The Carer Digital - Issue #277

Social Care Reform Trapped in Political 'Catch-22'…

Warns New Report

Social care reform remains mired in a self-perpetuating political impasse, with successive governments reluctant to confront the sector's deepening crisis for fear of electoral consequences, according to new analysis from The King's Fund. The report identifies a damaging cycle at the heart of the issue: meaningful reform requires political leadership to build public awareness and support, yet politicians increasingly shy away from raising social care on the campaign trail,

by the

from previous high-profile reform attempts

proved costly at the ballot box.

Researchers found that public prioritisation of social care has historically risen in response to political engagement with the issue — but that the repeated collapse of proposed reforms, compounded by fierce media opposition, has rendered it something of an electoral third rail.

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Welcome to the latest edition of The Carer Digital! COURAGE,

POLITICS AND THE LONG ROAD

TO SOCIAL CARE REFORM

This issue carries a report that makes for particularly interesting — if sobering — reading.

The King’s Fund analysis, (Our front page story this week.) Not my priority: how the public sees social care (and what can be done about it), lays bare the scale of the challenge facing anyone serious about reforming adult social care in this country.

It is not simply a question of money, or policy design, or even political will — it is fundamentally a battle for hearts and minds!

The report confirms what many of us in the sector have long suspected: that social care has become an electoral taboo.

Politicians increasingly shy away from raising it on the campaign trail, scarred by the fallout from previous high-profile reform attempts that proved costly at the ballot box. And if we are looking for the precise moment the battle was lost, I would point — without hesitation — to the summer of 2017 and the so-called “dementia tax” row.

Theresa May’s proposed reforms were not, in principle, unreasonable.

The plan sought to raise the capital threshold for care funding to £100,000 — a significant improvement on what had gone before. But the fatal flaw was the inclusion of the value of a person’s home when calculating assets for at-home care.

At a stroke, it transformed what might have been a workable reform into something that felt deeply threatening to millions of homeowners. The tabloids seized upon it; the phrase “dementia tax” took hold; and within days, a commanding poll lead had begun to evaporate.

To my mind, that was the moment the battle was lost — not just for that elec-

tion, but for social care reform for years to come. It cost Mrs May her parliamentary majority and, along with the endless turbulence of Brexit, ultimately led to her downfall.

The legacy of that episode haunts the sector to this day. The King’s Fund data tells the story starkly: public prioritisation of social care as a major issue reached a peak of 18% in the aftermath of the 2017 election, only to collapse thereafter.

It now sits at between 1% and 3%. In October 2025, when asked to name the most important issues facing Britain, just 3% of respondents cited social care — compared to 47% for immigration and 33% for the economy.

I can entirely understand the reluctance of politicians to engage. The temptation to “kick the can down the road” and leave the problem for the next administration is, politically speaking, entirely rational — if wholly irresponsible.

But as sector experts are increasingly united in warning: we are running out of road. The demographics are not waiting for a favourable political moment.

Any credible solution will produce winners and losers — there is simply no escaping that reality — and it will require a multi-layered approach. Preventative care must be front and centre.

Keeping people well and independent for longer is not only the right thing to do; it is also, ultimately, the more cost-effective approach. But prevention alone will not plug the funding gap.

My own view — and I hold it with some conviction — is that we will need something akin to a German-style social insurance model: a dedicated, ring-fenced fund providing universal and mandatory coverage for care needs, funded through contributions from both workers and employers. Yes, it will mean additional costs on businesses and on individuals in work.

There will be objections, and they will be loud.

But I suspect that, one way or another, some form of long-term funding model along these lines is coming.

The question is whether we get there through courageous leadership, or whether we stumble into it after another decade of drift and decline.

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I can always be contacted at editor@thecareruk.com

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Social Care Reform Trapped in Political 'Catch-22'

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Nowhere is this more starkly illustrated than in the controversy surrounding Theresa May's 2017 General Election proposals, which were swiftly branded the "dementia tax" and widely blamed for significantly damaging the Conservative Party's campaign.

That episode, the report suggests, has cast a long shadow — leaving subsequent politicians wary of engaging substantively with an issue that affects millions of older and vulnerable people across the country. In the years since the 2017 election, when the public’s prioritisation of social care as a major issue facing the country reached its peak of 18%, it has only fleetingly crossed 10% and now sits at record lows of between 1% and 3%.

“NOT MY PRIORITY”

For example, in October 2025, when asked what are the most important issues facing Britain today, 47% said immigration, 33% said the economy and 24% said the NHS. In contrast, only 3% said social care.

The analysis forms part of a major new report from The King’s Fund, titled ‘Not my priority: how the public sees social care (and what can be done about it)’. It looked at extensive polling and focus group research by The King’s Fund and other organisations since 2011 to evidence how the public currently views social care, its appetite for reform and the most effective ways of communicating about the issues in the sector. This work marks the start of major work on social care reform options from the think tank as part of its new strategy.

The report highlights low public understanding of adult social care –around a third of the public think, wrongly, that social care is provided by the NHS and/or free – which is driven by confusion between social care and the NHS, the wide range of services covered by social care and the reality that relatively few people draw on care at any one time.

As a result, social care is not a ‘top of mind issue’ for the public. Unprompted prioritisation of it as a major issue facing the country has never exceeded one in five people and has fallen sharply since Covid19, as people worry more about the cost of living, jobs and immigration. It is also an issue that most people do not like to think about despite people underestimating the odds of needing care with one in seven of those aged 65 requiring care costing £100,000 or more in their lifetime.

However, when people are reminded about it through prompted polling (where social care is given as one option in a list), far more people – close to one in three – say it should be a priority. They recognise its importance to the NHS, and they consistently agree that the government should take more responsibility for funding it.

CROSS PARTY DIALOGUE

To break the logjam, The King’s Fund recommends that more effort is put into cross-party dialogue, so that future politicians have ‘air cover’ for social care reform proposals. To date there has only been one reported cross-party meeting hosted by the ongoing Casey

Commission and the report says that campaigners will need to think about how to expedite this process. Without it, the ‘air cover’ needed through broad agreement across party lines will be missing and likely damage any hopes of a public consensus too.

The report also recommends that those advocating for reform should consider how they use the 1.5 million people who work in the social care sector as ambassadors for change through their own personal networks and learn from the decades of experience of those who market their services.

More work also needs to go into building public awareness of care, with the report urging campaigners to talk about the tangible difference that social care reform would bring similar to the way NHS funding is talked about in the context of ‘more doctors and more nurses’. Examples of this could be – as with the NHS – shorter waiting times for care and more people receiving it.

POLITICAL CATCH 22

Simon Bottery, Senior Fellow for Social Care at The King’s Fund and co-author of the report, said: ‘Social care reform is caught in a political Catch-22: it needs politicians to build support for change, but they avoid talking about it for fear it will lose them votes. It will take more courage and leadership from them if social care reform is going to happen and realise the electoral and societal benefits that fixing this failing system would bring.

‘The social care sector also needs to play its part and recognise that its current approach has not brought change. When advocating for reform it needs to meet the public where they are, not where it wishes they were.

‘That means talking about the benefits of reform to the NHS, which the public uses more and prioritises more than social care. Also, speaking to the tangible improvements that reform would bring like shorter waiting times to receive care and more people receiving it, rather than focusing on abstract concepts such as ‘wellbeing’.

‘People know that social care is not working as it should and they want it to be better. But they have become fatalistic about the chances of reform and suffer from ‘social care fatigue’ after hearing for years about the system being in ‘crisis’. Only if politicians and the social care sector itself step up to plate will this ever change.’

“HOT POTATO”

Professor Martin Green OBE, Chief Executive of Care England, said: "Successive governments have treated social care reform as a hot potato to quickly shift without making any meaningful progress. Shorttermism and public misperceptions have underpinned the dissolution of cross-party talks and agreements in the past. The largest underappreciated challenges beyond staffing shortages or funding settlements are reshaping public perception, and generating the political will to drive seed change for the sector."

"Social care's potential value to the wider health and social care

ecosystem has been severely limited by under-investment. The sector's capacity to contribute to the economy, to lessen pressures on the NHS, and to improve the lives of the millions who work in and draw on care services is clear. But, the political will to drive change, and the public desire to see social care near the top of the policy agenda is missing."

"International examples such as that of Japan prove that change can come through a real consultative engagement process with sector stakeholders and the wider public. There is potential for the Casey Commission to deliver on this potential, but political courage is needed to drive this kind of change."

"Care England welcomes this report and is prepared to work with our partners, members, and other stakeholders to reshape public perception and to drive change to fulfil the potential of the social care sector."

CRITICAL ROLE

Gerard Crofton-Martin, Interim Chief Executive of SCIE, said: “Public opinion is the essential bedrock of social care reform. Without a deeper and broader understanding of what social care is, and what it makes possible, political consensus will remain fragile and progress will stall. The Casey Commission should use this moment to lead a sustained public dialogue that listens to people's lived experience and makes clear what good social care enables in everyday life.

“High-quality social care transforms lives, enabling people to live with greater independence, dignity and purpose. It reduces pressure on the NHS, strengthens community ties, and helps people thrive. Yet many people do not understand who provides care, how it is funded or what good social care looks like.

“This misunderstanding matters. When social care is poorly understood, it struggles to secure sustained public and political priority. It often sits low on the list of national concerns unless people are prompted to think about it directly. Over many years we have seen reviews, commissions and proposals for reform, but not the enduring settlement the sector needs.

“The media, policymakers and others with influence have a critical role to play in shifting this conversation. That starts with listening to, and elevating, the voices of people who draw on care and support, their families and friends, and the workforce. Their stories bring to life the broad, and sometimes intangible, nature of care. They also help identify the expectations the public can stand behind, building a stronger evidence base for reform than the sector’s usual oscillation between ‘fix’ and ‘flourish’.”

“There is room for optimism. If we pair honesty about the pressures with a sharper, person-centred account of what social care makes possible, and ground the next phase of reform in public understanding as well as policy design, we can move the debate from drift to determination, and create the conditions for meaningful, lasting change.”

How Preventative Care And CommunityBased Models Can Reduce Hospital Burden

Bethan Evans is CEO of My Choice Healthcare (www.mychoicehealthcare.co.uk)

It’s no secret that the NHS is struggling more than ever before. Rising demand, staff shortages, limited resources and an ageing population have pushed our health service to breaking point.

According to the British Medical Association, Referral to Treatment [RTT] figures have been exceptionally high this year. In August, the waiting list stood at 7.41 million cases, representing around 6.26 million individual patients waiting for treatment.

The challenge is only set to grow as our population ages. The World Health Organisation [WHO] estimates that the number of people aged 60 and over will double from 1 billion in 2020 to 2.1 billion by 2050.

Keeping people out of hospital for as long as possible is essential –not only to prevent the NHS from becoming overwhelmed, but to support our overall health and wellbeing in a holistic, sustainable way. We ned to help people stay as fit, strong and healthy as possible as they age.

Reports in the British Medical Journal show that many experts believe we must move away from a reactive ‘diagnose and treat’ approach to a proactive ‘predict and prevent’ model. Instead of waiting to treat illness once it occurs, interventions should aim to extend healthy life expectancy, reduce prolonged illness and ease pressure on

hospitals.

But what does this look like in practice? THE POWER OF EDUCATION

Many of today’s most common health challenges could be eased through simple lifestyle changes. Yet not everyone has access to the education and support needed to change habits or make informed, healthier choices.

Whether it’s poor nutrition, lack of exercise, smoking or excessive alcohol consumption, we need a cultural shift to tackle the adverse impact these factors have on chronic conditions such as heart disease, high cholesterol, obesity and cancer.

Improving people’s understanding of their personal health - and what they can do to prevent issues from escalating through early intervention - is crucial. It may sound simple, but we can’t assume that everyone knows or understands the importance of healthier lifestyle choices.

Care homes, for example, can play a vital role in educating residents. Rather than simply encouraging healthier eating, they can explain why it matters. Chefs can talk to residents about how nutritious meals and key vitamins and minerals support strength and wellbeing. For instance, highlighting the benefits of calcium and Vitamin D in maintaining bone health and reducing the risk of falls.

Encouraging healthy habits starts with education, and this must be central to any effort to ease the pressure on the NHS.

EMBRACING TECHNOLOGY

The government’s commitment to move away from analogue processes and digitise the NHS is a positive step. Digital health technologies have huge potential to support proactive care, shifting the focus from hospitals to communities.

Many UK care homes are already adopting new technologies and seeing impressive results. For example, smart sensors, cameras and motion-activated lighting systems are being installed to monitor residents’ movements and behaviours, alerting staff to falls, coughing or choking.

One pilot scheme saw nighttime falls more than halved and hospital admissions reduced by 20 per cent compared to the previous nine months.

Wearable technology and artificial intelligence are also transforming care, allowing residents to be monitored remotely and helping to detect early signs of decline. Spotting these signs sooner means quicker intervention and fewer prolonged hospital stays.

Technology should never replace face to face care, but there’s no doubt innovation is playing a powerful role in maximising people’s independence and wellbeing, as well as reducing NHS pressures.

LEANING ON THE COMMUNITY

Reducing the strain on hospitals also means embedding health programmes and initiatives within local communities. Everyone should have easy access to the information and support they need to maintain their health - especially older adults.

Many older people experience loneliness or isolation, particularly after moving into residential care. Loneliness has been linked to cognitive decline, cardiovascular disease and weakened immune systems, all of which can add to NHS demand.

Improving access to community resources and social networks is therefore vital. Organisations like Age UK are leading the way, running initiatives that support older people’s physical and mental wellbeing, such as fitness classes, digital literacy courses and programmes that encourage independence.

Empowering people to take control of their health and helping them feel part of the community has huge benefits. If it also helps reduce the hospital burden, it’s something we must prioritise.

FINAL THOUGHTS

The NHS is under relentless pressure, and we need to do everything possible to ease that strain by embracing proactive, preventative care. Whether through education, technology, or community-led initiatives, empowering people to take charge of their own health is important. For the older generation especially, these approaches could make all the difference between a hospital stay and effectively managing their health at home or in residential care.

There is no time to lose. By shifting towards prevention and community-based care, we can make a real difference.

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Councils To Get Exceptional Financial Support To Balance Books

Councils struggling to balance the books will begrantedfinancial flexibility by the government to ensure vital services communities rely on will continue running the government has said.

The announcement follows news that one in five councils with social services responsibilities in England are likely to be given government bailouts to enable them to balance their books in 2026-27.

A number of local authorities will be issued withsupport, subject to meeting conditions,through a process known as Exceptional Financial Support allowing themto use their capital funding – includingreceipts from sales andborrowing – to cover day-to-day costs.

The Exceptional Financial Support process has existed since 2020 tohelp councilsfacing financial failure set balanced budgets. This government is committed togoing furtherthan beforeandwillsupport councils to transform services and move towards sustainable recovery.

The need for councils to apply for this support reflects the worst of

an outdated funding system which the government is taking steps to tackle. £78 billion is being made available to local authorities in the first multi-year funding settlement in over a decade, enabling more councils to restore localservices.

The package also marked a turning point in the way local government is funded, using a new evidence-based approach – including the latest Indices of Multiple Deprivation – that properly recognises local need and the true costs of providing services in deprived areas.

Minister for Local Government and Homelessness, Alison McGovern said: “People in deprived areas have been let down for too long, with councils in the poorest areas left on their knees and services cut back as a result.

“The support we’re announcing iscritical for the councils,and we are doing everything we can to ensure councils can balance the books, including by making £78 billion available through the first multi-year settlement in a decade.”

Dorset Firefighters Spend ‘Fascinating’ Day With Care Home Residents

Firefighters joined care home residents in Poole to spread community spirit and uncover details of shared local history.

Four members of the station crew at Redhill Park in Bournemouth were special guests at Colten Care’s Bourne View home in Langside Avenue, two miles away.

The whole-day visit was arranged between the Companionship team at the art deco-themed home and Dorset & Wiltshire Fire Service.

It was an opportunity for residents to celebrate and show appreciation for local heroes while seeing a modern fire engine at close range.

Over tea and cakes baked by Bourne View chefs and served in the home’s hotel reception-style lounge, crew members invited residents to go out to the car park together for a hands-on look at the vehicle.

“The firefighters talked through the equipment and how it is used,” said Companion Rebecca Oliver. “They shared insights into

how fire engines and protective gear have changed over the years, happily answering questions and giving everyone a better understanding of life in the fire service.

“In the afternoon, the focus turned to our site's history. We had previously worked closely with historians from Talbot Village Trust to uncover the story of the land on which Bourne View now stands.

“Research revealed that the building was once the headquarters of local fire stations, and some historians recall it may even have been used for training during its final years.

“Going back even further, the area was originally open fields owned by Newton Farm. In the 1940s, the farm became home to a ‘dog hotel’, the Tree Top Kennels.

“This was a well-known local business remembered by many long-time residents who reminisced about hearing dogs barking when they passed.

“Discovering these layers of history brought real excitement to what was a lively and fascinating day.”

What Happens To Care Home Fees When A Resident Dies, And Who Is Responsible For Paying Them?

In every care home, residents bring the place to life. They are people full of stories who have lived exciting lives and who build real connections with those looking after them.

When a resident passes away, it's not just the family that experiences grief; carers do too. And in these times, many families will look to the carers who have become familiar to them to guide them through this difficult time.

But apart from the emotional impact, families also face financial anxiety.

One of the most common worries we hear is: "Who is responsible for care home fees now that my family member has passed?".

Care home teams are often the first people families turn to for answers, so knowing the right information is important.

CARE HOME FEES ARE PAID FROM THE ESTATE, NOT BY RELATIVES

If a resident dies with unpaid fees, this is settled by their estate and is not paid for by their relatives.

The estate is a term used to describe the collective value of a person’s savings, property and other assets. The only time that family members are responsible for paying an outstanding care home bill is if they have explicitly agreed to be a guarantor.

If there is no estate or inheritance left by the deceased, then the unpaid amount is normally written off by the care home. Being able to reassure families of this early on can help remove a huge weight off their shoulders.

CARE HOMES CAN CONTINUE CHARGING FOR A SHORT PERIOD AFTER DEATH

Care homes are allowed to continue charging for a short period of time after a resident dies.

This is because the room needs to be cleaned and prepared, and is unlikely to be ready for another resident right away.

As a general rule, care homes are not allowed to charge fees for more than 3 days after a person’s death (as long as another resident doesn’t take the room before then) or 10 days if their belongings are still in the room.

Care teams already handle this time sensitively, but knowing the regulations can help you answer any questions that families might have.

THE EXECUTOR PAYS THE BILL

When it comes to who is responsible for paying the outstanding bill, this role sits with the executor of the estate. If there is a will, an executor is the person named to carry out the wishes of the deceased. If there is no will, then this role is handled by the 'administrator'.

The executor is in charge of every financial aspect of the estate. That includes getting it valued, paying Inheritance Tax and applying for probate. And in the case of an outstanding care home bill, it means paying that too.

But probate, which is the legal process of being allowed to

By Steve Gauke, Managing Director at Provira (www.provira.com)

access the money in the estate, can take months to come through. This could mean that care home fees are due before the funds are accessible.

A WAY TO SUPPORT FAMILIES FEELING FINANCIAL PRESSURE

Between care fees, funeral costs and taxes, there are many financial elements for families to consider when a relative passes away.

Options like Estate Advances and Inheritance Advances allow executors and beneficiaries to access a portion of the estate before probate is completed, helping to cover outstanding fees quickly, including outstanding care home fees.

Another option, specifically for beneficiaries (those inheriting the estate), is an Inheritance Advance, which again allows them to access the inheritance before probate is completed, providing much-needed financial relief.

At Provira, we work with hundreds of families across the UK to help them access up to 50% of their inheritance early. Being aware of this means you can guide families towards financial support options so they have space to grieve.

WORKING TOGETHER WITH EMPATHY

Carers give families more than practical care. They are there every step of the way to provide comfort, support and reassurance.

Here are the key things you can share to help:

• Families are not liable to pay outstanding care fees.

• The estate, not the people inheriting the money, has to pay these costs.

• Some fees might continue after the person has passed away, but only within small limits.

• Support exists if families need some extra financial help whilst they wait for the funds to be released.

A CLOSING THOUGHT FROM ME

Carers are a line of support for families, and this continues even after their relative has passed away.

By having the right information and giving reassurance when needed, you can help grieving families feel secure at a difficult time. With the right advice, families can access the funds they need and focus on what really matters: honouring the life of the person they love.

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.

Written by Pat O’Brien of pobroll

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 dur-

ing bed bathing for dementia 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.

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Low Pay Costing Social Care Sector Billions in Hidden Costs, New Research Warns

New research from the Joseph Rowntree Foundation has revealed the true financial toll of low pay in adult social care, warning that persistently poor wages are generating billions of pounds in hidden costs through chronic staff shortages and high workforce turnover.

The report finds that as of March 2024, four in ten adult social care workers in England were earning below the Real Living Wage (RLW), leaving the sector among the lowest-paying in the UK labour market. Despite growing awareness of the recruitment and retention crisis, the research argues that policy debate has focused almost exclusively on the direct cost of increasing wages, while largely overlooking the considerable financial damage caused by the instability that low pay creates.

The research identifies two categories of hidden costs: direct financial costs — including recruitment, training and agency expenditure — and lost output costs, stemming from vacancies, inefficiency during onboarding, and reduced care delivery capacity.

Analysis of provider data found that recruiting a single care worker costs organisations a median of £7,870, comprising median recruitment expenses of £800, training costs of £884, agency cover costs of £3,683, and an estimated £3,288 in staff time absorbed during the training period. These figures exceed the £4,000–£6,000 estimate previously published by Skills for Care and Care England, with the variation largely attributed to differing reliance on agency staff and local market conditions.

Lost output costs were found to compound the financial picture further. The median cost of lost output during the period taken to recruit and train a new care worker was estimated at £9,282 per vacancy.

The report also highlights pay as a central driver of turnover. Qualitative evidence gathered from care

UK’s Largest

providers indicated that nine in every ten care workers who moved roles within the sector received a pay increase upon doing so. While pay is regarded as a "hygiene factor" — a baseline condition for attraction and retention rather than a primary motivator — the research notes that management quality, career progression opportunities, and competition from sectors such as retail and hospitality also influence staff decisions to leave.

Looking at the potential impact of sector-wide pay reform, the research draws on Skills for Care modelling to assess the consequences of raising all care worker pay to at least the RLW. Over a 15-year period, the investment in higher wages would, according to the analysis, prevent lost output costs worth £3.58 billion, save £2.99 billion in recruitment, training and agency spending, and generate £442 million in additional gross operating surplus — more than offsetting a projected £378 million increase in Employer National Insurance Contributions. The NHS, meanwhile, is estimated to save £2.7 billion over the same period as a result of improved social care stability.

The findings are published against the backdrop of the Government's announcement of its intention to introduce a new Fair Pay Agreement for social care. The Joseph Rowntree Foundation has called for a properly funded settlement that substantively raises pay for care workers, arguing that the business case for doing so is clear.

The report concludes that low pay is not simply a matter of fairness for care workers, though it is that too — it is actively undermining the financial sustainability and service capacity of the sector. Providers, it warns, cannot continue to absorb the compounding costs of turnover indefinitely.

Care Provider Marks 40th Anniversary

Shaw Healthcare, the UK’s largest employee-owned care provider, is marking its 40th anniversary, reflecting on four decades of work spanning housing, care services and facilities management.

The organisation was founded in February 1986 by Jeremy Nixey as a housing association, providing secure homes and housingrelated support. Over time, Shaw expanded into delivering care services, guided by the principle of providing the quality of care people would want for their own loved ones.

Headquartered in Cardiff, Shaw now operates 63 registered care services across England, Wales, and Scotland, working in partnership with a number of local authorities and NHS bodies. It delivers a broad range of services, including residential, nursing and dementia care, mental health support, acquired brain injury services, and support for people with physical and learning disabilities. It also provides facilities management services across parts of its portfolio. Shaw employs more than 3,300 staff and supports over 2,100 care beds, with services used by thousands of people and families each day.

A major milestone came in May 2020, when Shaw became employee-owned, placing staff at the centre

of the organisation’s future direction. In 2021, Russell Brown was appointed Chief Executive, leading the next phase of development for the business.

Since becoming employee-owned, Shaw has been named Employee-Owned Business of the Year and recognised as both the UK’s third-largest employee-owned company and its largest employee-owned care provider. In 2024, Shaw expanded its portfolio of specialist services by acquiring three services in South Wales. Many employees build long-term careers within the organisation, progressing into senior and leadership roles.

Commenting on the anniversary, Chief Executive Russell Brown said: “Shaw has always been a people business. Reaching 40 years gives us the opportunity to recognise the employees, communities and partners who support our work, while continuing to focus on delivering high-quality, compassionate care for the residents we are privileged to care for.”

The anniversary was marked throughout February with events across Shaw services, including treeplanting initiatives linked to the organisation’s environmental commitments.

How We Took Langdale House from Good to Outstanding

By Laura Davy, Home Manager, Cygnet Social Care (www.cygnetgroup.com)

When Langdale House achieved an Outstanding rating, it was a moment of huge pride for our whole team. This wasn’t about one inspection or one moment in time, it reflected the culture we have built together, where kindness, safety and respect are part of everyday life, and where the people we support are genuinely at the centre of everything we do.

PUTTING PEOPLE AT THE CENTRE

From the beginning, our focus has been on truly understanding the people we support, their wishes, choices, strengths and what matters most to them. We worked hard to ensure every person had outcome-based documents that clearly reflected their personal goals and aspirations, and that these were understood and used consistently by the whole team. These weren’t just written plans. They were living documents, regularly reviewed with people, their families and professionals, and brought to life through photographs and real evidence of progress. From developing independence with everyday tasks like preparing meals, laundry and cleaning, to supporting people to achieve bigger ambitions such as holidays, employment opportunities or days out they had always dreamed of, every achievement was recognised and celebrated.

We made sure people’s communication needs, capacity and understanding were always considered, using creative and flexible approaches so everyone could be involved in decisions about their own lives.

CREATING A HOME NOT A SERVICE

We wanted Langdale House to feel like a real home, somewhere people felt comfortable, proud and safe. Everyone was supported to personalise their bedrooms, and no two rooms look the same. Each space reflects the individual living there, their interests, favourite colours and personal history, and people continue to make changes as their preferences evolve.

People were also supported to have pets, which brought companionship, comfort and routine. Throughout the house, photographs, artwork and shared projects reflect the lives people lead, from holidays and activities to time spent with staff, friends and family.

This sense of belonging and identity has been vital in helping people truly feel at home.

ENGAGING AND SUPPORTING STAFF

An Outstanding service starts with a supported and motivated team. We focused on creating a positive, inclusive culture where staff felt listened to, valued and confident in their roles. We are proud to have a stable staff team who know people well and provide consistent, compassionate care.

Regular meetings gave staff the opportunity to share ideas, reflect on practice and contribute to improvements. As leaders, we made a conscious effort to remain approachable, visible and supportive. We celebrated birthdays, marked achievements and made sure the small comforts - like hot drinks and snacks - were always available during busy shifts.

When staff faced challenges, we supported them openly and proactively. This created a strong sense of togetherness, where people felt supported not just as professionals, but as individuals.

Many staff describe the service as feeling like a family, and that sense of connection directly benefits the people we support.

OVERCOMING CHALLENGES TOGETHER

Like any service, we faced challenges along the way. What made the difference was how we respondedopenly, collaboratively and with a shared commitment to doing the right thing.

Safety was always a priority. We worked closely as a team, and with families and professionals, to identify risks and develop practical, person-centred solutions. We encouraged open conversations, welcomed feedback and ensured people felt confident raising concerns, knowing they would be listened to and acted upon.

By learning from challenges rather than avoiding them, we strengthened our service and our culture.

PROMOTING INDEPENDENCE AND CHOICE

Supporting people to live as independently as possible has always been central to our approach. Staff actively encouraged choice, independence and positive risk-taking, supporting people to do things for themselves wherever possible, from household tasks to managing their own routines.

We worked creatively to remove barriers, sometimes consulting with medical professionals and completing detailed risk assessments so people could safely pursue activities that mattered to them.

Seeing someone achieve something they were previously told wasn’t possible has been one of the most rewarding parts of our journey.

RELATIONSHIPS

MAINTAINING

We strongly believe that relationships matter. People were supported to stay connected with family and friends through regular contact, visits and shared experiences. Families were always welcome in the service, and people were encouraged to spend time both in and outside the home with loved ones.

We also supported people to build friendships within the wider community and with individuals living in other services, maintaining meaningful social connections and a sense of belonging beyond Langdale House.

MAINTAINING HIGH STANDARDS

We don’t work to be Outstanding just for one day, we aim to live it every day. Through regular reviews, staff discussions, reflection and learning from feedback, we continually look at how we can improve. Care plans are detailed, personalised and reviewed regularly, ensuring care remains effective, compassionate and empowering. Feedback from people, families and professionals is actively sought and used to shape how we work.

WHAT I’M MOST PROUD OF

What makes me proudest is how everyone comes together for the people we support. From small daily acts of kindness to supporting someone to achieve a lifelong ambition, the team consistently goes above and beyond.

Langdale House isn’t Outstanding because of one person, it’s Outstanding because of the collective heart, dedication and passion of the entire team.

My advice to others aiming for Outstanding is simple:

• Keep people genuinely at the heart of everything you do

• Celebrate progress, no matter how small

• Support, listen to and value your staff

• Create a warm, homely environment

• Encourage independence and positive risk-taking

• Go the extra mile when it really matters

• When people feel cared for, heard and valued, outstanding care naturally follows.

Care Home and Nursing Home Waste Management Specialist Wins International Healthcare Waste Management Award for Second Year Running

Leading independent healthcare waste management specialist Anenta, which acts on behalf care homes and nursing homes throughout England, has been named UK Healthcare Waste Management Services Company of the Year for the second year running at the international Healthcare Business Review Europe Awards 2026.

The back-to-back win reinforces Anenta’s position as the UK’s leading independent healthcare waste management company, recognising the continued impact of its technology-led approach, sector expertise and commitment to driving efficiency, compliance and cost control across healthcare estates.

Anenta was selected following a rigorous evaluation by a panel of C-suite executives, industry experts, and the editorial board of Healthcare Business Review. Judges highlighted the continued evolution of Anenta’s proprietary Vector platform, alongside the company’s proven ability to deliver measurable financial and operational benefits for healthcare organisations.

SAVING CLIENTS MILLIONS

Highlights identified by the judges include Anenta’s work to save primary care clients over £13m in charges and the equivalent of £35m in efficiencies by cutting the amount of client staff time spent handling waste administration, auditing and dispute resolution.

This has been made possible through Anenta’s use of its proprietary Vector technology, which analyses hundreds of thousands of data points each month to identify any instances of waste collection or disposal partner billing inaccuracies so that these can be addressed before payment.

This rigorous yet collaborative approach, which identifies and addresses cases of overbilling, contract non-compliance or inefficiencies, was described by the judges as ‘setting a benchmark for best practice, valued by both healthcare providers and waste contractors for its focus on transparency, accuracy and continuous improvement.’

Alex D’Souza, Managing Editor of Healthcare Business Review Europe, commented on the award, saying: “Anenta continues to stand head and shoulders above other healthcare waste management service providers. Retaining this award reflects both Anenta’s consistency and outstanding leadership, as it continues to set itself apart through innovation, depth of sector knowledge and a clear focus on delivering tangi-

ble outcomes for healthcare organisations.”

D’Souza added: “The 2026 award recognises Anenta’s continued leadership in supporting NHS Integrated Care Boards (ICBs), helping unify complex waste arrangements under a single service specification, with consistent contract terms and a common environmental model. This scalable approach is raising standards across the healthcare waste management landscape, setting the bar for efficiency and collaboration.”

Graham Flynn, Managing Director of Anenta, commented: “This is a tremendous endorsement of our team, our technology and our approach. It is particularly meaningful because recognition comes from senior decision-makers who understand the operational and compliance pressures facing healthcare providers.”

Graham added: “As we move through 2026, we look forward to making a significant difference to an increasing number of businesses in the healthcare sector, enhancing levels of efficiency, compliance and cost control for healthcare estates, private healthcare businesses, dentists and care homes. Our focus remains on being a trusted partner — helping organisations operate with confidence, while continuously raising standards of healthcare waste management across the sector.”

Looking ahead, Anenta aims to build strong growth across its client base, with care homes and dental practices identified as key expansion areas. This reflects increasing regulatory scrutiny and risk in these environments, where correct segregation and management of clinical and healthcare waste is critical and time-consuming.

Anenta currently acts on behalf of more than 9,000 GP practices and 9,000 pharmacies across England, handling in excess of 39,000 healthcare waste management queries each year. It supports NHS organisations, GP practices, pharmacies, laboratories, dental practices and care homes. Its services include the provision of remote duty of care, and pre-acceptance audits, supported by free, standardised e-learning programmes. This approach helps clients meet their compliance obligations while reducing risk, enabling healthcare organisations to focus frontline teams on patient and resident care rather than administrative burdens associated with waste management. For

Local Government at Its

'Financially Weakest', Warns LGA

The Local Government Association (LGA) urged the Chancellor to use the Spring Statement to further stabilise council finances, warning that growing cost and demand pressures continued to push councils to the financial brink.

It was good that councils had received some funding growth in recent years. A much-needed multi-year funding settlement had improved councils' financial certainty and would help many councils to begin to rebuild after over a decade of underfunding.

Local government was key to creating thriving communities and places and the achievement of national objectives. From delivering new homes, to promoting inclusive economic growth or improving the health and life chances of the most vulnerable in society, councils were crucial to solving the biggest local and national challenges.

However, in a submission to Chancellor Rachel Reeves ahead of the March 3 Statement, the LGA expressed real concern over the sector's capacity to cope over the coming years.

Despite a strong track record of innovation and efforts to drive efficiency, such as through shared service provision and digital transformation programmes, the sector was perhaps at its financially weakest.

The consequences of under-funded local government were fewer neighbourhood services, reduced investment in prevention, growing pressure on those who relied most on local support and more communities feeling like they were not seeing an improvement in their local services.

Ongoing pressure on local government finances was illustrated by the Government's recent announcement that 35 councils had been granted exceptional financial support (EFS) to set balanced general fund budgets for 2026/27.

The majority of these councils had social care responsibilities, meaning the sector would enter 2026/27 with 1 in 5 social care councils (22 per cent) reliant on one-off flexibilities such as capitalising day-to-day spending and, in some cases, setting council tax above the referendum threshold.

The Government's recent EFS announcements for 2026/27 brought the total value of capitalisation directions provided to the sector to £6.9 billion since 2020/21. New analysis from the LGA estimated that £1.6 billion of this had been, or would be, resourced through the application of capital receipts, and £5.3 billion through additional council borrowing.

Those pressures were present despite the extraordinary creativity and innovation councils had shown in delivering services as effectively and efficiently as possible. New LGA analysis showed that councils had made £27.9 billion worth of savings and efficiencies to their net service spending from 2010/11 to 2024/25.

Cllr Louise Gittins, Chair of the LGA, said: "Councils have delivered billions of savings, while still delivering vital statutory services upon which residents rely and working hard to provide the place-making services which make communities. But councils cannot keep absorbing rising costs and demand without real consequences.

"The current situation in which an ever-growing number of councils are reliant on selling local assets or by building up debt from borrowing in order to fund vital local services, often for the most vulnerable in society, is not sustainable.

"The Spring Statement was an opportunity for the Chancellor to further provide the extra resources and long-term reform councils need so we can protect vital services, plan ahead, and keep delivering services in every community."

Braeburn Lodge Care Home Celebrates International Women’s Day

Residents at the Braeburn Lodge Care Home in Market Deeping looked ahead to International Women’s Day (IWD) on March 8th by spending the day celebrating the achievements of wonderful trailblazing women throughout history.

Residents were delighted to welcome members from the Deepings Women’s Institute and a group of ladies from the Oddfellows, Nene and Welland District Branch.

The visiting groups spoke to visiting members from the community, residents and relatives about their respective groups, their history and works taking place within the local community.

IWD takes place on March 8th every year to celebrate women’s rights and inspire people to fight for gender equality. A United Nations-sanctioned global holiday, IWD celebrates women’s contributions to society, raises awareness about the fight for gender parity

and inspires support for organisations that support women globally. Jane Lee, General Manager at Braeburn Lodge said: “We’ve all had a really interesting day thinking about the very many brilliant women who have had such an impact on our lives, whether that was an historic figure or people in our own family. It was good to share our experiences, take stock and reflect on how much society has changed over the years and we’re so grateful to the Women’s Institute and the Oddfellows for making time to spend with our residents.”

Resident Gill commented: “It is amazing to think how much things have changed just in my lifetime, when I was younger there were so many things it was deemed inappropriate for women to do. It is wonderful that women have so many more opportunities these days and days like this are so important to make sure we keep going in the right direction.”

PROVIDING PRACTICAL AND STYLISH TROLLEYS TO SUIT

lovely trolley

Alzheimer's Research UK Calls for NHS Pilot Trials as New Dementia Drugs Remain Out of Reach for Most Patients

Alzheimer's Research UK has urged the government to establish NHS pilot trials for two newly licensed drugs that can slow the progression of early-stage Alzheimer's disease, warning that care home residents and other eligible patients are being left behind while the treatments remain available only to those who can afford to pay privately.

The two drugs — lecanemab and donanemab — have been licensed as safe and effective by the UK medicines regulator, and clinical trials have demonstrated that both can slow disease progression in people at the earliest stages of Alzheimer's. However, neither has been approved for NHS funding, with health technology assessors ruling that they do not meet the threshold for cost-effectiveness.

For care home operators and frontline staff, the implications are significant. Many residents living with early-stage dementia, or family members seeking to delay a loved one's decline, are already asking questions about access to treatments that are available in other countries.

In nations where the drugs are being used more widely, emerging real-world evidence suggests the benefits last longer than initially indicated by clinical trial data, and that serious side effects are occurring less frequently than first feared — developments the charity describes as encouraging.

Nevertheless, Alzheimer's Research UK acknowledges that even if NHS funding were approved tomorrow, the health service is not currently equipped to deliver the treatments at scale. Diagnostic infrastructure capable of identifying suitable candidates at sufficiently early stages of disease does not yet exist in adequate numbers, and there is insufficient trained workforce to manage patients receiving the new medicines. Pilot trials, the organisation argues, would address this readiness gap.

Running the treatments through selected clinics on a controlled basis would allow NHS leaders to devel-

op the systems needed to identify eligible patients — including those from more diverse backgrounds than those who participated in the original clinical trials — and to determine how staff should be deployed, how safety monitoring should be organised, and how fair access across the UK could be ensured.

The approach mirrors what has long been standard practice in oncology and cardiology, where managed access programmes have routinely been used to introduce complex new therapies while realworld evidence is gathered.

Alzheimer's Research UK is also calling for a modernisation of the way dementia drugs are evaluated, arguing that current methods fail to capture the full societal value of slowing cognitive decline in an ageing population. Even a modest delay in disease progression, the charity notes, can translate into additional months of independence for a person living with Alzheimer's — months that carry profound significance for individuals, families and the care sector alike.

The charity is clear that its proposals are not a criticism of the NHS. However, it maintains that the current position — in which access to potentially life-changing treatment depends on personal wealth — is untenable.

"Science has moved forward," the organisation stated. "With the right steps now, the health system can move with it. Families across the UK deserve nothing less."

For residential and nursing care providers, the development of pilot trials and improved early diagnostic services could in time change the profile of residents entering care — potentially delaying the point at which people with dementia require the highest levels of support.

Cinnamon Care Homes Receive the First ‘Take Note Music in Care’ Bronze Awards from University of Roehampton

Representatives from six Cinnamon Care Collection care homes were the first in the country to receive Take Note Music in Care bronze awards, in recognition of meeting a new standard created by the University of Roehampton relating to the power of music in dementia care.

The awards are an extension of a collaborative and successful pilot project between the University of Roehampton and Cinnamon Care Collection called Take Note, which launched in 2024 focusing on the benefits of music for older adults in care settings, particularly those living with dementia.

Professor Adam Ockelford and Senior Researcher Dr Fi Costa from the University of Roehampton led the study, created the awards, and presented them to the recipients at a wonderful awards ceremony at Eden Court care home in Battersea.

Professor Adam Ockelford said, “Our Take Note research resulted in the creation of a set of resources that feature 100 music-based ideas for carers to use with older people and those living with dementia. Building on this, we established the Take Note Music in Care bronze, silver and gold awards to create a national Quality Standards scheme for dementia care providers, using the Take Note resources as a basis, in line with CQC best practice. We have launched these with Cinnamon Care Collection, a recognised centre of excellence in dementia care, and hope that other care providers will want to roll out these accreditations, enabling those living with dementia to reap the benefits of the power of music to awaken old skills, enable the learning of new ones, and rekindle memories.”

To achieve the bronze award, care home providers had to provide evidence of implementing a number of the Take Note ideas over a four-month period. This included enabling at least five residents to have playlists of favourite music that they can access, carers singing songs with at least five residents every day for fun and to help communication, and giving at least one resident the opportunity to learn or re-learn an instrument. Instilling sound queues was also considered an important part of the programme to help residents anticipate an activity, for example, sounding a small gong to indicate that it is time for lunch or shaking a tambourine when a group music session is about to start.

Geoff Pride, Wellbeing & Lifestyle Manager, Cinnamon Care Collection said, “We are always trying to push boundaries in the use of music in our care homes to help to spark residents’ memories and encourage movement and mental stimulation. It has been a real honour to work in partnership with Professor Adam Ockelford and Dr Fi Costa from the University of Roehampton, and for Cinnamon Care Collection care homes to have been involved in the pilot programme for their national roll out.

“The Take Note Music in Care bronze award has led to a huge amount of enjoyment and engagement for residents, team members, residents’ family members, and members of the local community. All six of our care homes who took part in the award passed with flying colours, impressing the judges (Professor Adam Ockelford and Dr Fi Costa) with their passion and commitment to the project and the many wonderful examples shown through video evidence of the power of music in relation to dementia care. We are now looking at rolling out the award to other care homes in our group.”

New Podcast “The Three” Launches to Challenge the Status Quo in Social Care

A new podcast is set to disrupt the conversation around health and social care and it’s led by three women who aren’t afraid to ask the difficult questions. Kat Hall Project lead for Providers Unite, Sophie Chester-Glyn Coproduce Care and Obiajulu Okonkwo founder of HST.AI

Launching this week, The Three brings together three established leaders from across the sector, each with a distinct voice and track record in social care leadership, innovation and reform.

At a time when the sector faces mounting pressure workforce shortages, funding uncertainty, reform proposals and increased public scrutiny the podcast aims to create a space where policy meets reality.

The Three said: “There are plenty of consultations. Plenty of reports. Plenty of headlines.

But there isn’t a platform where sector leaders can sit down, challenge each other, and say what this actually means for providers, workers and people receiving care.

That’s what we’re building.”

The monthly collective format will see the three hosts reflect on the biggest issues affecting social care, invite fresh voices into the conversation, and respond to current developments shaping the future of the sector.

Each host brings a different lens:

• Policy engagement and democratic participation

Together, they aim to bridge the gap between government announcements and operational reality.

The women behind The Three have set themselves up for long term success as examples of how the care sector should position itself in the future: young, energetic, aspirational, and polished.

From their very first episode, The Three challenges the outdated narrative that the care sector is neither skilled nor glamorous.

In a sector that is often spoken about but not always listened to The Three seeks to amplify the voices of those working within it

.The podcast will tackle:

• The Employment Rights Bill and its implications for care providers

• Workforce funding and whether uplifts reach frontline staff

• Public procurement complexity and sustainability

• Innovation barriers in social care

• Media narratives versus operational truth

But beyond the policy analysis, the hosts say this is about something bigger.

“When women in this sector come together, not to compete but to collaborate, something powerful happens. We’re not here to create noise. We’re here to create clarity.” They say.

The Three launches next week, with its first episode.

The podcast will be available across existing host platforms, including YouTube and major streaming services.

Transitions, Leadership and the Future of Social Care

As I prepare to step down from my role at the Social Care Institute for Excellence (SCIE), I find myself reflecting not only on the last few years but on the last 36 years in social care that has shaped who I am— both professionally and personally.

Social care has never just been a career for me. It has been a vocation. I began my journey as a care assistant, working directly alongside people drawing on care and support every day. Those early experiences grounded me in what truly matters: dignity, compassion, and the fundamental belief that everyone deserves high-quality, person-centred support. From my first roles through to leadership positions across the sector, that belief has remained my constant.

I was deeply honoured to have been awarded an OBE for Services to Social Care in His Majesty The King’s New Year’s Honours List 2025. While it was awarded to me personally, I regard it as a collective achievement—one that reflects the dedication of everyone in social care: the people who draw on care and support, their families and carers, and the committed professionals driven by compassion. I’m truly proud to have been part of a sector that, even in the face of overwhelming pressures, continues to demonstrate remarkable humanity, resilience and purpose.

LEADING SCIE THROUGH CHALLENGE AND RENEWAL

Joining SCIE as Chief Executive in 2020 was both a privilege and a challenge. The charity was at a pivotal moment, facing significant financial pressures. What I saw, however, was a charity with immense potential—a trusted independent voice in the sector, with a mission that truly resonated with my own values: to support best practice, shape policy and raise awareness of the importance of social care.

Together, with an incredible team, we set about stabilising the organisation, strengthening our foundations, and renewing our strategic focus so that we could continue to lead the way in improving social care.

I am immensely proud of what we have achieved collectively. From navigating complex organisational change to securing financial sustainability, every step has been driven by a shared commitment to enabling adults and children who draw on social care to live fulfilling lives. The dedication, expertise and passion of the SCIE team have been nothing short of inspiring, and it has been an honour to work alongside such talented and committed colleagues. SCIE’s reach—supporting hundreds of thousands of professionals and millions of website users of our resources—is a testament to our reputation and the quality of our work. Just the other week, a colleague shared how our recently published Get Me To Hospital resource is already saving lives.

DRIVING IMPROVEMENT AND INFLUENCE ACROSS THE SECTOR

We have continued to drive improvement through our collaboration with a wide range of partners to provide innovative consultancy, expert training, extensive resources and information and evidence-based insights. One of the aspects of my time at SCIE that I will cherish most has been the opportunity to influence best practice right across the sector, with local councils. For instance, enabling Bromley residents and their carers to have greater control over support options while making £2million savings, advising Bath and North East Somerset on their co-production strategy, and providing a new integrated mental health pathway in Croydon, preventing people being sent into inpatient settings and 117 arrangements, recognised by the CQC as a good example of improving equity and experience.

I am particularly proud of our contribution to national conversations about the future of care. Our involvement in the Commission on the Role of Housing in the Future of Care and Support; our role in the Older People’s Housing Taskforce; our leadership of support for the Accelerating Reform Fund; and, most recently, our convening power in bringing the sector together to agree a framework for national standards—culminating in our new report, ‘Towards a National Care Service: raising national standards of care’, which we launched in Westminster—reflects SCIE at its best: bringing people together, amplifying lived experience, and influencing the system in a constructive and collaborative way.

EQUALITY AND LIVED EXPERIENCE

Influence, for me, has always meant more than policy papers or strategy documents. It means championing co-production, listening deeply, and ensuring that the voices of people who draw on care and

By Kathryn Marsden, OBE, Chief Executive at SCIE

support are not only heard but embedded in decision-making. That’s why I was so humbled to be recognised at the Black Women in Care Awards last year for allyship and commitment to equality. Equality, diversity and inclusion are not optional extras in social care; they are fundamental to delivering fair, compassionate and effective support. I have always believed that leadership in this sector must be rooted in justice, advocacy and the courage to challenge inequality wherever we see it.

LOOKING AHEAD WITH GRATITUDE AND OPTIMISM

None of this would have been possible without people. To the entire SCIE team—staff, associates, partners, trustees, volunteers and those with lived experience who so generously contribute their insight— thank you. Your professionalism, integrity and unwavering commitment to improving lives are what make SCIE so special. I would also like to extend my full support and warmest wishes to Gerard Crofton-Martin, who brings a wealth of experience into the role of Interim CEO from his current role as Director of Transformation and Improvement, overseeing our consultancy and training offers; I know the organisation will be in safe and capable hands.

As I move on to take up the role of Chief Executive at Yorkshire Air Ambulance, I do so with immense gratitude for my time in social care and at SCIE. I remain involved in the sector as a Trustee for Community Integrated Care, and the values that have shaped my career—compassion, service, and a commitment to making a difference—will remain at the core of everything I do.

Social care stands at a critical crossroads. Demand is rising, complexity is increasing, and the workforce continues to show extraordinary dedication despite ongoing challenges. Now, more than ever, we must invest in what works: co-production, evidence-informed practice, prevention, and genuine partnership across health, housing and care. We must continue to champion the voices of those who draw on care and support, and we must not lose sight of the human stories behind every policy decision.

So, my call to action is simple. Keep going. Keep innovating. Keep collaborating. And keep believing in the power of high-quality social care to transform lives.

SCIE has shown what is possible when knowledge, compassion and collaboration come together. I leave with great pride in what has been achieved and great optimism for what lies ahead—for SCIE, for all of you who work in social care, and for the millions of people whose lives are touched by social care every single day.

Thank you for the privilege of being part of this journey.

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

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 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.

For more information see the advert on page 15.

Beryl Celebrates Her 104th Birthday At Her Patchway Care Home

Centenarian Beryl Thatchell enjoyed a party to remember as she celebrated her 104th birthday surrounded by friends and family at her Bristol care home.

And the simple secret to her long life? Being happy.

The team at Lovell Place Care Home on Sparrowbill Way organised a lively celebration, complete with music and entertainment from local singer Dave Steer.

He performed a selection of Beryl’s favourite songs, including wartime classics, ‘Tie a Yellow Ribbon Round the Ole Oak Tree’, and ‘Don’t Dilly Dally on the Way’, delighting guests and creating a joyful atmosphere.

Beryl said she was thrilled so many people turned up for her big day. She

added: “It was lovely, so many people came for me, and I’m so happy.

“Happiness is the secret.”

Lovell Place Wellbeing and Lifestyle Coach Vicky Green said: “It’s wonderful to have Beryl living here at Lovell Place, she is always happy and will surprise us all. Like the time she joined in our seated Zumba classes and took part in two sessions! Beryl is an amazing character who always smiles and has fun.

“We all enjoyed celebrating her 104th birthday, and the afternoon reached its peak with a loud and proud chorus of ‘Happy Birthday’ that could probably have been heard down the street.

“Beryl was absolutely over the moon with her ‘lovely’ party, beaming from ear to ear as everyone celebrated her special day.”

"Been Here as Long as the Home", says Chaplain at Derby Home Who Marks 15-year Service

A chaplain working at a Derby home says he is part of the makeup of the home as he marked his 15-year service.

Paul Hygate started working at MHA Willowcroft in 2011, the same year the home opened.

It was a real change in career for Paul as he worked in retail for 16 years prior to joining the home.

He credits his time in working in retail and the public as something that has helped him succeed in his role as the homes chaplain.

To mark his achievement, the management team at the home presented him with some gifts, a voucher and a certificate.

MHA Willowcroft provides residential and residential dementia care for 60 residents.

Speaking of his time at the home he said: “I started working at MHA Willowcroft from the beginning of the home's journey and there is a lot of pride attached to that.

“I have been here as long as the home, and it was a nice surprise to get the recognition from the management team.

“Prior to this I worked in retail for 16 years, a friend of mine who worked as a chap-

lain at MHA Maple Leaf House, told me about the opportunity at MHA Willowcroft, which I applied for and here I am 15 years later.

“One thing that I am very happy with is that a chaplain is part of the basic set up at a MHA home, which is quite beneficial as I don't have to explain my role and what it brings to a home.

“My role is very fulfilling, it's a role that I feel comes naturally to me, and it's not just a job.

“Being a chaplain in MHA is not just about religion, having that support system for staff, residents and their loved ones is first and foremost.

“Being able to support residents, staff and their loved ones during a time of difficulty is something that we all need, regardless of our religious beliefs.

“I have supported other chaplains who have joined from neighbouring homes and supported their development by being a work buddy for them.

“Receiving the recognition and the gifts was really nice but seeing and reading the comments of support and well wishes from our supporters on the homes social media page was very heartwarming.”

Carers Fear A Pension Pinch: Four In 10 Expect To Be Poorer In Retirement Due To Their Caring Responsibilities

Unpaid carers aged 45 –75 are feeling the financial strain of caring for elderly relatives, with reduced income and pension contributions threatening their long -term financial security . Research from the retirement specialist Just Group demonstrates the long -term financial impact of caring for elderly relatives with almost four in ten (38%) stating they will be poorer in retirement because of their caring responsibilities.

The survey of carers aged 45 -75 found that the majority (54%) said that they will be poorer in retirement because they are now contributing less to their pension in order to support their caring duties. Other reasons given were that almost half ( 49% ) have lost out on salary income, 39% have spent their savings to support their caring responsibilities and more than a third (36%) have had to quit their jobs or reduce their working hours .

It builds on recent research which shows that, on average, carers experience a £522 a month hit to their income – which equates to £6,268 per year – from reducing their work hours or leaving the workforce altogether. Meanwhile, n early a quarter (23%) of carers said that they had gone into debt due to providing care with additional credit card debt and a n increased reliance on overdraft allowances and personal loans all noted as consequences.

Emma Walker, director at the retirement specialist Just Group, commented:

“Caring for elderly relatives may begin as helping out with the odd extra trip to the supermarket or doctor, but the impact of providing this care can snowball to the point of jeopardising carers’ long -term financial security.

“We estimate that the average cost for this group of people of providing care for elderly relatives is now over £6,000 a year. This comes on top of their existing budgetary pressures whether that is the mortgage, helping the ir children or simply the escalating costs of everyday living. This research demonstrates the financial price of caring responsibilities – reducing pension contributions, dipping into lifetime savings and sometimes even getting into debt.

“It is important that people carefully consider how looking after their family could impact their financial future and explore what support may be available, such as carers’ benefits and flexible working options. “Caring for loved ones is often a choice made from the heart. But without proper support, that choice can have long -term consequences, leaving many carers facing a pension pinch long after their caring duties have ended.”

Labour MP Bambos Charalambous Visits Priory Hospital North London To Discuss Mental Health And Addiction Services

Bambos Charalambous, Labour MP for Southgate and Wood Green, visited Priory Hospital North London to learn more about the hospital’s specialist mental health and addiction services, as well as its role within the local health system.

Mr Charalambous was welcomed by Jon Olsen, Hospital Director; Kiren Kaulder, Therapy Services Manager; and Sue Harms, Managing Director for Priory in the South, who outlined the hospital’s comprehensive treatment pathways for individuals experiencing acute mental health difficulties and addiction.

Discussions focused on the growing demand for specialist support, the impact of addiction and poor mental health on families and communities, and Priory’s national Break the Chain campaign, which raises awareness of the intergenerational effects of addiction and encourages people to seek help earlier.

The visit also highlighted the value of strong, collaborative working relationships with NHS partners to ensure patients receive co ordinated care and achieve positive long term outcomes within the community, as well as Priory’s work with national mental health charity Chasing the Stigma.

Mr Olsen said: “We were delighted to welcome Bambos to the hospital and to discuss both our mental health and addiction services, including how high quality clinical care, therapeutic expertise and ongoing support for individuals and families are all essential to supporting recovery.

“We also talked about the importance of strong partnership working with the NHS to ensure mental health patients receive co ordinated care that delivers the best possible outcomes.”

Mr Charalambous said: “It was a pleasure to visit Priory in Southgate and be welcomed by their hardworking staff and leadership team.

“I was grateful for the opportunity to learn more about their work providing mental health and adult social care support locally, and what this means for constituents of Southgate and Wood Green.

“I was also interested to hear about their work with Chasing the Stigma and how important mental health awareness is to their role, both in our community and nationwide. I look forward to staying in touch with the team.”

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.

By Kevin Groombridge

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

Care England Calls for Adult Social Care Premises to Be Excluded from High Value Council Tax Surcharge

Care England has written to the Secretary of State for Housing, Communities and Local Government, urging the Government to formally exclude adult social care premises from the proposed High Value Council Tax Surcharge, nicknamed the Mansion Tax.

In the letter, Professor Martin Green OBE, Chief Executive of Care England, makes clear that care homes are not high-value private housing assets but essential public service infrastructure, delivering statutory care and support predominantly funded by local authorities and the NHS.

Care England warns that including care homes within scope would impose an estimated £25 million to £33 million per year in additional costs nationally. As care homes deliver statutory services on behalf of the state and are largely funded through public commissioning, applying the surcharge would amount to levying a charge on public

service infrastructure, rather than raising revenue from private wealth.

The organisation has called for explicit confirmation that adult social care premises will be excluded in full, rather than relying on a future consultation process.

Care England has further highlighted the potential knock-on effects for residents and local authorities should the surcharge be applied. With care home operators already navigating rising staffing costs, National Insurance contribution increases, and constrained local authority fee rates, any additional financial burden risks destabilising providers and reducing the availability of care placements. In the worst cases, this could force home closures, placing vulnerable residents at risk and transferring costs back to already-stretched NHS and local government budgets — entirely undermining the fiscal logic of the surcharge itself.

The full open letter is available here.

Danish Teenager's Heartfelt Letter to Grantown War Veteran

A wartime codebreaker from Bletchley Park living in Grantown has received a moving letter of thanks from a teenager in Denmark who discovered her service on social media.

Sixteen year old Jonathan Halvarsson from Zealand in Denmark, was so inspired after reading about Dr Jean Munro's top-secret work at Bletchley Park that he wrote her a heartfelt letter expressing his gratitude for her generation's sacrifices.

"I recently read about your service during the war, and I was deeply moved," Jonathan wrote. "I felt a strong need to express my heartfelt gratitude for everything you and your comrades did."

Dr Munro, a resident at Lynemore Care Home, was a member of Hut 6 at Bletchley Park during World War Two, helping to decipher German Army and Air Force Enigma messages. Historians believe their codebreaking work may have shortened the war by two to four years, potentially saving hundreds of thousands of lives. She was unable to tell her family and friends about her work until the 1980s.

Jonathan discovered Dr Munro's story through a Facebook post by the Veterans' Foundation and was

inspired to reach out to her.

"Even though we are separated by hundreds of kilometres and several generations, I want you to know that a young person far away holds the deepest respect and appreciation for you," he wrote. "Please know that the younger generations have not forgotten your efforts, and we never will."

Pamela Cummings, manager of Lynemore said: “Jean was deeply touched to receive Jonathan’s letter. She is incredibly modest about her wartime service, but we are all very proud of her. It’s lovely to see her contribution, and that of her generation, recognised by someone so much younger. The letter was a wonderful surprise and meant a great deal to her, especially knowing a young man so far away took the time to write and thank her for her service.”

In December, Dr Munro was awarded the Freedom of Bletchley Park, a rare honour conferred by the Bletchley Park Trust, as she celebrated her 102nd birthday. She was also presented with a specially made Veteran's pin badge.

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

Local Care Home Welcomes the RBL and Community for Veteran’s Event

UK Dementia Drug Discovery to Receive £45 Million Boost

Alzheimer’s Research UK has announced a renewed five-year commitment to its flagship Drug Discovery Alliance (DDA), backed by up to £45 million of new investment, in what the charity describes as one of its most significant research pledges to date.

The announcement was made at the organisation’s Annual Research Conference in Manchester by Director of Research Dr Sheona Scales, and will see the Alliance — first established in 2015 — enter its third consecutive five-year term.

The DDA brings together more than 80 specialist scientists across three world-leading university institutes at Cambridge, Oxford and University College London, forming the UK’s largest drug discovery network focused on neurodegeneration.

Over the past decade, the Alliance has explored more than 80 potential drug targets, progressed 15 into animal studies, and established partnerships with 13 industry partners to help advance the most promising candidates towards clinical trials.

Dr Scales said the renewed investment would give “more brilliant ideas the chance to become tomorrow’s treatments,” adding that the Alliance was building “real momentum towards a cure.”

For those working in care homes, where residents living with dementia represent a significant proportion of the population, the progress carries particular relevance. The Alliance’s three institutes each focus on complementary areas of research — from helping brain cells clear faulty proteins, to targeting the brain’s immune system and reducing neurological inflammation.

The renewed Alliance will see the three institutes collaborate more closely, sharing expertise, data and resources, with the stated aim of advancing at least one DDA-developed drug into clinical trials within five years.

The announcement comes as the first treatments capable of slowing Alzheimer’s disease begin to reach patients, marking a significant shift in what has historically been a challenging treatment landscape.

Care Home Launches Free, New Community Initiative – Friends Connect

The care team and residents at The Lawn, the Alton-based residential care home run by charity, Friends of the Elderly – are excited to announce the launch of its new, free community initiative – Friends Connect – which is taking place on Friday 6th March.

“Friends Connect is Friends of the Elderly’s new monthly programme of supportive events and activities for older people and the people who support them,” said Steve Swift, the Registered Manager at The Lawn. “It brings members of the local community into our home for welcoming, relaxed coffee mornings with activities, quizzes and practical, informative sessions such as talks on topics including Lasting Power of Attorney and dementia care.

“Friends Connect will take place at 10 a.m. on the first Friday of every month, and alongside delicious homemade cakes and pastries, warming refreshments - and of course, great company - for our launch, we have activities and games taking place in our beautiful

everyone to enjoy.”

“Friends Connect will bring additional benefits to the residents and the older people who come along and join us, as they will not only provide a great social interaction, which will enhance mental wellbeing, but also cultivate a sense of belonging,” added Soji Odukomaiya, the Activities Coordinator at The Lawn.

“Friends Connect will also be an ideal opportunity for members of the Alton community, visitors, potential residents or respite guests and residents’ family members to pop in, enjoy a free warming cup of coffee and a tasty, sweet treat, take part in our inclusive and fun planned activities and talks, plus catch up with old friends and make new connections too,” continued Steve.

“We are all looking forward to making new friends and acquaintances, seeing old friends, meeting members of our local community, our neighbours, and catching up with our residents’ relatives and loved ones on Friday 6th March at our first Friends Connect coffee morning,” concluded Steve.

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

Wales Seeks Views on New Negotiating Body to Deliver Fair Pay Agreements for Social Care Workforce

The Welsh Government has launched an important consultation seeking views on proposals to establish a Social Care Negotiating Body (SCNB) that would have the legal authority to negotiate Fair Pay Agreements (FPAs) for the social care workforce in Wales.

The move is described by ministers as a significant step towards improved pay fairness and employment conditions in a sector long challenged by low wages and recruitment pressures.

The consultation, which opened on 24 February 2026, invites organisations, care providers and frontline workers to contribute their views on the structure, remit, and functions of the proposed negotiating body. Responses must be submitted by 28 April 2026.

Under the provisions of the Employment Rights Act 2025, Welsh Ministers would have powers to set out a process for reaching legally enforceable FPAs. These agreements would set minimum standards for pay, terms and conditions for the social care workforce across Wales. The consultation is not seeking views on specific pay levels or contract terms at this stage; rather, it focuses on how the SCNB should operate and be governed. In seeking views on the proposed SCNB, the Welsh Government emphasises the need for a collaborative negotiating body that brings together representatives of trade unions and employers. The intention is that once established, the SCNB would negotiate agreements that, once ratified, would apply across the sector and cover all workers within its scope, irrespective of union membership.

The consultation invites stakeholders to comment on a range of key issues including:

The composition and governance of the SCNB

Negotiation processes and how agreements will be reached

• Coverage and remit, including which roles and sectors should be included under future agreements

Dispute resolution mechanisms

• Implementation and enforcement of negotiated agreements once agreed

Officials note that the SCNB will build on the existing foundations of social partnership in Wales, including the Social Care Fair Work Forum and associated workforce partnerships, which have already sought to embed fair work principles in the sector.

In the consultation literature, ministers underline that Wales’s social care workforce plays a vital role in supporting people’s independence, wellbeing and dignity. Yet pay and employment conditions remain inconsistent across the sector, and the consultation foreword states that a Fair Pay Agreement offers “a practical and principled approach to addressing these longstanding challenges.”

The SCNB is intended to provide a formal negotiating forum, bringing together employer and trade union representatives to build consensus around market-wide pay and terms. Ministers have stressed that this mechanism would not engage with individual pay rates at this stage; rather, it would establish the negotiating framework and structures that underpin future collective bargaining outcomes.

Stakeholders in Wales’s social care sector have been encouraged to take part in the consultation, which represents a rare opportunity for providers, workforce leaders and staff to influence how national pay and employment negotiations could be conducted in future.

Once the consultation closes in April, officials will analyse responses and draft secondary legislation to formally establish the SCNB and its operating procedures. The body would then commence negotiation work on fair pay agreements that aim to deliver legally enforceable standards across Wales’s social care workforce.

Valentine’s Day Celebration Fills Hearts with Joy at Karuna Manor Care Home

Karuna Manor Care Home marked Valentine’s Day with a heartwarming celebration that brought together residents, relatives, and staff for an afternoon filled with love, laughter, and togetherness.

The care home was beautifully decorated with red and pink themes, floral arrangements, and handmade cards created by residents.

The celebration featured live music, classic love songs, light refreshments, and a special Valentine’s-themed afternoon tea. Residents enjoyed sharing stories, dancing, and participating in

fun activities designed to spread joy and companionship.

Families and friends joined their loved ones to celebrate the occasion, creating meaningful moments and cherished memories. Many residents expressed how special it felt to celebrate love in all its forms friendship, family, and community surrounded by familiar faces.

A spokesperson said: “Team members at Karuna Manor Care Home worked thoughtfully to ensure the event was inclusive and engaging for everyone, reflecting the home’s commitment to promoting wellbeing, connection, and happiness.”

Building Confidence, Skills and Quality in Adult Care

Dyson and Alzheimer's Research UK Mark a Decade of Partnership and £1

Dyson and the James Dyson Foundation celebrated a remarkable milestone in 2025, marking ten years in partnership with Alzheimer's Research UK and surpassing £1 million raised in support of vital dementia research. The partnership began in 2015 when Alzheimer's Research UK joined Dyson at its annual Summer Fayre, and has grown steadily ever since — with Dyson employees throwing themselves into a wide range of creative fundraising activities over the course of the decade.

Even the challenges of the COVID-19 pandemic failed to dampen spirits. Colleagues found inventive ways to keep fundraising momentum alive, from joining virtual choirs and Zoom comedy clubs to competing to grow the finest sunflowers and chilli plants. A group of motorbike enthusiasts among the Dyson team went a step further, completing the iconic Land's End to John O'Groats challenge in aid of the cause.

Throughout the ten years, the James Dyson Foundation has generously match-funded the fundraising efforts of Dyson employees, helping to maximise the impact of every pound raised. In addition, Dyson donated £50,000 to the charity through the gifting of machines for supporter events, enabling Alzheimer's Research UK to raise over £611,000 in the process.

Million Raised

“Alzheimer’s Research UK is delighted to celebrate this important milestone with Dyson. Ten years of dedicated support and fundraising is a remarkable achievement, and we are sincerely grateful to everyone who has contributed to the success of our partnership,” said Hilary EvansNewton CBE, Chief Executive at Alzheimer’s Research UK. Juliet Charman, Global Head of the James Dyson Foundation said: “This vital fundraising and awareness raising from Dyson will help Alzheimer’s Research UK end the heartbreak of dementia. We have seen extraordinary progress over the last ten-years. In the next decade, our vision is that dementia will no longer feel like the end, but instead, a treatable condition. We are only able to achieve this goal with support from partners like Dyson. Thank you, Dyson, for continuing to stand with us for a cure.”

“Dyson people have been dedicated to fundraising for Alzheimer’s Research UK, and it is brilliant that this commitment reached its 10-year mark last year. Alzheimer’s Research UK conducts vital work raising awareness for dementia and investing significantly in research, with a clear aim of finding a cure. We look forward to continuing to support Alzheimer’s Research UK in 2026.”

Birmingham Nurse Honoured with Gold Chief Nursing Officer Award at House of Lords

A Birmingham-based nurse has received one of the highest honours in the nursing profession at a prestigious Parliamentary reception held in the House of Lords.

Lianne Ford, Head of Nursing at leading complex care provider, Exemplar Health Care, has been awarded the Gold Chief Nursing Officer (CNO) Award, recognising exceptional leadership, innovation and impact across social care nursing.

The award was presented at an invitation-only Parliamentary reception, with closing remarks from Professor Deborah Sturdy CBE, the Chief Nurse for Adult Social Care at the Department of Health and Social Care, who recognised the invaluable contribution Lianne makes to the profession.

Lianne was nominated by colleagues from The Outstanding Society – a group of industry peers who collaborate to improve the quality of social care in the UK – in recognition of her work strengthening links between social care and academia, while championing evidence-based practice and national research.

Zoë Fry OBE, Director of Nursing, The Outstanding Society CIC shared: “Lianne is a role model who consistently achieves the highest standards in adult social care. Her career reflects distinction, integrity, and a profound commitment to improving outcomes for people who use services and their families. Her leadership is inspirational, her contribution is exceptional, and her impact is far-reaching.”

Lianne’s work includes her vital role implementing the VIVALDI study within Exemplar Health Care to collect data to improve infection prevention and the understanding of long-term care environments, while ensuring the voices of people who work in or draw on care are central to research design. Lianne has shared this expertise with the wider sector through a series

of seminars.

Lianne has also helped translate existing academic research into practice as part of enhancing Exemplar Health Care’s longstanding Sexuality Champions Initiative. This project aims to ensure people living in care homes feel supported to have personal relationships and express their sexuality.

Lianne now delivers the training of nominated carers in topics including sexual expression, privacy, gender identity, mental capacity, and professional boundaries, ensuring colleagues can respond to individual needs in a safe, respectful, and inclusive way.

Lianne’s most recent accolade follows her winning the Social Care Research Award at October’s Social Care Leadership Awards.

Speaking on her award win, Lianne Ford said: “I’m passionate about ensuring adults living with complex needs receive care that is evidence-based, inclusive, and rooted in dignity and respect. For me, this award represents the power and potential of social care nursing, and the importance of starting everything we do with the individual and their voice.

“It also shines a light on the vital contribution social care nursing makes to people and communities across the UK, the rewarding and diverse career opportunities the sector offers, and how social care nurses are empowered to develop new methods and improve the lives of the people they support.”

Zoe Shears, Home Manager at Maypole Grove care home added: “I’ve had the privilege of working with Lianne for many years and she consistently demonstrates exceptional leadership, integrity and dedication to nursing. She leads with compassion, inspires those around her and is wholly committed to improving outcomes for the people we support and the care team.”

Sailability Charity Benefits From Donation By Retired Yachtsman

A retired yachtsman chose the dementia care home where his wife now lives, Camelot House and Lodge in Wellington, as the venue for a donation of specialist kit and clothing to the charity Wimbleball Sailability, which provides access to sailing programmes for those living with disability.

Craig Fox-Johnson (79) and his wife Jenny (77) covered many nautical miles together, including the lengthy voyage down the French canal network to the Mediterranean, and they were keen to ensure the kit they used during their yachting days should benefit others now they no longer use it themselves.

The donation included walkie-talkies for boat to shore communication, and items of clothing suitable for sailing and and wet weather activities.

David Mather, accepting the donation on behalf of Wimbleball Sailability, said: “We really value Craig and Jenny’s gift, which will be greatly appreciated by our volunteers and sailors.

“I was especially interested to hear from Craig about two fabulous jackets by Gill Clothing, whose kit is used by the America’s Cup sailing team.”

Craig Fox-Johnson explained: “The jackets were given to Jenny and me by Gill Clothing as thanks for allowing them to take photographs for their catalogue featuring our beautiful wooden fishing boat, Growler, a specially-built 33-foot craft used by its original owner for sailing around

“Sadly, Jenny and I can no longer sail together but I spend every morning with her at Camelot House and Lodge, and the lovely team there even brought cakes to celebrate my birthday last week, so it seemed only right to present our joint collection from here.

“We’re happy the kit will find good use at Wimbleball Sailability – it’s a really wonderful charity, with such dedicated volunteers who work incredibly hard to help those with disabilities have the experience and enjoyment of going afloat in a sailing boat.”

Zillah Oakes, registered manager at Camelot House and Lodge, said: “We always find out as much as we can about the life stories of the people we care for here, and Jenny has a really interesting background – not just her sailing, but a professional background in the food industry and as a developer of recipes for products like Foxes Chocolate Cookies.

“The progressive nature of dementia means that it gradually strips away an individual’s memories, but even those with advanced dementia will sometimes surprise us by recognising things linked to their earlier life, so if we know their back-story we try to keep them engaged with personalised memory-joggers, as part of their personalised care plans.”

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

King’s Touching Message To Carers

From Wales: “You Are Not Forgotten”

Three social care heroes from Wales were hailed as “truly magnificent” by King Charles when they met him during a special reception at Windsor Castle.

Taurai Zimbi from Barry, Shiny Skaria from Rhayader in Powys and retired nurse Carol Dight, who were all gold winners at last year’s Wales Care Awards, also had a chance to chat with Queen Camilla at the prestigious event.

The trio were among invited guests at the reception celebrating the extraordinary contribution of the nation’s social care workforce.

They were accompanied by Mario Kreft MBE, chair of Care Forum Wales which runs the Wales Care Awards.

Broadcaster Kate Garraway, actress Patricia Hodge, TV doctor Ranj Singh and celebrity Coleen Rooney were among the familiar faces at the occasion, which was also attended by the Duchess of Edinburgh.

Prime Minister Keir Starmer was one of several politicians at the event and other MPs included Ed Davey, Stephen Kinnock and Pat McFadden.

Taurai, who relocated from Zimbabwe to Barry two years ago to take up a role with All Care South Wales, won gold in the Exceptional Newcomer category at last year’s awards.

Shiny, originally from Kerala in India, works at Crosfield House, a 64-bed nursing home based in Rhayader, and was crowned the overall winner in the Independent Sector Nurse of the Year.

Carol worked for nine years for HC-One Wales, which owns 14 residential and nursing homes across South Wales.

Not only did she win gold in the awards in the category for Leadership and Management in Small Group or Supported Living, but she also received the Spirit of Care Award.

Mario Kreft said the invitation to the royal reception was an opportunity to talk to the King about the incredible work carers do and about the Wales Care Awards.

He said: “Taurai, Shiny and Carol were three of our top winners at the care awards and I was able to explain to the King who they were and why they were there.

“He spoke to Taurai and said he remembered being in Zimbabwe to sign the declaration of independence.

“He said he knew of Kerala in India where Shiny is from and he had a little chat with Carol, he just puts everybody at ease.

“It was a big thrill for all of them and I was just pleased to be able to accompany them.

“After 23 years and over 900 exceptional individuals in Wales being at the Wales Care Awards for what they do, it was a great honour to take three of those 900 to meet the King and Queen.

“That recognition is for the workforce in Wales, the awards themselves, Care Forum Wales and everybody connected with care in the independent sector.

“It’s like a coming of age for the awards. What better place to get that than at Windsor Castle with the King and Queen recognising three exemplars of those 900 over those 20-odd years?

“The King said to us it was the first time they had actually done anything like this.

“It was an occasion befitting the value of social care workers and carers in our society.

“Everybody in Wales who works in the profession can be justifiably proud.

“Despite all the challenges, they are very resilient and they deserve to be there and be represented there.”

This year’s Wales Care Awards ceremony will take place at the Holland House Hotel in Cardiff on Friday, October 16.

New Registered Manager Appointed At Malsis Hall

Joy Handley has been appointed as service manager at Malsis Hall in Glusburn, near Keighley, bringing extensive clinical and leadership experience to the role.

Joy is a registered nurse with 20 years of clinical experience and a further eight years in management roles across health and social care. She first became aware of Malsis Hall through her professional work and was immediately impressed by both the setting and the carefully designed care pathway, which supports people to maximise their quality of life and independence. She is passionate about delivering high-quality, person-centred care and is committed to ensuring services remain safe, effective and compassionate and places strong emphasis on open communication and operates an open-door policy, encouraging dialogue with staff, people using the service and their families.

Joy said: “Malsis Hall is a truly special place, not just because of its setting, but because of its clear commitment to supporting people to recover, grow and live as independently as possible. I am passionate about person-centred care and about creating a culture where people feel listened to, respected and safe. I believe open communication is vital, and my door will always be open to staff, the people we support and their families.”

Andrew Shelton-Murray, managing director of Malsis Hall Limited, said:

“We are delighted to welcome Joy as service manager at Malsis Hall. Her depth of clinical experience, combined with her strong leadership values and commitment to compassionate, person-centred care, make her an excellent fit for the service. Joy shares our vision of providing a clear, supportive care pathway that enables people to move forward in their recovery in the least restrictive way possible.”

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

Dorset Hospice Charity Thanks Care Home Team For Community Partnership

A Dorset hospice charity has thanked residents and team members at a nearby care home for their help in building a community partnership.

Colten Care’s Poole home Bourne View has been working with Forest Holme Hospice on various initiatives over the past two years.

The latest involved providing expert help and support on the design and refurbishment of a staff room and two counselling rooms at the hospice.

Juliana Clark, Assistant Interior Designer at the Colten Group, gave her time, design input and help on several visits to source fabrics, artwork and materials for the refreshed accommodation. Some items were brokered through Colten supply partners.

Juliana said: “They are all lovely people at the hospice, doing very important work. It’s a hard job they have and so it was great to be able to improve their working environment. At the same time, the counselling rooms are now a more conducive space for those receiving help. To see the

end result of the refurbishment was fabulous. It’s great to give back.”

Thanking Juliana and her colleagues, Kirsty Perks, Corporate & Community Fundraiser at Forest Holme, said:

“From sourcing beautiful new soft furnishings and artwork at no cost to the charity, to hanging the curtains and blinds, and organising the upholstery of all the counselling chairs, your time, effort and attention to detail has been outstanding.

“These refreshed spaces have already had a real impact. Our staff now have a much more comfortable and welcoming place to take a moment, recharge and support one another during busy and emotional shifts.

“The counselling rooms also feel calmer and more inviting, helping to create a safe and soothing environment for patients and families at some of the most difficult times in their lives.

“The improvements have made such a difference, and we are incredibly grateful for your kindness and generosity.”

Care Home Residents Enjoy Memorable Journey on Buckfastleigh Steam Train

Residents at Windward House, located in South Brent, part of Centrum Care Homes Group, recently enjoyed a truly memorable day out, taking part in a unique Memory Café experience aboard the Buckfastleigh Steam Train.

The special outing offered residents not only a scenic journey through the Devon countryside, but also an opportunity to reminisce, connect and share stories. As the steam train gently travelled through the landscape, the distinctive sights, sounds and even the nostalgic scent of steam sparked conversations and reflections among those on board.

The experience was organised with the support of Kathrine from Conversation Works, whose Memory Café initiative created a warm and welcoming environment designed to encourage social interaction, memory stimulation and simple enjoyment.

For many residents, the day left a lasting impression. Sylvia, aged 96, described the outing as a wonderful experience, while Barbara, aged 98, said it

was the best day out she had enjoyed in a long time. Eileen, aged 83, who lives with dementia, spoke warmly of the trip, calling it a wonderful day. Alice, aged 96, also living with dementia, shared that she clearly remembered the day and how lovely it had been. Gerald, aged 79, who lives with dementia, was full of smiles throughout the outing. While he was unable to fully recall the journey afterwards, team members reflected on the visible joy and engagement he showed during the experience itself.

Ambika Prasad, Registered Manager at Windward House, said:

“Days like this are incredibly important for our residents. The steam train journey created so many moments of happiness, conversation and connection. It was wonderful to see everyone relaxed, engaged and enjoying the experience in their own way. These outings are not just about a change of scenery, but about creating meaningful moments that support wellbeing, confidence and a sense of togetherness.”

Young Volunteers Help Abbots Care Smash 100-Hour Loneliness Target

Young people are helping to lead the fight against loneliness in Hertfordshire after home-care provider Abbots Care delivered more than 100 hours of volunteer companionship to vulnerable people in the community.

Nearly a third of the hours were provided by volunteers under the age of 29, as part of the organisation’s award-winning Tackling Loneliness campaign.

The milestone surpasses Abbots Care’s latest target and builds on its 2025 achievement of securing 100 hours of companionship, demonstrating growing cross-generational support to combat social isolation.

The announcement comes as the Liberal Democrats argue that hobbies and shared interests could be key to addressing the UK’s loneliness crisis. The party has proposed £42 million to extend opening hours at community spaces such as libraries and community centres, alongside a £40 million oneoff fund to support hobby groups with outreach and equipment.

Lib Dem leader Sir Ed Davey said:

“Sharing a passion with others in your community is one of the most powerful ways to fight loneliness.”

According to the Office for National Statistics, 33% of Britons aged 16 to 29 report feeling lonely “often, always or some of the time” – highlighting both

the scale of the issue and the importance of intergenerational connection. Abbots Care’s volunteers provide regular visits, conversation and shared activities for people who may otherwise have limited social contact – helping to boost confidence, wellbeing and independence at home.

Camille Leavold MBE, CEO of Abbots Care, said:“We are incredibly proud to have reached more than 100 hours of companionship – and especially proud that so many young people are stepping forward to make a difference.

“When generations connect through conversation, shared interests or hobbies, it can be transformative. Tackling loneliness isn’t just about care provision – it’s about community.”

The milestone follows a recent visit from Daisy Cooper MP, Member of Parliament for St Albans and Deputy Leader of the Liberal Democrats, who visited Abbots Care’s headquarters and joined care workers on community visits.

Following her visit, Daisy Cooper MP said:

“Care workers look after our loved ones with dignity and compassion, yet so much of what they do goes unseen.

“If we want every vulnerable person to receive the care they need, we must get serious about long-term funding for social care. Seeing Abbots Care’s work first-hand has strengthened my determination to push for reform.”

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.

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

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.

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.

FurnitureSpecialist Seating Solutions

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 Help Address Barriers To Postural Care

Addressing postural care should be a pre-requisite of occupational therapy yet is a postcode lottery, says RCOT(1).

The problem is further complicated by lack of awareness among professionals, the breadth of issues posture management affects resulting in multiple disciplines being involved, and the diversity of equipment required to achieve round-the-clock support and correction and thus funding streams.

AAT is aiming to simplify the process.

Its Grande vacuum posture cushion delivers almost all sedentary and supine positioning support required day or night.

So just one health professional need prescribe.

Caregivers can precisely mould and fix the mattresssized cushion to correctly support whether sitting or lying in the day or sleeping at night. Grande can be used as a mattress for resting, sleeping or physiotherapy, or folded to create a seat- stand-alone, on a chair, on a sofa.

Its construction also means it is tactile and easily transmits sound waves, so it can double as a conductor for sensory stimulation.

The technology Grande uses is based round the principles of a bean bag, giving the precise shaping inherent in the concept. The beans contour precisely to the required body shape. By attaching a pump, the air between the beans is extracted, fixing that shape with the preferred degree of firmness.

The shaping can be as detailed as required, providing correct stabilisation with minimal pressure and even allowing for pommels, wedges, hollows for feeding tubes. There is no need for restraint, even during dystonic episodes or hyperactivity.

Frequent re-plumping/ positioning of conventional

cushion-type posture systems becomes a thing of the past.

To re-shape, simply allow air back into the Grande and mould as necessary, be it a simple adjustment for body position and comfort or a complete reconfiguration.

“The role postural care plays in the health and wellbeing of disabled people and their carers is acknowledged, but the way our health service is structured, delivery is fragmented. Yet addressing it would have a huge impact not only on the people who need it, but on the demand for associated NHS services,” says Peter Wingrave, AAT Director.

“If just one healthcare professional thinks outside the box and looks at something like Grande, that answers the specific issue they have for a client but simultaneously could answer other issues for that client, surely it must be considered?”

More details about Grande and its role in 24-hour postural management can be found @ 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 working days. The Multi Bari Express and bestselling Boston Express, for example, are available on this five-day lead time, offering care providers a rapid solution without sacrificing quality or functionality. For less specialist needs, some homecare models are even

dedicated distribution network, and close relationships with healthcare professionals, the company continues to be a trusted partner in multiple sectors throughout the country and beyond.

CLEANING AND HYGIENE

Hygiene and Odour Control: Preserving Dignity Through Excellence in Care

Effective hygiene and odour management forms the cornerstone of quality care in residential and nursing home settings. Beyond mere cleanliness, these practices directly impact resident dignity, health outcomes, and the overall therapeutic environment that supports recovery and wellbeing.

THE FOUNDATION OF DIGNIFIED CARE

Personal hygiene represents far more than basic cleanliness—it embodies respect for the individual and recognition of their inherent worth. When residents feel clean and comfortable, their self-esteem improves, social interactions flourish, and psychological wellbeing strengthens. Conversely, poor hygiene practices can lead to social isolation, depression, and a profound loss of personal dignity.

HEALTH AND SAFETY IMPERATIVES

Proper hygiene protocols serve as the first line of defence against healthcare-associated infections. In residential settings where vulnerable populations live in close proximity, maintaining rigorous standards becomes critical for preventing cross-contamination and protecting community health.

Poor odour control often signals underlying health issues requiring immediate attention. Persistent odours may indicate skin breakdown, urinary tract infections, or inadequate wound care management. Staff trained to recognise these warning signs can intervene early, preventing minor concerns from escalating into serious medical complications.

Regular hygiene assessments should form part of comprehensive care planning, with individualised approaches reflecting each resident's preferences, cultural background, and physical capabilities.

BEST PRACTICE FRAMEWORK

Person-Centred Approach: Every hygiene intervention should begin with respectful communication. Explain procedures clearly, seek consent where possible, and honour personal preferences regarding timing, prod-

ucts, and assistance levels. This collaborative approach maintains autonomy whilst ensuring necessary care delivery.

Environmental Management: Maintain optimal room ventilation, use appropriate air fresheners sparingly, and address sources of odour promptly rather than masking them. Regular deep cleaning schedules, combined with immediate response to accidents, create pleasant living environments for all residents.

Product Selection: Choose gentle, pH-balanced cleansing products suitable for sensitive or compromised skin. Avoid harsh chemicals that may cause irritation or allergic reactions. Consider fragrance-free options for residents with respiratory sensitivities or cognitive conditions that may cause distress with strong scents.

Staff Training and Support: Comprehensive training programmes should cover infection control principles, dignity preservation techniques, and proper use of personal protective equipment. Regular refresher sessions ensure consistent standards across all care teams.

DIGNITY-PRESERVING

PROCEDURES

Maintaining privacy during personal care represents a fundamental aspect of dignified treatment. Use privacy screens, ensure doors remain closed, and limit the number of staff present to those directly involved in care delivery. Explain each step of the process and pause if residents express discomfort or distress.

Timing considerations prove equally important. Schedule hygiene activities around residents' natural rhythms and preferences where possible. Some individuals prefer morning care, whilst others feel more comfortable with evening routines. Flexibility demonstrates respect for individual choices and promotes cooperation.

Cultural sensitivity requires ongoing attention. Some residents may have specific religious or cultural requirements regarding personal care practices. Understanding and accommodating these needs shows respect

for diversity and supports emotional wellbeing.

MANAGING CHALLENGING SITUATIONS

When residents resist hygiene care, often due to cognitive impairment or past traumatic experiences, staff require specialised approaches. Gentle persistence, distraction techniques, and breaking tasks into smaller steps can reduce anxiety and promote acceptance.

For residents with dementia, maintaining familiar routines and using consistent caregivers helps reduce confusion and resistance. Simple, clear instructions and positive reinforcement encourage participation and preserve remaining independence.

BUILDING SUSTAINABLE SYSTEMS

Effective hygiene programmes require robust documentation, regular auditing, and continuous quality improvement processes. Track infection rates, resident satisfaction scores, and family feedback to identify areas for enhancement.

Invest in appropriate equipment and supplies to support best practice implementation. This includes adequate changing facilities, proper lifting equipment, and sufficient staffing levels to avoid rushing through personal care tasks.

CONCLUSION

Excellence in hygiene and odour control represents a fundamental expression of caring that extends far beyond basic cleanliness. When implemented thoughtfully, these practices preserve dignity, protect health, and create environments where residents can thrive with confidence and comfort.

The investment in comprehensive hygiene programmes yields dividends in improved health outcomes, enhanced resident satisfaction, and strengthened family relationships. Most importantly, it affirms the value and worth of every individual in our care, supporting their right to live with dignity and respect throughout their residential care journey.

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

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

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: Advanced Technology Industry-leading 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 facing page.

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