Caring UK January 2026

UK care home market review: 2025, looking ahead to 2026

By Darren Edwards

2025 has been a steadier year for the UK care home market.

After years of pandemic disruption and inflationary pressure, operators have shifted from survival to stability, focusing on occupancy, workforce retention, and sustainable pricing.

The sector continues to professionalise through consolidation, rising consumer expectations, and growing institutional investment influencing standards, data use, and governance.

Demand, occupancy and acuity Occupancy has recovered and largely stabilised.

National occupancy in early 2025 averaged 89.6 per cent, with steady levels expected through the year.

Once homes operate consistently in the high-80s, marginal occupancy gains strongly improve profitability, as many costs are fixed or semifixed.

Demand fundamentals remain robust, driven by an ageing population and later admissions with higher dependency.

Residents increasingly present with greater acuity, more dementia, complex behaviours, and higher safeguarding needs, requiring skilled staff, strong clinical oversight, and proactive risk management to reduce avoidable incidents such as falls or malnutrition.

Fees, funding mix and the “twospeed” market

Fee growth in 2025 has been strong, particularly among selffunded residents.

A 2025 data reported personal care fees at £1,302 (up 8.5 per cent) and nursing fees at £1,696 (up 8.3 per cent).

Yet the funding gap between local authority (LA) and private pay persists.

It is estimated councils paid an average £1,225/week for nursing care in 2024/25, compared to £1,594/week for private payers, a £369 difference that sustains a “two-speed” market.

This divide shapes strategy and investment.

Homes in higher-income areas typically achieve stronger margins and reinvestment, while LA-dependent homes face tighter budgets and greater exposure to wage and cost shocks unless local fee uplifts keep pace.

The sector-wide, estimated

value of the UK residential care market stands at £26.2bn (December 2024), underlining both its economic scale and political sensitivity.

Costs and margin management

Labour remains the sector’s largest cost pressure.

The National Living Wage rose to £12.21/hour in April 2025, with staffing costs up around six per cent year-on-year.

Operators have focused on retention, reducing agency reliance, and improving recruitment-to-induction processes.

Competitive pay, flexible rotas, and investment in wellbeing and development are central to workforce stability.

Non-staff costs have also remained high.

It is reported property costs per bed of £4,427 in 2025 (up 18 per cent), with cumulative increases since 2018 of 21 per cent for property and 52 per cent for food.

As a result, procurement discipline, preventative maintenance, and energy efficiency upgrades, particularly for older buildings, remain priorities to protect margins.

Workforce policy and the shift towards 2026

Policy changes have tightened the labour supply.

The overseas recruitment route for social care workers closed on July 22, 2025, alongside wider Skilled Worker restrictions

running to the end of 2026. This will make 2026 workforce planning more reliant on domestic recruitment and productivity gains.

Providers are expected to focus on faster onboarding, clearer career progression, and digital tools such as eMAR and digital care planning to streamline workflows and reduce staffing pressure while maintaining care quality.

Regulation, transparency and reputation

Regulatory and consumer scrutiny have intensified.

The Competition and Markets Authority (CMA) consulted on updated pricing guidance in July 2025 and, by November, had launched investigations into eight providers over potential consumer law breaches related to unclear pricing and optional extras.

Heading into 2026, operators should expect greater focus on transparent pricing, clear contracts, and accurate marketing.

Aligning fee information, top-ups, and optional charges with published materials will be essential to avoid reputational and legal risk.

Investment, consolidation and stock quality

Transaction activity in 2025 remained strong, demonstrating continued investor appetite.

A recent report shows £1.75bn of elderly care home

transactions in 2025, up 108 per cent on the previous year, largely driven by consolidation.

The UK is described as Europe’s most attractive care home real estate market.

In 2026, capital will likely remain selective, favouring purpose-built, modern homes with resilient occupancy and clear fee positioning.

Older properties may require significant refurbishment, repurposing, or operator change to stay viable under rising regulatory and energy standards.

Outlook for 2026

Market fundamentals remain solid: steady demand, cautious fee growth, and continued cost pressures driven by wages and utilities.

Success in 2026 will depend on strong workforce retention, efficient operations, and transparent pricing models.

Providers that can evidence value, through resident outcomes, staff stability, and efficient buildings, will continue to attract residents and capital.

The main watchpoints for 2026 include workforce availability following immigration changes, potential increases in the National Living Wage, and whether new high-quality supply can replace outdated stock without disrupting local market balance.

Darren Edwards is a healthcare agent at Montane Care. Email darren.edwards@ montanecare.co.uk

Team members graduate as ‘Green Champions’

FIVE team members from Oakland Care have graduated as ‘Green Champions’ after completing courses with the Institute of Sustainability Studies.

The ISS is an educational institution which delivers accredited corporate sustainability training that is designed to empower organisations and their employees with practical knowledge and the tools to drive impactful and measurable change.

Over the course of a ninemonth period delegates from Oakland Care studied modules including: Introduction to Business Sustainability, Sustainability Plan Implementation, Decarbonisation: Achieving Net Zero, Circular Economy and Sustainable products, Business with Biodiversity, and Sustainable Operations.

Aaron White, assistant director of corporate services and sustainability at Oakland Care, said: “We are focused on investing in our teams through a sustained universal commitment to internal growth and support. For us, opportunities such as this are a fundamental

part of the process. For many of those that have undertaken this programme they have gained more confidence and belief in themselves, as well as developing new skills and knowledge in the sustainability space which they can put into practice within their roles.”

“We look forward to offering yet another cohort the opportunity to undertake courses with the ISS in 2026.”

The course formed part of the care home provider’s ‘Sustainability Development Pathway’.

This four-tier selection of courses, which range from e-learning to full apprenticeship, enables and

encourages team members to access sustainability training which is suited to their level and interest. It forms a key aspect of Oakland Care’s sustained commitment to internal growth and support within their care home teams through the active promotion of career and development opportunities that allow team members to grow.

The ‘Green Champion’ graduates will now apply their learning within their roles, helping to shape the next part of Oakland Care’s sustainability journey as they continue to push the boundaries of what is possible for care providers’ in the fight against climate change.

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A chef from Heathlands Residential Care Home in Pershore has claimed top honours in Sanctuary Care’s annual ‘MasterChef’ competition, showcasing exceptional culinary talent and creativity. Ruaan Prins, chef manager at the not-for-profit care home, triumphed over competition from chefs across England and Scotland, and after advancing through the heats, wowed judges in a live cook-off, crafting a twocourse menu in under 90 minutes. The main course featured a roasted rack of lamb accompanied by fondant sweet potato and a miso glaze, partnered with a vermicelli-wrapped king prawn, accompanied by a delicate plum dressing. For dessert, Ruaan served a rich chocolate fondant, with a refreshing mango ice cream.

Managers complete adventure to Cambodia for local hospital

RAD Tingle, kitchen manager at Ribble Court Care Home in Much Hoole, Preston, has completed a 10-day trek across Cambodia –joined every step of the way by manager of the part of Sandstone Care Group operated home, Dawn Fawthrop, who travelled with him to offer her support.

A passionate and committed fundraiser, Rad has supported several charitable causes over the years and has previously raised money for Lancashire Teaching Hospitals renal unit, where he was once a patient.

His drive to give back stems from personal experience: Rad has Von Hippel–Lindau syndrome, a rare inherited genetic disorder that causes tumours and cysts to grow in various parts of the body, including the brain, spinal cord, eyes, inner ear, pancreas and kidneys. The pair began their challenge at Angkor Wat, a UNESCO World Heritage Site and the oldest Buddhist temple in Cambodia, before trekking through the country’s diverse landscapes, wildlife and rural communities. They have raised around £5,000 to date.

Cambodia proved to be an unforgettable setting for the adventure. Rad and Dawn

described it as “a beautiful country filled with history and warmth.”

During the trek, they visited several Buddhist temples – even sleeping overnight in some of them – and embraced the hot temperatures and occasional rain showers, which they said only added to the magic of the journey.

They walked just over 20km each day, passing through small villages, meeting local people, seeing rice farmers at work, and encountering a variety of animals along the way.

The food was another highlight of the trip, with Rad recalling the “out-of-this-world flavours of freshly picked lemongrass and ginger with curry sauce” which provided much-needed energy at the end of each day.

Angkor Wat stood out as a truly

special moment, not only for its scale and history but for the sense of achievement they felt knowing their efforts were helping raise vital funds for Lancashire Teaching Hospital Charities.

Reflecting on the journey, Rad said: “This trek was lifechanging. Cambodia’s beauty, its people, and the history we walked through made every step meaningful. Dawn and I definitely came back stronger and full of energy for the busy month ahead before Christmas. I would strongly recommend an adventure like this to anyone, it pushes you, inspires you, and stays with you forever.”

Dawn added: “Supporting Rad through every mile was an honour. The experience challenged us both, but it also uplifted us. The scenery, the culture, the people, everything about Cambodia was incredible. I’m so proud of what we achieved together and thrilled that our journey will help support such an important cause.”

Having seen first-hand the difference charitable donations make to patient care and wellbeing, Rad has taken on a number of adrenaline-fuelled fundraising events in recent years, including skydives, abseils and ziplines.

LAMONT JOHNSON

Seriously ill residents ‘penalised’ as funding slashed by £5,000

HEALTH bosses in North Wales have been blasted for a “travesty” that cuts funding by more than £5,000 a year for care home residents receiving complex nursing care.

Betsi Cadwaladr University Health Board is paying less for patients in Conwy who need the most complex nursing care, despite them receiving round-the-clock support – including end-of-life-care – from highly qualified staff.

According to Kevin Jones, who has run the 38-bedroom Bryn Marl Care Home in Llandudno Junction for the past five years, the situation is “scandalous” and said it exposed a postcode lottery in how care is funded across Wales.

The six North Wales local authorities pay among the lowest fees in Wales but Conwy Council broke ranks and increased their funding to a level that makes them the sixth most generous in Wales.

Newport Council tops the table for support but Conwy’s neighbours Denbighshire are 21st and Gwynedd 20th with Wrexham Council rock bottom in 22nd place.

The majority of care home residents who need nursing care are on Funded Nursing Care which is paid by local councils who are then reimbursed by the relevant health board.

But when a resident’s needs become more acute and complex they move to a different care package called Continuing Health Care which is paid directly by the health board.

When Conwy Council increased their FNC funding they actually overtook the CHC fees provided by the Betsi Cadwaladr University Health Board

Kevin said: “Conwy Council increased our

FNC fees but they have overtaken the CHC fees paid by the Board so that residents who move to CHC funding are receiving less than they were before their condition deteriorated.

“That’s despite the fact that they may well need help eating and drinking, be in more danger of developing pressure sores and receive more specialist nursing care because as a person approaches the end of life their needs increase dramatically and they may have very complex issues.

“If they are assessed by the Health Board as needing CHC we will receive £1,217.23 a week from the Board – that’s £108.52 less a week than we were getting before, £5,643 less a year – it just doesn’t make sense.

“Their nursing needs have increased massively but their funding has actually gone down.

“When Conwy Council broke ranks with the other North Wales local authorities and increased their rates to a very realistic level we actually stopped charging the top-up fees which we had introduced.

“If we see someone’s condition deteriorating we have to ask the Health Board to review them but at the same time we know that we will be receiving less money while at the same time providing a greater level of care.”

Thea Brain, North Wales policy advisor for Care Forum Wales, added: “The big issue here is that Betsi Cadwaladr doesn’t have a proper methodology for determining the fees – it’s back of a fag packet maths.

“Other health boards, particularly in South Wales, do. Aneurin Bevan Health Board in Gwent takes the local authority fee and adds to it on the basis of specialist advice it commissions.

“Betsi Cadwaladr needs to adopt a proper methodology because what we have at the moment is a shambles and it’s not fair to the care providers and most importantly the fragile, seriously unwell people for whom they provide care.

“Most of them in Wales are small businesses, often family run, with one or two care homes and they’re doing their best to provide an essential service in their local communities.

“What is needed is a single, standardised methodology for calculating the level of care home fees with perhaps an additional Cardiffweighting taken into consideration to reflect higher prices in the capital in the way London is more expensive than elsewhere in the UK.”

Operator launches UK’s first dementia-friendly restaurant

OAKLAND Care has launched the UK’s first dementia-friendly community restaurant at Hyllden Heights in Hildenborough, Kent.

Known as ‘Kentish Kitchen’, the fine dining restaurant is designed to serve people and the families of those who may be living with dementia or memory impairment, but will also act as an inclusive dining space for anyone who may have difficulties dining in traditional restaurants but are eager to enjoy good food and company in a safe and welcoming environment.

Working in collaboration with independent charity, BRACE –Dementia Research, the operator has re-imagined what inclusive dining looks like through the careful curation of the unique restaurant space.

Situated within the care home and staffed by Oakland Care’s own trained staff, the restaurant is designed to fully accommodate, facilitate and assist guests who may be dealing with cognitive decline or mobility issues.

This includes the ability for diners to request modified food if they have difficulties cutting, chewing or swallowing, as well

as adapted cutlery and drinkware for the best possible dining experience.

Chief executive officer at Oakland Care, Joanne Balmer BEM, said: “We’re delighted to announce the official launch of the community restaurant at our Hyllden Heights care home in Kent.

“This represents the culmination

When clean is not enough

IN A care home, hundreds of hands touch the same surfaces every day.

Door handles, bed rails, call buttons and shared equipment are in constant use, often by residents who are already vulnerable.

Even when cleaning routines are strong, these touchpoints can quietly become one of the easiest ways for infection to spread.

Viruses and bacteria can survive on hard surfaces such as plastic and stainless steel for up to 72 hours. That means the effectiveness of the product used matters just as much as how often cleaning takes place. A surface that looks clean may still carry thousands of microorganisms if the disinfectant has not reduced them sufficiently. This is where the difference between household and professional products becomes important.

Many domestic antibacterials work to 99.9 per cent effectiveness and need up to five minutes contact

time. In microbiological terms, that still leaves one in every thousand microorganisms behind.

In busy care environments, five minutes is a long time, and that remaining margin can make a real difference.

Professional infection control products are designed for settings like care homes.

Products that achieve 99.999 per cent effectiveness in around 30 seconds reduce microbial levels far more thoroughly and fit naturally into fast-paced routines. They allow teams to clean little and often, with confidence in the result.

At Gompels, we support care homes with professional-grade infection control solutions that meet rigorous standards and respect the expertise already in place. We work as a partner, helping teams maintain safe, reassuring environments so they can stay focused on delivering the best possible care.

Visit gompels.co.uk

of excellent work between those at Oakland Care and BRACE Dementia to create a unique space which will positively impact the lives of many.

“It will not only support those living with dementia or memory impairment and their families who may be seeking a space to accommodate their needs, but also anybody who is seeking

inclusive dining.

“This is a space where people can enjoy high-quality, fine dining in a safe, purpose-built, environment.

“Through this restaurant we will be able to raise important funds for BRACE Dementia Research and their important work, as well as other charities in the future.”

The restaurant is planning to open six times a year, offering a ‘tasting menu’ that has been designed by head chef at Hyllden Heights, Rob Lewis, and which utilises local, fresh, ingredients from Kent, coupled with local beverages.

This will be made available for a donation.

The restaurant space will continue to adapt and evolve as a concept, to meet the needs of different communities and people that may find dining in fine-dining restaurants challenging.

Proceeds from the restaurant will firstly be donated to BRACE Dementia Research and their committed efforts to defeating dementia through scientific research, before rotating to support other charities as part of the initiative.

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You c an Tr ust

Activities Team of the Year

Randolph Hill Nursing Homes Group

All of the finalists demonstrated so passionately that life doesn’t stop when you enter a care home, and indeed life can be more enriching than ever. Randolph Hill Nursing Home Group Activities Team stood out as we were highly impressed by the positive outcomes achieved for their residents through the exceptional variety of activities. The collaborative approach of the activities teams across the seven homes has clearly benefitted residents and staff alike, and the inter-home competitions, as well as community outreach, unite residents and inspire real connection.

Best Outdoor Environment

Chalfont Lodge, Chalfont St Peter

Not only is the outdoor environment a stunning space, but residents also have involvement in the maintenance of the it so there is a real feel of ownership over the environment. The impact of the outdoor space investment has been measured and that came through in the nomination, staff reporting increased mood, participation and satisfaction from those who regularly engage with the garden and in reviews there are frequent references made from family members about the effectiveness and beauty of the outdoor space.

Catering Team of the Year

Wilton Manor Melton Mowbray

The home’s catering team is truly second to none, delivering exceptional, person-centred dining experiences every single day. With passion and creativity, they go above and beyond to provide residents with delicious, nutritious meals tailored to individual tastes, preferences, and dietary needs—including beautifully presented IDDSI meals that never compromise on dignity or flavour. From home-cooked favourites to elegant silver service, delightful cakes, and a glass of wine, every detail is thoughtfully planned to bring comfort, joy, and choice to the residents.

Quality in Housekeeping

St John’s House, Norwich

St John’s nomination showed that the residents are at the heart of the home and that the housekeeping team understand this by fully engaging them in every aspect of the life of the home. It was a joy to see photos of residents busy with their own cleaning, folding creative napkins and taking pride in their work. The home’s Outstanding rating is clearly well deserved.

Dementia Care Team of the Year

Highstone Mews, Barnsley

Highstone Mews stood out because of the way in which the team have pulled together to empower residents in such a variety of ways. Having a resident representative to greet new families and to co-chair resident meetings is fantastic. The team provided copious evidence of the wide range of activities that residents engage in and the photographs were heartwarming. The smiles were infectious and genuine. They also demonstrated clearly that residents’ families and friends were involved, as well as children from a local school.

Community Involvement Award

Broadlands Residential Home, Lowestoft

There were many examples shared of how and who the care home engages with, and what the impact of this has been for their service and the people they support. The frequency of their community engagement really struck me, and their engagement was amongst a broad range of stakeholders, local primary schools, brownies club, Suffolk Artlink, National Literacy Trust amongst others. There was also a number of fundraising activities listed which were diverse and catered to various interests.

Management Team of the Year

Maryville Care Home, Brentford

The team has demonstrated some great initiatives which range from environmentally friendly to person centred keeping people at the heart of all that they do. They are championing diversity in a very positive way and have demonstrated a visionary approach to care and support.

End-of-Life Team of the Year

Ebury Court, Romford

Ebury Court is an Outstanding rated home with a long history of excellent palliative care provision. Its commitment to providing loved ones with information, before and after their loved one’s death is to be commended. It is striking that the home spends time and effort gathering views specifically on the palliative care that has been provided to their loved one, and that their staff provide written reflections on practice.

Excellence and Innovation in Dementia Care sponsored by Spark Care

Adept Care Homes, Hinckley

The team aren’t afraid to consider difficult subjects and they enable staff to get an idea of what it is like to experience dementia. They support each other to eat, wear wet continent pads, learn about sexual contact, experience sensory deprivation and become a resident and have to adapt to common limitations. ‘Stop the clock’ is a great approach to ensure that care is not all task focused. Adept Care has been involved in The Big Dementia Talk and the virtual dementia awareness workshop event has been really helpful for the community.

Commitment to Training and Development

Mettle and Bond Oxted

This nomination was strongly supported by quantitative evidence of staff engagement with training and development. The current completion levels of formal qualifications hugely supersedes the national average, with 76 per cent of staff enrolled or having completed level two/ three qualifications. Nationally the average for care workers is significantly lower.

Care Team of the Year

Watlington and District Nursing Home

There are some remarkable stories in the entry which demonstrate collaborative work within the team to make a real difference in the lives of those they support – a recognition that little things make big differences. An inclusive management team that embraces all areas of the service bringing it to the centre of the individuals.

Regional Care Home of the Year South

Manor Lodge Chelmsford Manor Lodge has succeeded where many other large care homes have failed. It is not easy to manage a large home and to create a personalised feel, with a home that has been rated as Outstanding twice by CQC. Its long-standing management team have supported a 95 per cent occupancy and high levels of satisfaction amongst its residents and staff.

Regional Care Home of the Year North

Norton House, Elland

Norton House stood out for three reasons. First, because of its innovative use of social media, notably on TikTok with one video of the home’s ladies dancing getting 355,000 views. Secondly, the home is focused on environmental sustainability. Lastly, the manager, Jillie-Jo, has been instrumental in supporting other care homes in the area to raise standards and promote a wider sense of community. As one example among many, Norton House rented out The Rex Cinema in Elland, a restored 1920s cinema, for a day and put on a party for its residents and also invited the residents from three other local care homes.

Regional Care Home of the Year Midlands and Wales sponsored by NGA Care

Hendra House, Ludlow

In an environment where staffing in care is difficult, to have a waiting list for staff and never having used agency, that contributes to this being an exceptional service. Not only are they recognised with the plethora of awards and accreditations within social care, but they also are recognised in national apprenticeship awards. You can feel significant investment in staff from their offer around training but also in access to immediate physiotherapy support as one example. You feel from their nomination that they really prioritise engagement with their residents to make decisions.

Regional Care Home of the Year Scotland

Eilean

feeling in care services. Good to see positive use of the community links to enhance the experience of the service users.

Care Employer of the Year

Strong Life Care, Wakefield

Strong Life Care is a mid-sized group that is punching above its weight in terms of innovative employment practices.

With an enviably low staff turnover of 1.8 per cent and a zero turnover of senior management in seven years, the company provides a stable basis from which to support its staff.

Programmes to support its female workforce features strongly including “You Matter and We Care” which supports vulnerable women into employment.”

Best Initiative in Care

Next Level Tea – Care UK and Tea From the Manor

The provider identified a key portion of its residents – 21 per cent – who live with dysphagia and noted that many switch to coffee after moving to a thickened diet. The reasons for this were that thickened tea does not keep heat very well, and doesn’t retain its taste. A Care UK chef even went as far as to follow a thickened diet for a week to better understand their offering, and too noted that the drinks didn’t leave her feeling refreshed. Working with specialist family run tea business Tea From The Manor, Care UK has assisted in the development of this product.

Care Employee of the Year

A member of staff who obviously puts his heart and soul into the wellbeing of those who reside in the service and their environment. Uses his learned skills to enhance the lives of those he cares for and about.

Care Group of the Year sponsored by Virgin Money

Southern Healthcare, Dawlish

Achieving outstanding outcomes in CQC inspection is always something to celebrate, but continuing to drive innovation and achieve outstanding outcomes across multiple services and maintaining those standards is inspirational. You can see the investment in training and development of staff with the acquisition of a training centre, you can feel their added value with their Chrysalis programme and it was great to see other external accreditations.

Outstanding Achievement Award sponsored by The Outstanding Society – joint winners

Mandy Croshaw, Rhencullen Care Group, and Sheila O’Connor, Sanctuary Care

The standard of entries was incredible, and our judges found it impossible to choose a winner from the outstanding individuals who made the final shortlist – so they chose TWO.

Our first winner has dedicated a lifetime of service to nursing and care. In her most recent role she has supported both those receiving care and those looking after them with expert balance. Her innovative leadership style has helped her introduce initiatives including co-production with resident ambassadors and Cultivating Conversations to support staff wellbeing. Our second winner has dedicated 30 years to the care industry, beginning as a care assistant while at university in the 1990s. She quickly fell in love with her work and the industry, vowing to make a real difference in people’s lives. She says “Our homes are the next chapter for a person, not the last chapter, and people need to know they still matter—that’s what we are all here for.” This philosophy has guided every decision she has made.

Group breaks ground on fully electric home

CONSTRUCTION has begun on a new luxury care home at a 1.8-acre site on Cypress Drive in Cardiff’s St Mellons community, with Hallmark investing £23.5million in the development.

Hallmark’s CEO and chairman were recently joined by the site’s local construction team to officially mark the start of the build.

Hallmark Luxury Care Homes CEO Nye Brown said: “Melrose Grange, Hallmark’s first fully electric care home, represents an exciting step toward a more sustainable future. We are committed to reducing our

later stages of life in St Mellons to live active, fulfilled lives.”

Hallmark Melrose Grange will

heat pumps and PV panels to provide

The development will protect local wildlife with a dedicated bat house and dormouse corridor, while enhancing biodiversity with a spectacular wildflower garden for residents and families to enjoy.

Complementing this will be a unique dementia-friendly garden — a tranquil, accessible space featuring a range of planting to engage the senses as well as promote independence with a fruit and garden patch for residents to tend.

Melrose Grange will be built by Cardiff-based company Langstone Construction and is scheduled to open its doors to its

We are delighted to confirm the recent completed sale of Hilltop Manor Care Home, a long established, and successful Care Home registered for 35 in Sherburn in Elmet, North Yorkshire. This is the second home (the other being The Coach House, Garforth, West Yorkshire) that we have sold on behalf of the vendors, to the same purchasers in the past 18 months.

The acquisition involved an original period building, with a most pleasant purpose built extension. The home has been sold on behalf of Claire Buckle and Alison Green and acquired by an existing Derbyshire based operator.

L A M O N JOHNSON

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New care home takes shape in Adel, creating 80 jobs

CONSTRUCTION of a new care home in Adel is moving into its final stages, with St Mary’s Care Homes confirming that Adel Square Care Home is on track to start welcoming new residents in early 2026.

The 86-bed home will provide residential, dementia and respite care for families across North Leeds and the wider region. Its opening comes at a time of growing pressure on local care provision.

Leeds has the second highest number of people diagnosed with dementia of any local authority area in England, according to the latest national NHS data, making additional specialist capacity particularly significant for the region.

Adel Square Care Home has also been designed to bring longterm employment opportunities to the area. At full occupancy, the home will support around 80 staff including care, hospitality, wellbeing and support roles, with recruitment planned to begin later

this year.

Beyond its scale, the home marks one of St Mary’s most sustainable developments to date. The building has been designed around enhanced thermal performance, highefficiency systems and integrated renewable energy sources. It is fully electric and powered through a combination of air source heat pumps and solar PV panels, enabling the scheme

to achieve an EPC rating of A. This approach will keep energy use low while maintaining high levels of comfort and reliability for residents.

Kirsty Crozier, managing director at St Mary’s Care Homes, said: “Adel Square Care Home represents a major investment in both care provision and the wider community.

“Leeds has one of the highest levels of dementia diagnoses

in the country and families are feeling that pressure. This home will provide much needed capacity, modern facilities and the type of personalised care people rightly expect.

“We are also creating around 80 jobs which is an important part of our long-term commitment to the area. It’s a development we’re incredibly proud of and we’re looking forward to opening the doors early next year.”

Adel Square Care Home forms part of the wider regeneration of a long-derelict site in Adel that is now being brought back into use for housing and community facilities. The care home will offer en-suite bedrooms across three floors, communal lounges, a café, activity spaces, landscaped gardens and a full programme of resident-led activities and events.

The home is expected to welcome its first residents from early next year, subject to CQC registration, and a public open day is being planned as part of the official launch.

Provider acquires Skegness home thanks to funding

AFFINITY Care Homes has acquired Wainfleet Care Home (Halcyon Living 11 Ltd) thanks to a £650,000 funding package from HSBC UK.

The long-term residential care and specialist nursing provider’s acquisition of the 40 bed and 32 staff residential home in Skegness – which provides respite, dementia, day care and residential care – brings its portfolio to 12 across the England and Wales.

This follows Affinity’s purchase of four care homes in the last 18 months, with the plan of reaching a total of 15 homes in the next year.

Director Sirajali Panjwani said: “We are committed to expanding Affinity Care Homes, setting a benchmark in the care home sector by providing excellence and creating a place that truly feels like home for our residents.

“With HSBC UK’s continued support, the business is wellpositioned to continue its growth trajectory while upholding its core values of compassion, integrity, and excellence.”

Over the past 15 years the operator has expanded as part of a wider strategy to deliver exceptional care for residents in both established and underserved communities.

Complex dementia care hubs launched

B&M Care has launched three new complex dementia care hubs at Osbourne Court in Baldock, The Radley in Borehamwood and Dalton Lodge in Walthamstow.

These hubs create a lifeline for people whose dementia has progressed beyond what traditional residential care homes can safely support, giving families somewhere to turn when options often feel limited or impossible to find.

The hubs provide specialised environments for residents living with advanced or challenging dementia, including people under 65 with young-onset dementia who frequently fall through the gaps in existing services.

Caroline Inch, B&M Care’s director of dementia care and operations, said: “Opening these hubs reflects our commitment to supporting people whose

dementia has progressed to a point where families often feel frightened, exhausted and unsure where to turn.

“People living with complex dementia may have been assessed as unsuitable for other care homes where staff and facilities cannot provide the specialist dementia care their complex needs require.

“Our complex dementia hubs

provide a compassionate, specialist environment so people who struggled to be supported elsewhere can receive the care they need, moreover this gives reassurance to families in their time of need.

“By creating these specialist environments, we are also providing the NHS with a trusted partner at a time of significant pressure. Our goal is to give

individuals the dignity, safety and personalised care they deserve while helping local services keep people in the right place for their recovery and long-term quality of life.”

Each hub is purpose-designed to be calm, secure and enabling, with B&M Care’s Rose Model of Dementia Care and Dementia Care Mapping™ used to tailor daily life around each person’s mood, engagement and triggers of distress. The hubs accept both professional and private referrals from hospital discharge teams, mental health services, local authority commissioners, other care homes and families seeking specialist care.

B&M Care’s admissions team provides timely assessments and personalised care planning to make each transition as smooth as possible.

Parliamentary reception calls for action to secure future of social care nursing

By Zoë Fry

THE Cholmondeley Room at the House of Lords was filled with energy, passion, and purpose as leaders from across health and social care came together for the Voices of Care: A Parliamentary Reception for Social Care Nursing.

Hosted by Baroness Watkins of Tavistock in collaboration with The Outstanding Society (OS) and sponsors Leaders in Care, the event celebrated the vital contributions of nurses in adult social care and called for bold action to support and elevate the profession.

Zoë Fry, representing the OS, shared the organisation’s journey and its role in driving excellence across the social care sector.

From the pioneering work of the Social Care Nurse Advisory Councils (SCNACs) to the groundbreaking VIVALDI study on care home infections, Zoë highlighted how collaboration and innovation are shaping the future of care and noted, “Social care nursing is a profession built on innovation and collaboration.

From the SCNACs to the VIVALDI study, we’ve shown what’s possible when we work together. This event celebrates that progress and our commitment to even greater impact for those we care for.”

Baroness Watkins delivered a powerful address, sharing her experience of the unique role of nurses in social care and the urgent need for workforce reform. She spoke of the importance of NHS-social care integration.

“As a nurse, I know firsthand the dedication and expertise required to deliver high-quality care. Social care nurses bring clinical skill and compassion to some of the most complex situations, yet their contribution is often overlooked. We must ensure they have the recognition, resources, and career pathways to thrive—because their work is essential to the health of our nation.”

We were delighted that Stephen Kinnock, MP and Minister of State for Care, was able to join us and generously make time to speak despite his other commitments.

Closing the event, England’s Chief Nurse Duncan Burton and Chief Nurse for Adult Social Care Professor Deborah Sturdy, championed collaborative work between the NHS and social care as well as showcasing recent milestones, including the launch of the first RCN Foundation Chair in Adult Social Care Nursing and a new preceptorship programme led by Skills for Care.

Professor Sturdy said: “Social Care nursing plays a pivotal role in delivering care and support system wide. I am delighted that we have seen so much innovation and recognition of this. Research, nurse leadership, nursing prescribing pilots and undergraduate placement strategy are fundamental aspects of building the specialism. The Social Care Nurse Advisory Councils are playing an important role in ensuring the voice of social care nursing sits alongside

that of NHS nurse colleagues. They are proving as equal partners to demonstrate through innovative and creative initiatives, change to improve the care and support provided to hundreds of thousands of people.”

The reception was a testament to the power of partnership between social care and the NHS, the strength of the nursing community, and the shared vision for a more integrated, resilient, and respected social care system. n Zoë Fry is a director of the Outstanding Society.

The OS is a Community Interest Company, free to all providers irrelevant of their rating.

It is a platform to share and celebrate best practice, help others to improve and promote careers in social care.

Please contact Sonia – info@ theoutstandingsociety.co.uk for more information or follow the links below:

We would like to thank all our exhibitors and delegates for their support at our Regional Care Providers Conferences this year.