Foreword by Professor Martin Green Chief Executive of Care England
Even though the new financial year has arrived, many local authorities still have not announced their fee increases. Every year, we see a repeating pattern of local authorities announcing increases, sometimes in the third quarter of the year. There is absolutely no excuse for this behaviour because local authorities will know their budget settlement, and it is incumbent upon them to make clear what increases they intend to give to care providers. This behaviour is even more reprehensible when you consider that it is often a tactic, they use to enable their own cash flow issues. Yet, they have no understanding of the impact this has on people providing care. Many organisations are being pushed to the brink of insolvency, not only by low fees but also by poor payment practices. It is time the central government took an active role in stamping out this abuse, and it is one way they could immediately help the sector.
The Employment Rights Bill is making fast progress through Parliament, and this will have some significant impacts on the care sector. The Government has an enormous majority of 212 seats, and there is little prospect that they will significantly change the Bill. Faced with this reality, the care sector needs to understand what it can also demand from the government as a prerequisite to having a national approach to employment rights. This also links to the discussions which Baroness Casey is having about a National Care Service, and as a sector, we need to think about what we want as part of this new deal. It seems impossible to contemplate a National Care Service when you have 152 local authorities deciding their own approach to social care and funding it based on what they can afford rather than the true cost of care. With the Employment Rights Bill and the idea of a National Care Service, there must also be a national approach to commissioning and funding the sector. Social
care needs a very clear cost of care model, and local authorities must be required to deliver the appropriate funding so that people can be assured their services are of a high quality and providers can ensure sustainability in their funding. There was a lot of preparatory work done on costs of care in preparation for implementing the deal not proposals, and this should form a start point to develop our model for the future.
Alongside looking at the issues around costs, we should also think about developing new models of care and pressure local authorities to commission for outcomes rather than processes. This will require a significant change in the way local authorities commission care, and we must also see an end to the ridiculous practice of reducing care packages when people get good support and become less dependent. Reducing dependency should be the goal of every care service, and we need to be incentivised, not penalised, for delivering these outcomes.
The abolition of NHS England will also allow us to think about how we can shift resources across health and social care. I believe if we started using the money for people and outcomes rather than focusing on organisations and processes, we would not only get better value for money, but we will deliver better lives for the people we support. The Secretary of State has been bold in his vision for an integrated health and care system, and now the challenge is for him to deliver it and to use money where it can best deliver outcomes rather than locking it in organisations such as the NHS and local authorities.
These are challenging times for the sector, and it is important that we try to remain positive and creative despite the many problems that care providers face daily.
Professor Martin Green OBE Chief Executive: Care England DH: Independent Sector Dementia Champion
@ProfMartinGreen
The Outstanding Society and OSDF: Driving Change in Adult Social Care
The Adult Social Care (ASC) sector in the UK stands at a crucial turning point, facing a range of complex challenges that require urgent attention and collective action. Recent government initiatives, such as the establishment of an independent commission led by Baroness Casey, aim to create a new national care service. While this signals a commitment to reform, the proposed timeline has been criticised for lacking urgency, reinforcing the need for swift and decisive measures to support both care recipients and those working in the sector.
Amidst these challenges, The Outstanding Society (OS) continues to lead the way in championing excellence and inclusivity in ASC. The OS is FREE to join and was created to share best practice and raise standards across the sector, supporting providers in delivering outstanding care.
A key initiative under the OS umbrella is The Out Standing Diversity Forum (OSDF), the first cross-sector national diversity forum in ASC. OSDF is dedicated to improving inclusion for diverse and under-represented talent, as well as those that we support within the sector. By providing a platform for best practice around diversity, equity, and inclusion, the OSDF aims to foster knowledge-sharing and drive meaningful change throughout ASC. We are hoping to share our work from last year’s incredible roundtable, held at the Birmingham Care Show, in the upcoming months. Exciting times.
Building on the momentum from our participation in London Pride in June 2024— where OSDF made its debut, celebrating the LGBTQ+ community’s contributions to ASC— we are thrilled to announce that we will be marching at Manchester Pride this year! This marks a significant step forward in our mission, ensuring representation and advocacy for inclusivity across the whole country, moving beyond a London-centric focus.
We invite everyone working in and utilising ASC to get involved—register your interest to march alongside us at Manchester Pride, demonstrating our collective commitment to diversity and inclusion. Early registration to join our Manchester Pride march was being launched on the OS Learning Lounge, Care Show London. If you haven’t managed to sign up yet you can also express your interest by emailing info@theoutstandingsocity.co.uk.
Through initiatives like OSDF and our active participation in events such as Manchester Pride, we can tackle the challenges facing ASC by prioritising the well-being of those we support and those who work in the sector. While the world around us is changing at pace, and sometimes outside of our control, we can create meaningful impact within the sector. Join us in shaping the future of ASC, championing inclusivity, and setting a new standard of excellence for all, while having a damn fine time too!
Sanjay Dhrona, Director of the OS
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
Your Stories Matter: Why Authenticity Wins in the New Procurement Landscape
The UK procurement landscape is undergoing a profound transformation. With the new Procurement Act in February 2025 and companies experimenting with large language models (LLMs or “generative AI”) in bid writing, buyers are changing how they design and assess tenders in a way which creates challenges and opportunities for organisations looking to secure new contracts.
A New Procurement Reality
The new Procurement Act focus on "Most Advantageous Tenders" rather than lowest cost, with greater emphasis on social value and SME accessibility. Simultaneously, LLMs have infiltrated the bidding process, producing generic content or making mistakes that compromise buyers’ ability to identify capable, safe providers delivering quality care.
How Councils Are Responding
The procurement landscape is evolving rapidly as councils implement innovative strategies to ensure they partner with genuinely capable care providers. These approaches go far beyond basic anti-plagiarism software and disclosure requirements.
Councils in the Southwest and Midlands have completely redesigned how they ask care tender questions by focussing on real world experience. One by requiring all responses to be written as anonymised real life case studies; and another by asking you to respond to questions in the context of pre-supplied pen portraits. Bidders must demonstrate professional judgement and capability through actual examples of care delivery, contract management, reporting, and safeguarding. This approach forces organisations to showcase genuine experience rather than theoretical approaches, provides practical insight into personalised care methods, and makes it nearly impossible to use AI-generated content.
We’re also witnessing more presentation-based assessment, both in-person and pre-recorded. This approach is powerful as it allows councils to hear directly from those running contracts, removing reliance on generic written content, leverages widely available smartphone technology for accessibility, and provides authentic insights into an organisation's culture that simply can't be replicated by AI.
Some councils are placing greater emphasis
on CQC ratings and inspection results for quality validation. While this approach has merit in externalising assessment to professional inspectors, it comes with limitations. Current backlogs in initial inspections and reinspections mean data isn't always current, newer organisations may be disadvantaged, and overly strict requirements could exclude innovative providers who bring fresh approaches.
What This Means for Care Providers
The implications for care organisations are clear and compelling. In this new procurement environment, your authentic stories and experiences are your most valuable assets. Whether responding to case-study based questions, providing evidence of past delivery, or creating video presentations, the truth about how you deliver care is what will win you contracts.
The combined changes from the Procurement Act and council responses to AI mean that storytelling is an essential part of submitting a compliant bid. Organisations that can effectively communicate their real-world experiences, problem-solving approaches, and care philosophies will thrive in this new landscape.
To successfully navigate this evolving environment, focus on authentically representing your capabilities and share meaningful examples of your work. This will position you for sustainable success in securing the contracts that allow you to deliver highquality care.
Not all Pressure Care is Equal
In the world of healthcare, ensuring patient comfort and safety is paramount. One crucial aspect of this is the choice of mattresses used in care settings, particularly for individuals at risk of developing pressure ulcers.
This is where pressure area care comes in, especially through dynamic or air mattresses which are prescribed and legally considered medical devices. However, how do you know that the mattresses you use are safe and offer optimum levels of care? Dynamic mattresses fall into a murky middle ground between two classifications – with potentially serious repercussions.
Most non-invasive medical devices fall into an area called Class 1 (the same area as stethoscopes, hoists and walking aids). Renray Healthcare reasons that pressure care surfaces should be held to a higher standard and is considered an ‘active therapeutic device’ which would place dynamic mattresses under the next level of class 2a. This important distinction raises the bar for both care providers, patients and residents.
The challenge? Class one devices are ‘self certified’ which means they are effectively unregulated. Which could potentially lead to more harm than good.
Class 2a devices (like our own ranges) ARE highly regulated. This means we have had all our Technical Files (i.e. Risk Management File; Clinical Evaluation Report; Post-Market Clinical Follow-up; Biocompatibility; Essential Requirements checklist etc.) As well as,
any safety or performance claims are independently audited by an authorised Body.
Ultimately it shows that all our claims are based in evidenced fact and are true.
Furthermore, we must implement a quality management system to ensure ongoing compliance with regulatory standards and provide post-market surveillance by monitoring its performance and safety, reporting any adverse events to regulatory authorities. Which shows our dedication to continual improvement.
Not every provider of dynamic mattresses can say this. And it is thought that most of the market is under regulated. Regulation enforces immutable standards on medical equipment which serves purely to assist vulnerable people, and not harm them.
By prioritising safety, comfort, and compliance with healthcare standards, these mattresses play a vital role in enhancing the quality of care. For healthcare facilities looking to improve patient outcomes while managing costs, investing in Class 2a mattresses is a wise and impactful decision. As we continue to advance in healthcare, let’s ensure that our patients receive the best possible support for their health and well-being.
As a leading provider of Pressure Area Care products, why not get in touch today at info@ renrayhealthcare.com.
Leading the Way on Choice-Led Independent Safety Monitoring
At Care Campaign for the Vulnerable, we continue to lead the national conversation around choice-led independent safety monitoring in care settings. As a not-for-profit organisation, we are committed to improving safety, dignity and transparency for those receiving care—particularly people living with dementia or complex needs—and we proudly support not only providers, but also families and carers who want the very best for their loved ones.
We understand that independent safety monitoring, when introduced in a choice-led and ethical way, benefits everyone. It helps protect residents from avoidable harm, offers a clear and impartial account of events, supports care staff, and reassures families. Yet, we fully appreciate that cost is often the biggest barrier for providers wanting to adopt this kind of technology. With ongoing financial pressures across the sector, investing in new systems can understandably feel out of reach.
That’s why we’re working in partnership with providers and organisations to explore affordable and practical solutions. We are proud to be collaborating with the ERA Group, focused on cost-reduction and costeffective initiatives that make choice-led safety monitoring a realistic option for all care homes, not just the few. We’re helping providers explore the value these systems can bring, including better safeguarding, reduced incidents, and greater peace of mind for families and staff alike.
We are also calling on the Care Quality Commission (CQC) to work with us to better understand how this technology operates in practice. As the regulator, the CQC has a crucial role in shaping future care standards, and we believe there is a clear opportunity to recognise how choice-led monitoring, used transparently and ethically, can support both compliance and quality outcomes.
Importantly, we are delighted to have secured the support of Joy Morrissey MP, who is working with us to bring this important issue into national focus. Her backing allows us to extend our reach and push for greater collaboration at all levels—bringing together providers, families, policymakers and regulators.
At Care Campaign for the Vulnerable, we believe in working alongside care providers and our valued care partners. Through our work with the ERA Group, our partners, and our association with the CQC, we continue to strengthen our efforts to raise awareness, offer support, and implement realistic safety solutions across the sector. This campaign is not about surveillance—it is about safeguarding, partnership and trust.
Vulnerable people in care settings deserve to feel safe and respected. Care workers deserve support in carrying out their roles. And families and carers deserve confidence in the care being delivered.
Together, we are helping drive a culture of safety, transparency and compassion in care.
To find out more or get involved, visit: www.carecampaignforthevulnerable.com
Employment
tax compliance: What are the latest issues impacting the care sector?
RSM’s tax and legal experts gave an overview of latest employment tax and legal challenges and opportunities impacting the care sector. including:
• Latest updates on employment tax compliance impacting the care sector – National Insurance contributions potential changes and National Living Wage increases and strategies to mitigate the rising costs.
• Impact of regulatory changes affecting the use of casual and off-payroll workers.
With the National Insurance contributions changes and National Living Wage increases with effect from April 2025, this webinar offered a timely opportunity to look at employment tax and legal live issues impacting the care sector.
The session covered a range of areas including:
• Q: Can you give an overview of changes to employer National Insurance Contributions (NIC) and National Living Wage (NLW)?
• Q: The direction of travel is an increase in labour costs in the care sector, what can organisations do to mitigate increased costs, in terms of NIC and NLW?
• Q: In terms of tax-exempt items, do you need full employee participation?
• Q: What risks are associated with salary sacrifice schemes, especially at the lower end of the pay scale?
• Q: In terms of NLW, do you have any other advice for employers to think about?
• Q: For NLW compliance, what are they key challenges and risks? What are employers often getting wrong?
• Q: What are the main differences or challenges between full time and part time workers?
• Q: In practice, how do employers put these changes to salary sacrifice and other employee benefits in place?
• Q: Looking forwards, what is coming down line, what is the direction of travel with government?
• Q: About the employee allowance mentioned, we are a local government funded organisation, are the rules relevant for one of a group of companies?
• Q: Which areas have you seen HMRC focus on as a point of enquiry within employment tax and especially within our sector?
To read the full Q&A summary, visit: Employment tax compliance: What are the latest issues impacting the care sector? - Care England
To receive RSM’s dedicated healthcare insights visit our preference centre and select ‘healthcare’: https:// news.rsmuk.com/preference-centre/
Please contact the RSM panel if you have further questions.
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Empowering Independence: Hampshire County Council Leads the Way with Voice Technology in Learning Disability Services
Hampshire County Council is taking a forwardthinking approach to improving the lives of adults with learning disabilities through a pioneering partnership with Vocala Smart Properties. By integrating voiceactivated technology, the council is helping to promote independence, enhance daily living, and reduce administrative pressures on care staff.
Transforming Care with Voice Technology
Hampshire County Council is using Echo Show devices to support adults with learning disabilities in their everyday routines. These devices do not require personal accounts and have no access to shopping features, ensuring a secure and managed experience tailored for care settings.
For those who already have their own Alexa devices, the service can be onboarded seamlessly, allowing more residents to benefit from the support and independence that voice technology provides.
Supporting Independence and Wellbeing
The technology is already making a meaningful impact in several key areas:
Communication and Social Connection
• Service users can easily keep in touch with staff, family, and friends via voice-activated video calls.
• Visual schedules help users stay organised, reminding them of upcoming activities and family visits.
• The system fosters social inclusion, helping individuals remain connected to their community.
Daily Living Support
• Personalised reminders encourage independence in personal care, such as brushing teeth and getting dressed.
• Step-by-step audio and visual prompts guide users through tasks like using household appliances.
• Pictorial timetables help users manage their daily activities with greater confidence.
Health and Wellbeing
• Medication reminders support users in managing their own health.
• The system schedules and alerts users about health appointments.
• Entertainment options—including music, games, and ambient sounds—helping to support mental wellbeing.
Reducing Admin Burden for Care Staff
• The system isn’t just benefiting service users—it’s also streamlining processes for care staff:
• Less time spent on routine reminders, allowing staff to focus on direct care.
• Reduced paperwork through digital documentation.
• Automated tracking of key health metrics, such as fluid intake.
• Improved communication between staff and service users via a centralised platform.
• Care staff can update care notes using voice commands, reducing the time spent on manual documentation.
Future Expansion and Cost Benefits
Hampshire County Council’s initiative is part of a wider movement towards technology-enabled care.
Following early implementation, the council aims to expand the programme, enhancing service delivery and improving outcomes for adults with learning disabilities. This forward-thinking approach is modernising adult social care, ensuring better, more efficient support.
Looking Ahead
As the programme develops, Hampshire County Council is continuing to work closely with Vocala Smart Properties to explore further ways voice technology can support independence and improve quality of life. This collaboration highlights how innovation can drive meaningful change in social care, creating a more personalised, connected, and efficient future.
Lee Piper - Young Adults TEC Officer HCC
"Integrating voice technology into learning disability services has been a game-changer. By providing structured reminders, schedules, and communication tools, we’re enabling greater independence while also reducing the admin burden on staff. It’s fantastic to see how clients are embracing the technology and using it to enhance their daily lives. We're excited about the potential to expand these services across Hampshire and continue supporting independence in even more communities."
Getting Your House in Order: Turning Advanced Care Planning Principles into Everyday Practice
By Clare Fuller RGN MSc.
Advance Care Planning Education | Lasting Power of Attorney | Support for people facing a life-changing illness
Advanced Care Planning (ACP) is not a onetime event, a tick-box exercise, or something to be reserved for the last few days of life. It’s a conversation – or more accurately, a series of conversations – that help people make their wishes known, plan for the future, and maintain control over their care.
As care managers, you're at the heart of making these conversations happen. You're also the link between residents, families, and frontline staff – the ones who can create a culture where planning ahead becomes routine, not rare. But while we have high-level guidance – such as the Universal Principles for Advance Care Planning (NHSE, 2022) – we often lack the practical tools that translate these principles into meaningful, everyday practice.
That’s why I created Getting Your House in Order – a visual model to help professionals structure Advance Care Planning in a way that’s simple, actionable, and built on foundations of what matters most to a person.
The model can be used for any person at any stage of illness. The model shows a house with five windows, each window representing a different part of Advance Care Planning and in the next five sections I’ll explain how to use the model.
The Foundation: What Matters Most to You?
At the heart of good Advance Care Planning is understanding what really matters to a person. Not just their medical conditions or future treatments – but their values, their priorities, their fears, and their hopes.
Start by asking:
• “What gives your life meaning?”
• “What are you most worried about?”
• “What would a good day look like for you?”
These questions can unlock deep insights and help guide every conversation that follows.
They also build the foundation for trust and personalised care.
What You Do Want
This is where we explore a person’s wishes and preferences. This might be recorded as a Statement of wishes and Preferences – a nonlegally binding but vitally important document. It helps to align a person's goals of care with what matters to them in life.
Key actions for care managers:
• Support residents to record what's important to them – in their own words.
• Include cultural, spiritual, and social preferences as well as clinical ones.
• Make sure this information is visible, shared and easily accessible in care records.
What You Don't Want
Sometimes, people are clear about treatments or interventions they would not want in future. This is where an Advance Decision to Refuse Treatment (ADRT) comes in. It's a legally binding document allowing someone to refuse a specific treatment under specific future circumstances – such as refusing artificial feeding in motor neurone disease.
Key actions:
• Recognise when a person expresses strong views about what they don’t want.
• Ensure there is clear documentation and legal understanding.
• Know when and how to signpost to resource for making an ADRT.
Who Will Speak for You?
If someone loses capacity to make decisions, who will act on their behalf? A Lasting Power of Attorney (LPA) for Health and Welfare enables a trusted person (or people) to step in and support decision-making, or make decisions on their behalf.
Too often, LPAs are left too late. As an LPA Consultant, I see this all the time – and it’s avoidable.
Key actions:
• Talk to residents and families early about creating a Lasting Power of Attorney.
• Ensure you have resource available to raise awareness and signpost people to.
• Consider offering support or information sessions to encourage uptake.
Legacy
Legacy includes things like wills and funeral planning, but is so much more. Organ donation, memory making and digital legacy are important to consider too. Activities such as recording voice, writing letters, hand casts and memorial jewellery are all great examples of memory making and ways of leaving a tangible, meaningful legacy.
Key actions:
• Encourage conversations around legacy making beyond funeral wishes and wills.
• Include memory making as an activity in your care home.
• Ensure you have resource available for different forms of memory making
End-of-Life Care
Looking at the End-of-Life Care window, it can be explored from a clinical view in terms of years, months, weeks and days or to thinking about the stages or on the chapters of an illness.
Planning for end of life includes all of the elements described already, and extends to specific actions, for example making sure plans are in place for emergencies, documented discussion around CPR wishes making sure appropriate medications are available.
Key actions:
• Make sure end-of-life preferences are recorded and communicated across teams.
• Use tools like Gold Standards Framework, ReSPECT or local equivalents to ensure consistent practice.
• Train staff to feel confident and competent in end-of-life care.
Empowering Staff, Empowering Residents
Advance Care Planning is not just a document – it’s a dialogue. Every staff member should feel equipped to ask gentle, open questions like:
• “What matters most to you?”
• “Is there anything you worry about for the future?”
• “Is there someone you trust to make decisions if you couldn’t?”
And every resident should be supported to answer them in a way that’s meaningful to them.
Your role as care managers is crucial in creating the systems, confidence, and culture that make this possible.
Let’s not wait for a crisis. Let’s start the conversation. Let’s help every person we support get their house in order – one window at a time.
Clare Fuller RGN MSc
Advance Care Planning Advocate, Educator and Coach
T: @ClareFuller17
W: www.speakforme.co.uk
CQC Factual Accuracy Challenges:
Why providers big and small should use them
Factual Accuracy Challenges (FAC) are crucial for ensuring that Care Quality Commission (CQC) reports accurately reflect the quality of services provided.
Feedback from CQC indicates that only large providers are currently challenging reports. However, CQC encourages more challenges from small and medium-sized organisations. This feedback is essential for CQC to improve its processes and ensure fair representation of services.
CQC reports are publicly accessible online indefinitely, serving as a snapshot of your service at a particular time. These reports are read by families, potential users, local authorities, ICB commissioners, the Court of Protection, and even insurance companies. Therefore, it is crucial that they accurately reflect your service.
When and how to challenge
Providers should challenge reports if something doesn't read right. This isn't limited to factual inaccuracies like the number of staff on duty; it includes any aspect that might misrepresent your service. Even if you receive a good rating, you can challenge specific Quality Statements (QS) if they contain inaccuracies or negative portrayals based on isolated incidents.
The FAC process has become more accessible over time. Draft reports now include a link to the FAC process, typically allowing at least 10 working days for challenges to be brought. Providers should not hesitate to ask for extensions, especially during bank holidays or if key personnel are on leave.
Preparing your challenge
Preparation is key when it comes to FAC. Providers should focus on what each QS says and provide relevant evidence without overwhelming CQC with unnecessary information. Sometimes, the same piece of evidence might need to be shared multiple times across different QSs.
For example, a service scores a 1 on the QS "Well Led – Shared Direction and Culture" due to a lack of regular team meetings where staff could share feedback. However, the QS references equality and diversity (E&D) and whether they are actively promoted, and the service has scored a 3 on another QS on
E&D as they have shared sufficient evidence that it is promoted in other ways, but this evidence wasn’t considered. This needs to be challenged, with the evidence being cross referenced and including in the poorly scored QS.
If you missed something during the inspection or did something wrong, produce evidence now to show what you've fixed or what was missed at the time. Small changes in report scoring can significantly impact your service's reputation.
Remember, the inspector is only one part of the process; a computer and an analyst who has never met you complete the team. The accuracy of your report depends on the quality of data and evidence provided.
If you're still unhappy with the FAC outcome, consider a Ratings Review within 15 working days from publication, or file a complaint within 12 months. Though these steps won’t alter the report itself, they could prompt re-training or changes in the inspection team.
To support providers in preparing for their inspections, Hempsons have partnered with Care England to produce a comprehensive toolkit that thoroughly analyses each of the 34 quality statements. It helps providers understand what CQC is looking for and how each QS relates to the fundamental standards of care regulations. By reflecting on compliance and identifying the necessary evidence, providers can showcase their services in the best possible light and secure ratings that truly represent the quality of care they deliver. Find out more here.
Philippa Doyle Head of Social Care
e: p.doyle@hempsons.co.uk
How CoolCare’s software
streamlines care home management by improving staffing, communication and operational efficiency
Successfully running care homes and providing good quality care is no easy feat. The staffing challenges in the care industry are compounded by inefficient communication, high agency costs and an ever growing mountain of admin paperwork. However, care groups like Doveleigh Care Ltd have discovered that by leveraging the right technology, they can transform their staffing management, enhance communication and boost overall business efficiency.
A seamless transition to digitisation at Doveleigh Care Ltd
Doveleigh Care Ltd, known for its ‘Outstanding’ care services in East Devon, has integrated CoolCare across its operations to optimise staffing and streamline administrative tasks. Amy Burt, General Manager, recalls the initial challenges of modernising outdated systems, but the ‘seamless’ onboarding process and ‘excellent’ training quickly put her mind at ease.
“The training was fantastic”, Amy said. “It was paced to accommodate staff with varying IT literacy, and the system was easy to implement.”
The results were evident immediately. Managers discovered that what used to be a lengthy process for creating rotas can now be done in just a few minutes. Amy explains: “Before we had CoolCare, making changes to the rota was a real hassle. Now, updates happen in an instant and are shared with the team right away. This cuts down on the time spent on
admin work, letting managers dedicate more energy to delivering care.”
CoolCare’s centralised communication system quickly became a favourite feature. It allows managers to send shift messages, cover sickness and holidays instantly and resolve issues efficiently. This improved communication has strengthened team dynamics and reduced misunderstandings, a crucial factor for a business with multiple care homes. “We can now communicate with staff at any time, and the system makes sure every shift is covered swiftly”, Amy notes.
Administrative efficiency: A common benefit
Doveleigh Care Ltd has experienced drastic reductions in administrative burdens, freeing up staff time to focus on residents. CoolCare’s automation has significantly cut the hours spent on tracking holidays, absences and compliance reports. Amy added: “The time saved for managers has been huge. We’ve reduced paper use massively, aligning with our sustainability goals.”
This case study demonstrates the powerful impact of CoolCare’s software in managing care home operations. With improved staffing management, streamlined administration and enhanced communication, care providers can achieve higher efficiency, reduce costs and ultimately provide better care.
If you’re looking to improve the efficiency of your care operations and reduce agency reliance, CoolCare offers the perfect solution. Reach out today by emailing info@coolcare. co.uk or calling 01133 853 853 and discover how our software can transform your care home management.
https://coolcare.co.uk/
Resilience-based Clinical Supervision (RBCS) goes from strength to strength in the social care arena.
The Foundation of Nursing Studies (FoNS) has been commissioned to provide up to 1000 places on their well-researched and evaluated RBCS programme. To date 45 programmes have commenced with nearly 300 nurses completing the programme.
RBCS is a type of restorative supervision designed to promote compassion to yourself and therefore to others. It offers the opportunity to talk about the issues experienced in a supportive way that helps build positive relationships within teams.
RBCS focuses on the emotional regulatory systems, which means people are able to think about how they react and what triggers the responses they have to situations.
The RBCS programme offers insight in how to facilitate good supervision and be an active participant in the process.
RBCS supports individuals to reflect on their practice to enhance the relationships with colleagues and the people they care for.
As a social care nurse there is the opportunity to link with others from across England in small online cohorts and consider the roles undertaken within social care and share examples of practice.
FoNS is providing the 13 hour programme as a 5 session on-line programme to any registered nurse working in social care settings, it is a fully funded programme.
It is a participatory, active learning style of delivery.
Some recent participants described what they liked about the programme and comments included:
• Understanding the importance of taking time for yourself as a supervisor in order to be able to effectively support the supervisee.
• Formalising the structure of a supervision meeting differently to get the person/ people to reflect more effectively.
• To not use supervision to give advice and try resolve people’s problems!
• The power of a safe space and how to develop it, I have never felt so safe in a group.
We are there to listen, not necessarily to "fix".
All registered nurses need to register for the programme - https://forms.office.com/e/ f5jg6Rky1k
Managers need to complete a form of agreement - https://forms.office.com/e/ f5jg6Rky1k
For further information go to www.fons.org or email us at rbcs.socialcare@fons.org
Preparing for legal changes and navigating financial pressures in the social care sector – Advice from Anthony Collins
On 2 April, we held a webinar on preparing for legal changes and navigating financial pressures in the social care sector. The reality for social care is stark, with rising workforce costs and tightening budgets. Providers face the challenge of building a resilient, sustainable workforce amidst these pressures and increasing legislative demands. Key areas to futureproof organisations include:
1. Navigating financial pressures – Adapting your workforce
• Proactive approach: Challenge assumptions about existing workforce structures and consider models like annualised contracts, own bank staff, zero-hours contracts, apprenticeships, overseas recruitment and cross-provider shared staffing.
• Careful planning: Understand the changes, whether consent is needed and if collective consultation is required.
• Explain the why: Communicate the need for change to staff to ensure they understand and gain their support.
• Incentives and flexibility: Offer incentives and listen to employee needs - consider benefits which would be impactful but may not be too financially onerous.
• Timing: Implement changes gradually to minimise impact on staff morale. Securing change after an incentive or benefit has been given may be easier.
2. Navigating financial pressures – Restructuring your workforce
• Adequate consultation: Ensure consultations are genuine and meaningful, providing enough information and time for employee responses. Consult individually, even during collective consultation.
• Employee protections: Be mindful of protections for employees on family leave and avoid discriminatory selection criteria.
3. Navigating financial pressures – TUPE
• Taking on staff: Assess and challenge TUPE applications, considering post-transfer strategic changes. Staff transfer could be challenged if one of the following applies:
o the service changes post-transfer;
o there is no clearly defined and organised group of employees; or
o additional employees are included
unnecessarily.
• Losing a contract: Explore ways to retain key employees through incentives and alternative roles.
4. Navigating legal pressures – Employment Rights Bill (ERB)
• Assess statutory sick pay impact: Assess the financial impact of SSP and budget accordingly.
• Guaranteed hours: Implement systems to offer guaranteed hours to zero-hour contract workers. Note, a collective agreement can bypass the right to a guaranteed hour offer.
• Make changes sooner: Anticipate restrictions on firing and rehiring from 2026.
• Review compliance: Ensure compliance with holiday pay, SSP and NMW.
• Engage with industry bodies: Participate in discussions about the Adult Social Care Negotiating Body.
• Visit our Employment Rights Bill Hub and subscribe for further updates.
5. Navigating legal pressures – Duty to Prevent Sexual Harassment
• Risk assessments: Identify and mitigate risks of sexual harassment in the workplace.
• Updated harassment policy: Ensure the policy is accessible and includes examples of sexual harassment.
• Training: Provide training on zero tolerance for sexual harassment.
• Reporting mechanisms: Establish accessible reporting processes, including anonymous options.
• EHRC guidance: Follow the EHRC technical guidance for preventing sexual harassment.
• Talk to us about our risk assessment package for sector-specific guidance.
For specific advice on any of the above, please contact us – we are happy to help. employmentandpensions@anthonycollins.com
The Hidden Power of Sleep in Reducing Falls Risk in Care Homes
Sleep is one of the most powerful yet overlooked aspects of preventative care in residential settings. A restful night doesn't just help residents feel better the next day—it has measurable, long-term impacts on health, well-being, and even risk of injury. At Ally Cares, we’re seeing first-hand how improved sleep is transforming care home environments and playing a vital role in reducing falls.
Why sleep matters more than you think
Good sleep is essential for physical and cognitive health. Yet in many care homes, night-time routines can inadvertently disrupt sleep, leading to disorientation, fatigue, and a higher risk of falls. Frequent night checks—designed to ensure safety— can actually have the opposite effect, waking residents and impacting their mood, balance, and awareness the following day.
In residential care homes, falls are one of the most common and serious risks faced by older adults. They can result in hospitalisation, injury, long-term loss of independence—and in some cases, trigger a steep decline in overall health. While many fall prevention strategies focus on mobility aids, medication reviews, and physical assessments, one of the most effective yet often overlooked factors is sleep.
Why sleep is critical for older adults
As we age, our sleep patterns naturally change. Older adults often experience lighter, more fragmented sleep and may wake more frequently during the night.
Poor sleep isn’t just tiring—it affects cognitive function, mood, coordination, and balance. A resident who has been frequently disturbed during the night may feel disoriented or groggy the next morning, significantly increasing the chance of a fall, particularly during early-morning movements such as getting out of bed or walking to the bathroom.
Falls remain one of the most serious risks to older people in residential care. They are a leading cause of injury-related hospital admissions and often mark the beginning of a decline in independence and well-being. While traditional fall prevention strategies tend to focus on mobility, one of the most effective interventions is often overlooked: improving sleep.
Good quality, undisturbed sleep supports cognitive clarity, emotional regulation, and physical balance—all key factors in reducing falls. It is during sleep that the body heals and the brain restores its ability to coordinate movement and make decisions. Yet, in many care settings, sleep is inadvertently disrupted by routines designed to keep residents safe, such as hourly night checks.
Recent examples from care homes using Ally’s resident monitoring system demonstrates how
rethinking night-time care can reduce fall risk while enhancing resident well-being.
Case Study example: Better sleep, fewer falls at Kingsbury Court
At Kingsbury Court, part of the Maria Mallaband Care Group, the team used resident monitoring insights to make meaningful changes to night-time care routines. By analysing rest patterns, the team discovered which residents were experiencing fragmented sleep or unnecessary wake-ups—and adapted their approach accordingly.
According to Regional Director Jay Trondillo, falls were reduced and infections declined. Residents also showed higher levels of daytime engagement. This impact extended to the commercial side too. As Jay shared, "We’ve seen improved retention and fewer hospital admissions, and the system has helped us improve occupancy by supporting residents to stay longer."
Case study example: Individual sleep strategies at Azalea Court
At Azalea Court, Julie Burton and her team used acoustic monitoring to develop personalised sleep pathways for residents. In one example, a resident with Huntington’s Disease experienced bursts of intense night-time movement and agitation. By studying these patterns, staff linked the disruptions to unfulfilled nutritional needs during the day.
A revised nutrition plan—designed in collaboration with a dietitian and occupational therapist—resulted in better sleep, reduced agitation, and a significant decrease in night-time interactions. In turn, this helped prevent falls and improved the resident’s weight and mood.
“We learned to follow the pattern, not the symptoms,” said Julie. “By the time a fall happens, it’s often too late. Spotting changes in sleep gave us the opportunity to act early.”
From reactive to proactive care
According to NHS Digital research across care homes using Ally’s resident monitoring technology, care homes reported:
• A 63% reduction in unwitnessed falls
• A 56% reduction in hospital admissions
• And residents gaining over 2 million extra hours of uninterrupted sleep in 2024
The biggest shift in homes like Kingsbury Court and Azalea Court has been cultural. Night-time is no longer treated as downtime, but as a critical window for prevention. Staff now spend less time on routine hourly checks and more time focusing on residents who need support, based on real-time sleep data and trends.
Julie Burton explains:
“Gone are the endless walk-arounds. Our team feels empowered. They’re working smarter, not harder, and residents are sleeping better—and safer.”
Sleep: A clinical priority for safer homes
It’s time to place sleep alongside mobility, nutrition, and medication as a key pillar of falls prevention. The evidence is clear: better sleep leads to improved alertness, balance, and overall stability during the day. When residents sleep better, they fall less, recover faster, and enjoy more independence.
For care homes, this not only reduces risk but also helps retain residents for longer, improves satisfaction among families, and lightens the load on the wider health system.The future of fall prevention starts at night—by helping residents sleep more soundly.
“ Can you balance energy and carbon reduction with improved care?
Fiona Brazill Head of Proposition for Sustainability and Net Zero - Capita
Today, it’s more important than ever to reduce energy use and carbon emissions while still providing excellent care.
Balancing energy efficiency, costs, and carbon reduction is key in care settings. This balance helps care homes deliver high-quality care, which is closely tied to the health and wellbeing of both staff and residents, all while being sustainable and cost-effective.
At Capita, we are looking into strategies and technologies that not only tackle environmental issues but also improve the quality of care.
>> Read the full article to learn more
VIVALDI Social Care: A Collaborative Approach to Research
By Lucy Knight, VIVALDI Social Care Programme Co-ordinator, The OS
The VIVALDI Social Care project is based on co-production, bringing together University College London (UCL), Care England, and The Outstanding Society (OS). This partnership aims to reduce infections and outbreaks in care homes by working closely with staff, residents, family members, and providers. The project includes a 12-month pilot study using NHS and public health data to track infection rates in care home residents. The study will create an anonymised database for future research, while ensuring the care sector controls how the data is used.
The Adult Social Care Engagement Collective (ASCEC) meets monthly and brings together a wide range of people, including those who receive care, providers, and planners. This research is being led by social care for social care.
Co-production in research means working with and listening to people who receive care, their families, and professionals to shape and improve services. This approach values everyone’s experiences equally, leading to more effective, person-centred care.
Embedding co-production in research comes with challenges. It can be difficult to work together- professionals make most of the decisions, but it’s important that everyone’s voice is heard. Co-production requires time and money to implement effectively, and some people may need additional support to participate. It’s vital that all ideas are valued, not just included for show.
Anyone can take part. Balancing differing views and managing busy schedules can be challenging. Complicated language often creates confusion so breaking down communication barriers is key. Many care professionals hesitate to participate in research because they feel unqualified. However, the insights of care staff, residents, and families are essential in shaping meaningful research. Ensuring simple and clear language can help create a culture where everyone feels comfortable sharing their experiences and ideas.
The impact of co-production is clear. Involving people with lived experiences leads to findings that accurately reflect real needs. Many participants stay engaged because they see how their input directly influences outcomes. When visiting care homes, the enthusiasm of residents, relatives, and staff shows that their voices matter. This way of working improves research and helps bring about long-term, positive changes in social care.
The VIVALDI Social Care project demonstrates that collaboration leads to improved research and policies for those needing care. By including everyone and working as a team, we have and continue to make real improvements and give people a voice in the future of social care.
Kate Meacock – Co-founder of Right for Residents said ‘The important work that the VIVALDI Project does will help ensure infections in care homes are controlled and monitored effectively in the future. The longterm closures of homes had a devastating impact on residents, their families, and staff. Through the ASCEC, the VIVALDI team ensures that the voices of providers, relatives, and most importantly, residents, are heard. Coproduction is vital to the project’s success. Each month we meet to hear updates and shape its future. It’s co-production at its best, forming the foundation for future research in social care.’
For more information on the project click here.
The hidden drain: how inefficient payments hurt uk care providers
The care sector is under immense pressure –providers face tight margins, chronic workforce shortages, and complex funding streams. Yet within the push to do more with less, one critical process is routinely overlooked: payments. From delayed invoices to time-consuming manual tasks, inefficient payment processes are quietly draining time, money, and morale from care organisations.
Fragmented systems sap time and morale
Instead of a unified approach, providers navigate a patchwork of payment systems and stakeholders –each with its own rules, timelines, and expectations. Richard Ayres, Social Care Advisor at Care England, notes that care operators deal with “over 250,000 self-funders, 153 local authorities and 42 NHS Integrated Care Boards (ICBs), all with a myriad of different ways to transact. Whether you're paying staff or receiving payments, these complexities are a daily challenge.” This fragmentation creates a heavy administrative burden. Teams spend hours logging into multiple portals, reconciling records, and chasing errors across disconnected systems. All this extra work is not only inefficient – it’s demoralising, stealing time from frontline care.
Late payments trigger a vicious cycle
Even providers with excellent care quality can find their efforts undermined by one persistent challenge: getting paid on time. Victoria Ramsay, Founder and Director at Aequalis Accountancy, describes a vicious circle: “lack of invoices being paid on time causes cash flow issues, meaning companies can’t always afford to upgrade systems and streamline the business.” Late incoming payments from local authorities or private payers leave care homes struggling to meet their own obligations. Staff salaries might be delayed or paid incorrectly – hurting morale – and supplier invoices get pushed back, straining relationships. Meanwhile, management
loses real-time financial visibility, so strategic decisions stall for lack of accurate data.
Big expectations, little funding for digital change
Policymakers have placed digital transformation high on the agenda for social care. Yet while providers are expected to modernise, the funding to do so remains limited. As Richard Ayres explains, “commissioners look at the cost of care, not the cost of transformation.” With net margins of just 1–3%, there is little room to invest in new technology. Even minor inefficiencies in payroll or invoicing can significantly dent a provider’s bottom line under such tight conditions. And without dedicated funding, necessary improvements like streamlining payments often stay on the back burner, leaving organisations stuck with outdated manual workflows.
Turning the tide on inefficiency
Combined, these factors create a hidden drain that care providers can no longer afford to ignore. The good news is that tackling payment inefficiencies doesn’t require a massive overhaul. By starting with how money moves, providers can begin to reclaim lost time and revenue. Modern payment solutions – including automation tools – can reduce admin, improve cash flow, and free up staff to focus on care. If you’re ready to explore how smarter payment processes could support your care business, Modulr’s specialists are here to help. Book a no-obligation call with a payments expert to see how streamlining payments can strengthen your organisation.
For further information view the full post at: https:// www.careengland.org.uk/the-cost-of-paymentinefficiencies/
Creativity to Foster Connection and Wellbeing - Would you like to partner with us?
Data from Age UK’s Index of Wellbeing in Later Life shows that creative and cultural participation is the top-most contributor to wellbeing in older age.
At 64 Million Artists we are aware that many care providers already know this but struggle to find cost/time effective ways to embed creativity in the heart of a care home.
Every year, thousands of tailored Resource Packs distributed across the UK, enabling charities, workplaces, schools, care homes, and libraries to bring 31 days of creative activities to life in ways that speak to their unique realities. You can find previous examples of our Resource Packs here. Care homes are one of our strongest audiences, and we have good coverage of homes across the UK. We have found that engagement in The January Challenge is a great way to ensure responsive, meaningful engagement and activity with individuals.
We are looking for sponsors and partners to work with us on the development of the programme for 2026 to increase our impact across social care. TJC can be a great opportunity to deepen engagement with residents, support staff wellbeing or foster connection with partners. If your organisation is interested in partnering with us please contact lerato@64millionartists.com.
“The residents just love doing the creative prompts. I think they look forward to it because I find that they're very different, they're not something that I would do as an activity normally!”
Nourishing Lives: The Importance of Proper Nutrition in Care Homes
By Sophia Cornelius, Development Dietitian at apetito and Wiltshire Farm Foods Professional
Care homes will commonly cater for residents living with a wide range of nutritional needs. Some may be nutritionally well and require a healthy, balanced diet, whereas others may have health conditions that affect their appetite or limit what they can eat. Residents may also require specialist diets, such as texture modified meals, or different approaches to eating, like finger foods, to meet their nutritional needs.
Understanding how to cater for this diversity to ensure all residents receive adequate nutrition and hydration is essential – and the costs of getting it wrong can be severe. A lack of proper nutrition heightens the chance of malnutrition, increasing the risk of infection, impaired wound healing and impacting strength and mobility - all which increases an individual’s care needs.
Admist current financial pressures and labour challenges in the sector, it’s important to keep resident nutrition front of mind within your catering services.
Smart menu planning is vital in helping to meet varying dietary requirements, as knowing your residents’ preferences and any specialist diets reduces the need for personalised a la carte menus during mealtimes. For instance, if there are several residents that are vegetarian and require ‘easy chew’ meals, it is possible to serve a meal that satisfies both needs simultaneously. This approach streamlines food preparation and reduces strain on the kitchen team, while still meeting and respecting individual requirements – ensuring everyone has something suitable to eat.
Good nutrition and hydration should also extend beyond main meals. Offering snacks and drinks between meals provides a valuable opportunity to support residents’ nutrition, especially for those with smaller appetites who benefit from a "little and often" approach and need additional eating occasions to reach their recommended intake.
For residents living with specialist dietary needs, such as a food hypersensitivity or texture modified diet, catering can be complex. However, it is still important that everyone is served a safe, nutritionally balanced meal. To
ensure this, staff awareness and understanding of individual requirements is crucial, with inadequate communication or oversight leading to residents being offered food or drink that is unsafe, with potentially serious consequences.
The dining environment is another area that can significantly affect residents’ food intake. A calm, relaxed setting encourages eating with others, which is often found to increase the meal intake. To achieve this, care homes should have clear, uncluttered tables with simple place settings, adequate space for each resident, light and neutral wall colours to limit distractions and avoid loud music or televisions during mealtimes. This helps residents focus on their food and enjoy social connections while dining, contributing to improved nutrition and quality of life.
Pre-prepared meals can be a practical solution for care homes needing to meet diverse dietary needs. These meals use dietary-coding (e.g., energy dense, higher protein, or easy chew) and have the nutritional information per portion easily accessible, helping catering staff to easily create balanced menus that can cater for a wide range of requirements.
For further support in menu planning and food service practices, the BDA Care Home Digest is a valuable resource . It provides practical guidance on creating menus that meet residents’ nutritional needs and outlines best practices to ensure consistent delivery of adequate nutrition and hydration.
apetito.link/CE
Excellence in Continence Care: A Guide for
Care Professionals
Continence care is essential for maintaining dignity, comfort, and quality of life for individuals in care settings. As a care professional, the role in providing effective continence care is fundamental. It empowers individuals to maintain their dignity and comfort while also helping the care workforce reduce preventable time wastage.
Care England has collaborated with Ontex, experts in continence care, to support care providers and improve national standards. Ontex's team of qualified Nurse Advisors takes a holistic approach, recognising that each person's needs are unique. They offer a variety of free resources and an On Demand portal to promote excellent care. This guide focuses on five key points to ensure high standards in continence care:
1. Assessment and Individualized Care Plans:
A comprehensive continence assessment is the foundation of effective care. It involves gathering detailed information about health status, bladder and bowel habits, medications, and lifestyle. This assessment should be completed by a continence nurse or suitably qualified healthcare professional. Once complete, an individualized care plan can be created, focusing on realistic goals, specific interventions, and regular monitoring and review.
2. Maintaining Dignity and Respect:
Maintaining dignity is paramount in continence care. Approach the subject with sensitivity and respect, understanding the potential embarrassment or shame an individual may feel. Practical tips include ensuring privacy during assessments and care activities, using respectful language, involving individuals in their care decisions, demonstrating empathy, and respecting cultural and personal preferences.
3. Promoting Bladder and Bowel Health: Encouraging healthy habits supports bladder and bowel health, potentially reducing the impact and severity of incontinence. This includes adequate hydration, limiting caffeine, a balanced diet rich in fiber, regular toileting schedules, physical activity, and pelvic floor exercises if appropriate.
4. Appropriate Use of Continence Products: Selecting the right products is essential for comfort and effectiveness. Consider the individual's level of incontinence, size, mobility, and skin condition. Ensure products are fitted correctly and used discreetly to maintain dignity. Cost-effectiveness should also be considered without compromising quality.
5. Ongoing Training and Support: Continual education is essential to maintain high standards in continence care. Regular training sessions and updates on best practices ensure care professionals are wellequipped to provide excellent care. Ontex offers free RCN-accredited online training through the Ontex Academy, covering general continence care topics.
Providing excellence in continence care requires a multifaceted approach that includes thorough assessment, respect for dignity, appropriate use of products, promotion of health, and continuous education and communication. A care professionals’ dedication to these principles significantly enhances the quality of life for individuals, ensuring they receive the compassionate and effective support they deserve.
For more information, assessment templates, and access to more resources or to discuss continence provision and support, please contact marketing.uk@ontexglobal.com
The Expanding World of Care Tech: Making Sense of a Complex Landscape
By Liam Palmer, Co-founder and CEO, Care Tech Guide
The care sector has entered a digital era where technology touches almost every aspect of service delivery. From day-to-day operations to long-term planning, the world of care tech is now vast, interconnected and evolving rapidly.
What was once a primarily paper-based environment now relies on a wide range of digital tools. It is no surprise. There are persistent pressures around recruitment, retention and managing occupancy, all while ensuring compliance and maintaining high standards of care. Add to that the complexities of planning weekly care hours, coordinating shifts and staying up to date with regulation, technology is seen as a vital support system — rather than a luxury.
These include Assistive Technology, Remote Monitoring, Digital Care Records and eMAR — all working to enhance the quality and safety of care. Meanwhile, systems for Care Planning, Clinical Management, Communication and Resident Engagement support more coordinated and person-centred approaches.
Behind the scenes, the tech stack grows even deeper. Providers are turning to platforms for HR, Payroll, Finance, Rostering, Recruitment and Learning Management (LMS) to manage teams and training at scale. Tools for Compliance — covering quality, risk and audits — have become essential for staying inspection-ready. Add in Nurse Call, CRM, Procurement and Property & Estates Management, and it’s easy to see how extensive the digital landscape has become.
And while the options are abundant, they’re not always easy to navigate.
That complexity is precisely why we created Care Tech Guide — to provide a free resource that helps providers cut through the noise and focus on what’s most relevant to them.
Care Tech Guide brings together information from across the care technology landscape in one place. You’ll find detailed product insights, direct supplier links and objective comparisons designed to support informed decision-making.
Our filtering tools let you search by Product Type, Service Type, Resident Type, NHS Digital Assured Suppliers and Market Type, helping you narrow the field based on your organisation’s specific needs.
With over 400 suppliers in our Browse section, the guide offers visibility across everything from planning tools and sensor systems to digital audit platforms and communication aids. It’s not about chasing trends — it’s about finding the tools that work for you and the people you support.
As care delivery becomes increasingly complex, the role of technology will only continue to grow. But finding the right solution doesn’t need to be overwhelming.
At Care Tech Guide, we’re here to make the search simpler, more transparent and better aligned with the realities of care.
Join your local care community for a day of expert-led CPD seminars, hands-on product discovery, and real-world solutions to your biggest challenges.
Whether you’re in residential care, home care, or adult social care, discover the latest innovations, workforce strategies, and policy updates shaping the sector. Be part of events trusted by care leaders since 2011.
