads available

One monitor works with two sensor pads

Integrates with most nurse call systems

A variety of options, including: Call button Pager

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

FEATURES INCLUDE:

Connects directly to most nurse call systems

High Quality anti-bacterial Floor Sensor Pad

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

Options (sold separately):

Anti-slip mesh for hard surface floors

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

TRAINING & PROFESSIONAL SERVICES

External Compliance Audits – Are They Worth It?

Working in social care is demanding. It is one of the most heavily regulated yet underfunded sectors, with providers expected to comply with regulations, meet Quality Statements, follow good practice guidance, respond to local authority monitoring, and operate under constant scrutiny.

Regulation itself isn’t the problem — it protects people and improves standards. The challenge is capacity. Larger organisations may have in-house quality assurance teams, but smaller providers rarely have the time or budget to review compliance in depth. Many owners and managers tell us they feel overwhelmed and unsure how well their service is really performing, especially since the introduction of the Single Assessment Framework.

For many, confidence in compliance is the number one concern — not because standards are poor, but because there simply isn’t time to step back and take a full, objective view.

CAN AN EXTERNAL AUDIT HELP?

In short, yes — when it’s done properly. A high-quality external audit provides:

• A clear snapshot of current performance

• Identification of good practice and priority risks

• Practical advice on how to improve

• Evidence to support action plans and improvement journeys

• Demonstration of good governance and continuous improvement — a key CQC focus

• Reassurance for owners, directors, and managers

HOW W&P CAN HELP

W&P have supported health and social care providers for nearly 25 years, completing hundreds of audits across a wide range of services. This experience gives us deep insight into what regulators look for — and what genuinely improves outcomes.

Our audits are supportive, non-judgmental, and practical. They typically include around six hours on-site, followed by a detailed report that links evidence to regulations and Quality Statements. Reports also include clear guidance, tips, and sources to help you respond confidently.

Every audit is tailored to your needs — whether that’s safeguarding, medication management, or overall governance — ensuring it is truly fit for purpose.

If you would like to know more, then please contact us on audits@wandptrainng.co.uk or call 01305

767104 for a no-obligation chat on how our audits can help you. See the advert on page 2 for details.

Competency That Builds Confidence: Blended Learning Designed for Real Care

Competency assessment might not be anyone’s favourite phrase, but in domiciliary, residential, and specialist care, it is the backbone of safe, highquality support. The challenge is making it genuinely useful, not just another hoop to jump through.

Care staff need more than theory. They need time to learn, practise, and make mistakes in a safe environment before they are expected to apply new skills with real people. That is where a blended learning approach truly shines. High quality eLearning builds consistent knowledge. Virtual sessions keep teams connected and engaged. Face to face training gives carers the chance to try techniques, ask questions, and build confidence before working directly with residents and service users in their homes or care settings.

But learning does not stop in the classroom. Competency assessments in real care environments provide the feedback carers need to know they are using best practice techniques, communicating well, and delivering safe, person-centred care. It is the

bridge between “I know it” and “I can do it.”

This balance of learning plus real world assessment creates confident, capable staff who trust their own skills and feel supported rather than judged. Managers also get clear, reliable evidence for CQC and Skills for Care requirements without drowning in admin.

At myAko, we have developed tools with our long term partners, that make this process simple and sustainable. Better learning, better practice, better competency. It is a straightforward formula that leads to stronger teams and better outcomes for residents and service users.

Because when staff feel skilled, supported, and confident, the quality of care speaks for itself.

Kevin Ashley

Founder I CEO, myAko

myako.online/care

TRAINING & PROFESSIONAL SERVICES

Eden Alternative - It’s Time to Change the Way We Care

"23 years, operating 4 Devon Nursing homes, has been pretty tough, as anyone in social care, knows, only too well. And if it was hard already, after 2024 budget, it's just got harder.

Anyway, at heart, I am just customer of Eden Alternative, and it was a stroke of luck to come across this whilst on holiday in New Zealand in 2009. It started in USA in 1994 and now runs in 22 countries.

The fact that I am now involved with this not-for-profit organisation (in the UK area) came about when one of the 2 main UK directors died suddenly just before Covid. But it's something I have run with for 11 years to help make 'vision' a reality, not a struggle. So, being both a customer and helping the admin seems quite natural.

It is a modern philosophy of care, but moreover, it's a programme that is straight forward, tried and tested for 30 years and really works.

Its member care organisations generally become trainers for their own teams, and run it themselves.

The programme is run in person over 2-3 days or online 1 hr a wk for 7 weeks. You choose.

It addresses loneliness, helplessness and boredom and operates through 10 principles to underpin 7 critical domains of wellbeing.

Moreover, it's effective, transformational and really works. As residents, and team members wellbeing, matter so much , it's a must, in my opinion.

Geoffrey Cox

Southernhealthcare.co.uk

eden-alternative.co.uk"

Rethinking Restrictive Practices: Improving Care Through Education

Restrictive practices such as physical restraint, bed rails, or lap belts remain one of the most challenging aspects of health and social care. Intended to keep patients safe, they can also cause harm, distress, and loss of dignity when used unnecessarily. Across the UK, the principle is clear: care must always use the least restrictive option.

Legislation provides the framework, but culture and staff behaviour shape daily practice. Nurses, carers, and clinicians often make quick decisions balancing safety with autonomy. Without training, restrictive practices risk becoming routine. To change this, staff need better understanding of the human impact and confidence to use alternatives.

That’s where Restrictive Practice makes a difference. Developed through codesign workshops with patients and carers, this gamified e-resource gives a voice to those most affected by restraint. Their lived experiences shaped the learning, helping staff see restraint

not as a neutral safety tool, but often as something frightening or disempowering.

The results are powerful. Staff trained with the resource led Quality Improvement projects, achieving measurable reductions:

- Bed rails dropped from 360 to 277 incidents

- Bed bumpers from 303 to 227

- Lap belt use halved, from 46 to 22

These improvements represent safer, more compassionate care and reassurance for families.

Restrictive practices may never disappear entirely, but they should be the exception, not the rule. With the right knowledge and tools, staff can choose safer alternatives and build a culture of dignity, compassion, and respect across UK care services.

See our advert on the front cover or visit

Care Home Finance from Global Business Finance

Global assists clients throughout the U.K. who specialise in the healthcare sector to achieve their objectives of purchase, development and refinance.

We have organised over £1.8bn for clients in the past 30 years, providing clients with competitively priced funding to refinance existing debt, ease cashflow and develop businesses further.

From helping clients make their first purchase through to allowing groups to grow significantly in size we