Caring Times February 2022

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Staff / recruitment... Property marketplace... Innovation... Expert analysis...

Where the sector goes next postWhite Paper Meet our new editor

Celebrating winners of the National Care Awards Omicron’s impact on staffing

February 2022

Social care business management

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Lunchtime revelries

Editor-in-chief Richard Hawkins reminisces about the Caring Times Christmas Lunch at the Dorchester

Tech talk

How digital transformation can help your business thrive

Staffing post-Omicron

Bevan Brittan’s Jodie Sinclair talks through recruitment issues exacerbated by the variant

Meet the winners

Profiles of victors from the 23rd annual National Care Awards – part one

Papering over

Christie & Co’s Richard Lunn looks at the year ahead

Follow us on Twitter @Caring_Times

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The 24th National

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2022 Become a 2022 event partner caroline.bowern@nexusgroup.co.uk | +44 (0) 797 4643292

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Hello folks – nice to meet you!

Editorial & advertising: Investor Publishing Ltd, 1st Floor, Greener House, 66-68 Haymarket, London, SW1Y 4RF Tel: 020 7104 2000 • Fax: 020 7451 7051 Website: caring-times.co.uk Subscription rate, zero-rated for VAT: £70.00 if paying by credit card or invoice £63.00 if paying by Direct Debit (UK only).

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Caring Times is published eleven times a year by Investor Publishing Ltd. ISSN 0953-4873 Average net circulation of 9,032 (July 2018 – June 2019) © HAV 2018 Ltd 2022 Deadlines for March issue: Display advertising copy space booking: 07 February Display advertising copy: 11 February Product news copy: 11 February Editorial copy: 11 February The views expressed in Caring Times are not necessarily those of the editor or publishers.

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I’m Anna, I’m completely new to the care sector but I can’t wait to change that. My first month with Caring Times has been extremely interesting; I have really enjoyed chatting with some very experienced and passionate people in the industry and I can’t wait to get out and meet more of you.

I find the social care sector fascinating; there are so many issues to be explored and great stories to tell. After an eventful Christmas period for care workers due to the Omicron variant, the main topic receiving media attention is still the staffing shortage. In this issue, we speak to Bevan Brittan’s Jodie Sinclair about how to move forwards post-Omicron with regards to recruitment. Christie and Co’s Richard Lunn also shares his thoughts on the staffing crisis and the recent industry White Papers, off the back of the ‘Business outlook 2022’ report published last month.

I am also intrigued by how technology is developing to help the sector, not least by the ways it could alleviate work stresses caused by understaffing. Following Future Care Capital’s ‘Care tech landscape review’, I spoke to members of the social care tech industry about how the sector’s pain points can be addressed through digital transformation.

Our editor-in-chief Richard Hawkins looks back on Caring Times’s Christmas Lunch at the Dorchester in London – unfortunately, I was unable to make the event thanks to the super cold that was going around in mid-December, but, from the photos, it looks like a great time was had by all. I am looking forward to my first live event with Caring Times so that I can meet more of you in person.

I am also happy to reveal our brandnew website, caring-times.co.uk, which launched at the beginning of this month.

We have some pretty exciting ideas for multimedia web content for the future, so keep an eye out.

If you have any comments or opinions on what you have read in this issue or on what topics you would like to see more of in the future, please email me at: anna.dobbie@nexusgroup.co.uk. I am very excited to see what 2022 brings for the magazine and the care sector in general. I look forward to working together with you, the readers, to ensure the social care industry gets the coverage and recognition it deserves.

Anna Dobbie, Editor, Caring Times

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Survey underscores lockdown’s impact on dignity and mental health The Care Quality Commission has published a new survey that carries a stark message on the challenges faced by health and social care services in England.

The research, conducted by Opinium and based on a representative national sample of 2,000 adults aged 18-plus in England, has shown that 73% of carers have witnessed the impact of Covid restrictions on the mental health of the person in their care, with more than half reporting that their independence and dignity was affected.

The independent regulator of health and adult social care in England’s recent statement addressing the impact of Covid restrictions stressed the importance of visitors for care users and their loved ones.

The CQC’s chief inspector of adult social care Kate Terroni said: “The recent pressures on services, the emergence of the Omicron variant and the impact this is having on the availability of workforce – a workforce that CQC reported to be exhausted and depleted in our ‘State of care’ report in October, continue to impact on the availability and quality of care people receive.”

The Patients Association chief executive Rachel Power says that the findings echo what it has heard about recent patient experiences – increased waits to get appointments, poor communication from health service providers and cancellations: “The survey also shows patients understand all services are struggling to cope with the pressures the pandemic has caused and accept this is behind much of the current disruption to care.”

Power was concerned that three in five are not confident their feedback about their experiences is used to help make care services better. “We think it’s vital that patients and carers tell services about their experiences, whether that’s been a fantastic or terrible experience, because that’s how services can learn and improve what they do,” she said.

“If we want patients and carers to share

their experiences, then health and care services have to do more to show how they’re using that feedback to improve services for all patients.”

According to Healthwatch England chair Sir Robert Francis QC, public feedback has played an important part in helping the NHS and social care services spot and respond to issues caused by Covid. “As we continue to live with the pandemic, the NHS continues to face huge pressures across the whole system,” he said. “NHS staff are grappling with many difficulties, including increased Covid demands, while trying to tackle the backlog in elective care and diagnostics that the pandemic had made so much worse.

“It is important that this is managed as well as possible, to make sure that the risks and distress to patients are minimised. That’s why it is vital people have the opportunity to share their views and experiences of care whether they have needed treatment for Covid or other illnesses. Their feedback will help services understand both key national and local issues and the steps they can

take to serve patients better.”

The report also found that, throughout the pandemic, care was most commonly impacted by increased waiting times for appointments and procedures (49%) and a lack of resources and equipment (24%). Despite almost half (42%) of respondents believing that sharing feedback would have a positive impact on their care, just one in five (19%) care users have shared feedback on a negative experience since the start of the pandemic.

With just 17% of people in England expecting services to improve in the next 12 months, the CQC is calling for patients and carers to feedback on services as a crucial way to improve the quality of care services.

The Because We All Care campaign aims to help services identify and address quality issues and support patients by encouraging people to share feedback on individual experiences of health and social care services in England. To give feedback on experiences of care, visit: cqc.org.uk or call the contact centre on 03000 616161.

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Social care workers disagree with easing of Covid self-isolation rules Following health secretary Sajid Javid’s announcement on 19 January that legal self-isolation requirements are to be lifted across England, social care providers have spoken out about the negative consequences the decision will have on the sector.

With 194 deaths from Covid in England’s care homes in the week ending 14 January, the highest level since the tail end of Delta in March last year, many homes feel that the lifting self-isolation rules will be dangerous.

Managing director of The Close Care Home Sanjay Dhrona said: “The Close will certainly not be relaxing our policy with regards to self-isolation for positive team members. We will continue to look for two clear tests on days five and six, and will continue to test thereafter onsite, for added reassurance and as part of a risk management process.

“Whilst Mr Javid wants us to learn to live with this as we do flu, we would

not allow a member of the team with flu to work so this is no different. We have a duty of care to the residents to prevent infection, and we also need to care for our hardworking team members and shouldn’t have them working when unwell.”

With chief executive of care home operator Barchester, Pete Calveley, also on record defying any attempt to weaken self-isolation rules for staff, social care providers are demanding clarification from the government to keep residents safe and avoid breaching their insurance terms.

However, lifting self-isolation could help ease the staffing crisis that has been exacerbated by Covid infections among workers. The National Care Forum estimates that its not-for-profit care home members are currently working with only two-thirds of the staff they need.

Vacancy rates are almost twice that of April 2021 according to the Care Quality Commission.

Bhavna Keane-Rao, managing director of BKR Care Consultancy, said: “The recent government announcement appears quite irresponsible and has, yet again, not consulted the care sector where we have the most vulnerable people being cared for.

“All the sector main operators and care associations have asked for clear guidance and a phased return to no restrictions. At the grassroots level, we are still seeing a number of staff and service users with positive Covid tests and we are still seeing huge staffing problems due to this.

“There may be a reduction in the number of people reporting Covid, however this may be due to recent government guidance on not testing all those with positive LFT.” Further analysis of mortality caused

by Omicron in care homes is seen to be needed before many homes will lift the requirement for staff to self-isolate.

Extension of free PPE to adult social care sector

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The provision of free personal protective equipment to the health and care sector has been extended until 31 March 2023.

Previously, the Department of Health and Social Care committed to providing free PPE to the sector until 31 March 2022 but, following a consultation in October 2021, the offer has been extended a further year.

“We are pleased that the government has listened to Care England in extending the offer of free PPE,” said Professor Martin Green, chief executive of the representative body for independent providers of social care, Care England.

“The sector is currently contending with a multitude of issues against a backdrop of outbreaks and rising infection levels, so this represents a welcome relief and will provide a real

boost for the sector as we learn to live with Covid. Most importantly, the continuation of free PPE will continue to help better protect some of society’s most vulnerable.”

Free PPE via a centralised mechanism had been an enormous win for the government, according to Care England, and the potential return to a situation similar to March 2020, when there were huge challenges in accessing PPE, would be a retrograde step in the management of the ongoing pandemic.

“This is a positive step forward in the government’s response to aiding the sector,” added Green, “but this must be accompanied by further measures, including a comprehensive solution to the ongoing workforce pressures being felt by the sector. The adult social care workforce is our biggest resource and must be recognised and valued as such.”

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Celebs urge people to consider a career in care TV personality Christine McGuiness, Paralympian Ade Adepitan and author Toni Tone have voiced support for the Department of Health and Social Care’s Made with Care recruitment campaign.

The campaign, designed to fill the 105,000 vacancies in the sector at the time, has seen the famous supporters publish powerful job descriptions of what it means to work in the care sector on their social media accounts. Focusing on their insights into the qualities, rather than qualifications, needed to be a care worker, the aim is to shine a light on the extraordinary parts of the job that are often not included in traditional job adverts.

Each of the celebrities has a direct, personal connection to care or a particular passion to support the sector. Christine McGuinness filmed a documentary about autism after her

three children received autism diagnoses, which included meeting with adults with autism and their care workers.

“My three children have all been diagnosed with autism and I received my diagnoses towards the end of last year,” said McGuinness. “As part of my research into autism, I have had the pleasure of meeting and speaking to remarkable people working in the adult social care sector and seen what an incredible impact they have on individuals’ lives.”

McGuinness added that all people need to get started in their career in social care is their natural qualities: “Working in care really does change lives. I have massive respect for the profession and would encourage anyone looking for a career where they can make a difference to apply.”

With almost half a million extra

job opportunities in adult social care expected by 2035, the department announced at least £500 million to support training and career development for the workforce. This is on top of £462.5 million allocated to support the recruitment and retention of staff.

Minister of care Gillian Keegan said: “A role in care can provide a truly rewarding and fulfilling career. You need empathy, compassion and patience. For everything else there’s training. You don’t need qualifications to get started and there are many opportunities for professional development.

“Those already working in adult social care are doing an amazing job and we need more people to join them. I would urge anyone who thinks they might have something to offer to consider applying for a rewarding, fulfilling and varied career in adult social care.”

30% rise in care home costs, report predicts

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Increased costs of labour, supply and finance will cause UK care home operators’ costs to soar by £165 million this year, according to research by property advisor Knight Frank.

The data, which covers the majority of UK care homes, and 98,000 beds, shows that rapidly rising agency costs combined with an increase in the price of insurance and utilities will cause a surge of around 30%. Knight Frank predicts these issues will result in a lack of new beds throughout 2023 and 2024.

Knight Frank’s head of healthcare Julie Evans said: “As we continue to recover from the pandemic there is a sustained demand for high-quality beds, and increasing attraction from investors and pension funds. However, increased costs and disruptions in the supply chain are posing significant challenges to the development of much-needed quality new build care

homes. We currently face the perfect storm posed by rising costs of labour, supply and finance and if we do not act this could risk a crisis in care provision.

Urgent action from the government is needed to support this essential sector as it strives to deliver for our ageing population.”

The research emphasises a significant demographic shift that will see the over-85 population grow from 1.6 million in 2020 to 3.7 million by 2050 in the UK. By 2035, Knight Frank predicts a shortfall of 58,000 beds across the sector; the growth in the UK’s elderly population is such that, by 2050, an additional 350,000 people will potentially need an elderly care bed, almost doubling the level of bed demand within 30 years. Furthermore, with 100,000 beds at risk of closure, this projected bed capacity hiatus means that existing operators will benefit from an increase in occupancy

as demand outstrips supply.

According to the report adaptations are needed to support care home residents of the future, including a rise in dementia and nursing care specialists, improved clinical outcomes and key performance indicators, design adaptation for future Covid-19 events, growth in technology and telemedicine, and larger care home sites which include independent living units.

Despite this, environmental, social and corporate governance positively driving institutional capital into social care and senior living ensures the sector remains attractive to investors.

Additionally, pension funds are reallocating capital away from retail and into defensive sectors with an increase of investment into ‘beds and sheds’.

This interest is unsurprising given the sector has proved resilient with yields compressing despite the impact of Covid-19 and Brexit.

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Scottish government waives fees for new social care staff A fee waiver pilot for new staff joining the social care workforce has been introduced by the Scottish government.

Protection of Vulnerable Groups (PVG) checks and Scottish Social Services Council (SSSC) registration will now be funded to help encourage more staff into the profession and address winter staffing pressures.

New social care staff starting a career in a Scottish care home must apply to register with the SSSC within 12 months of starting their employment. To support this recruitment, the Scottish government has announced it will pay the registration application fee and Disclosure Scotland fee for all new applications received to register between 14 January and 31 March 2022.

There is no refund for anyone who applied before 14 January and anyone applying after 31 March will need to pay the application fee.

Social care minister Kevin Stewart said: “Care workers have been absolutely critical to our pandemic response, giving vulnerable people the care they need and avoiding further pressure falling on the NHS. This trial aims to assist in easing winter pressures in this sector by removing any financial barriers that may stop people from applying for a rewarding career in care.

“There are significant pressures in social care due to high vacancy levels and increased demand. I hope this support will encourage those considering joining this vital workforce to go ahead and do so.

“We will continue to work closely with our partners to identify all possible ways we can assist the social care sector to aid recruitment and retention within the workforce at this critical time.”

World’s first cultural matching app for the care sector created

Maaha Suleiman

A new app using AI technology that pairs carers and care receivers to give culturally appropriate care has been developed.

Graduate and Care Matched founder Maaha Suleiman spent the pandemic creating a new resource and tool for the sector from her home in Tower Hamlets. Spotting a gap in the market, Suleiman aimed to ensure that care receivers can age more comfortably and live a higher quality of life aided by culturally appropriate care.

Suleiman said: “I am delighted to have worked with multiple care sector and charitable organisations, including a London council, Care Quality Commission, Care Innovation Hub and UnLtd to name just a few.

The organisations have been key in developing our Care Matched technology, which will have a huge impact on the care sector.”

Care workers are paired with care

receivers based on life experiences, skills, religious understanding, cultural food, languages, hair and grooming, and identification with special holidays such as Eid, Diwali, Christmas and Hanukkah.

The 2011 Census showed that 13% of the UK population identified as belonging to an ethnic minority group, with this figure growing to 14.4% by 2020. Despite this, there has never been a business that specialises in culturally matched care, until now.

“I love how simple and sleek the design of the technology is,” commented Pragmatic Health Care founder and registered manager Kariba Amachree. “We’ll be using it every day in our agency” Care Matched finalised the software development for the application and conducted beta testing with a London council, launching the product on 25 January.

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Supporting residents with tech and teddy bears Carers have begun 2022 by finding innovative and engaging ways to support their residents.

Kendal Care Home is using Microsoft HoloLens 2 and Teams so that vulnerable residents can receive remote medical care from doctors in a Covidsafe way.

When treating residents, the nurses wear a mixed-reality HoloLens 2 headset connected to Dynamics 365 Remote Assist, which initiates a Teams video call between the care home and a doctor.

The doctor can then speak in real-time to the resident about his or her health, offer diagnoses and advise the nurse on effective treatment.

Kendal Care Home deputy manager Geethu Tenison said: “By adopting HoloLens 2 we have ensured that residents and staff remained safe during the pandemic as they are not having to travel and attend GP surgeries for their appointments, which reduces the risk of residents and staff catching Covid-19 or other infections such as flu.

“Because HoloLens 2 enables real-time communications, it has also helped to improve the health and wellbeing of our residents. They are still able to see and talk to their nurses and GP, despite many being infirm, unwell and bed-bound.

HoloLens 2 is also providing valuable support for our staff and offering peace of mind to residents’ families.”

Local GP Dr Richard Russell added:

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“HoloLens has enabled real-time communications with residents who really need it, whilst keeping them safe from Covid. It’s improved quality and access, especially for those infirm, unwell and bed bound. Worried families now feel happier and reassured. This is only the start, and we look forward to improving this concept for our residents.”

Kendal Care Home is working with local GPs, Kendal Integrated Care Community and University Hospitals of Morecambe Bay NHS Foundation Trust to train staff in how to use and clean Microsoft’s headset.

“Staff have been very positive about using the HoloLens 2 headset,” Tenison added. “It has been a game-changer for our care home and we are looking at how we can use the device in other areas of our care.”

A Warrington care home has also been using technology to deliver sensational experiences for its residents.

Green Park Care Home has been using a sensory interactive tablet for quizzes and colouring, as well as connecting residents with their loved ones.

The state-of-the-art device was purchased with funds raised by a sponsored six-mile walk.

Deputy manager Grace Oderinde said: “This tablet is a great piece of equipment and benefits all our residents’ abilities and needs. It has certainly had an impact

already and we know it will continue to provide enjoyment for both residents and staff alike.”

Resident Frank Pumford added: “I really liked fishing and enjoyed using the app. It brought back memories of my hobbies that I enjoyed before coming to the home.”

While technology has its merits, there is always room for a good old-fashioned picnic. Residents at an Edinburgh care home enjoyed a teddy bear takeover as they reminisced about childhood memories over a picnic.

Mansfield Care’s Belleville Lodge invited its residents to bring along their teddy bears and soft toys for an afternoon of fun, complete with homemade cakes and tea.

Belleville Lodge matron, Margaret Russell, said: “There were lots of smiles and everyone enjoyed holding and touching the soft toys and passing them around for a cuddle.

“One of the highlights of the day that made everyone happy was to see all the teddies and soft toys lined up together for a portrait photo. We all joined in to sing along to ‘The Teddy Bears’ Picnic’ and everyone, both staff and residents, agreed that we’d had a lovely afternoon.”

New NHSE chair Richard Meddings needs “to get up to speed” with social care Following his appearance before the Health and Social Care Committee, Richard Meddings has been appointed as the new chair of NHS England – but approval for the appointment was not unanimous.

Meddings, currently the proposed chair of the UK subsidiary of Credit Suisse and a former chair of TSB Bank group, was questioned on a range of areas including

tackling the backlog following the Covid-19 pandemic and long-term workforce planning, as well as his lack of specific experience of the health and social care sectors.

“We recognise that Richard Meddings has an impressive career in financial services, and he brings a useful independent perspective,” said Health and Social Care

Committee chair Jeremy Hunt.

“However, his performance at certain points of our pre-appointment hearing was not strong with particular weakness on social care, an area he will need to get up to speed with quickly.

“We approve his appointment as chair of NHS England but it was not a unanimous view of the Committee.”

We understand how important laundry equipment is to your care or nursing home. Our goal? To make it simple.

christmas lunch

Win, win with a Wash and a cabbage Dr Richard Hawkins, editor-in-chief, Caring Times

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nowing that if you went for a Wash you would be in the North Sea rather than the Irish Sea, or that you are most likely to be enjoying a cabbage in Belgium than elsewhere because Brussel Sprouts are a cabbage, would have helped you to win a bottle of ‘Champers’ at the very demanding Heads and Tails quiz held during the famous Caring Times Christmas Lunch.

Sponsored by Virgin Money and held at the incomparable Dorchester Hotel in London, this lunch is widely acknowledged to be the most enjoyable event in the care home calendar, partly because its annual occurrence signals that the joys of Christmas are upon us. Contributing to the Christmas spirit were amusing and illuminating contributions from Virgin Money’s irrepressible head of health and social care, Derek Breingan and Director of the Optimal Ageing Programme (among many posts), Professor Sir Muir Gray.

As the founder of the lunch, one of the foremost regrets of my forthcoming retirement as editor-in-chief of Caring Times will be no longer having the opportunity to guide all our enthusiastic diners through this most enjoyable of occasions. Long may the Caring Times Christmas Lunch spirit continue!

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technology

Transforming a fragmented landscape With the care sector’s pre-pandemic pain points highlighted for all the world to see, tech has come to the rescue at a tough time. However, as Future Care Capital’s Care Tech Landscape Review has highlighted, it’s vital to cascade digital transformation and good practice through the sector to reap the benefits fully

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owards the end of last year, Future Care Capital published the fourth instalment of its series, examining advanced digital technologies being developed for the adult social care sector in England. The research, undertaken by head of future policy and research Dr Peter Bloomfield and Newmarket Strategy consultant Cristina Ruiz de Villa, gives an overview of residential care technology and explores appropriate solutions which could be provided to the sector.

The paper finds that, in the adult social care sector, the main technologies being developed were apps, platforms, and IoT (internet of things) technologies. The Covid-19 pandemic has highlighted existing systemic vulnerabilities; new infrastructure and connectivity technology offer great potential for connecting remote and rural locations, but up-to-date, comprehensive data and insights about the sector are hard to find.

While there is some overlap between the technical domains and functions, most technologies identified in the report are focused on the provision of care and can be grouped into four classes.

What does this mean?

Looking at the findings of the report, chief executive of the National Care Forum Vic Rayner comments that digital technology has the potential to improve the quality of care for residents. “It is positive to see this recognised so strongly in the government’s recent White Paper on the reform of adult social care,” she adds.

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technology But what could be done better? Rayner says that technology should reflect resident needs beyond more established concerns like urinary tract infection management and fall prevention, with current offerings demonstrating a disconnect between the ultimate beneficiaries – the residents – and the main users of these technologies – the carers.

“We must ask technology developers to consider not just what will keep people safe, but how to make people feel more comfortable, and how to make them feel at home,” Rayner says. “Whether it’s a virtual reality solution or the ability to seamlessly change TV channels without relying on carers, there is opportunity to create innovative technology that shifts the expectations of the people in residential care. There is a powerful consumer-driven agenda around technology adoption.”

However, Rayner says the burden and the onus of digitalisation remain on carers to make technology work: “More support is needed to upskill carers, provide standards on assessing which technologies are best, cyber-secure practices, and to cement the use of digital technology where it is helpful.”

Looking at the strategic opportunity for health and social care to converge, Rayner hopes the integration process will succeed through integrated care systems: “It is time that we embrace different definitions and wants for digital technology in residential care settings.”

Care England chief executive Professor Martin Green thinks that the pandemic has accelerated technology adoption and improved data quality, producing novel results: “We are now seeing tabletbased communication for residents and families, as well as virtual meetings for staff. Technology has also been important in providing a connection for residents with their family.”

Green says that, with the workforce crisis so acute, a real opportunity has been presented for technology to deliver where people have left the sector: “The more advanced we make the sector, the more attractive it will be to workers, especially younger people who can have career progression related to digital skills.”

While dialogue between people is key for the quality of care, Green thinks

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Care planning and management – Designed to make carers’ jobs easier and faster via IoT, apps and software, this was the biggest group, implying there is considerable benefit to the sector. Planning and recording all elements of care, which is a legal requirement, and other tasks involved in running a care home can be streamlined via electronic care records, eMAR (electronic medicine administration records), task reminders, caseload management, and digitalised paperwork.

Remote monitoring – Often IoT-based, these solutions are used to monitor the vital signs, whereabouts and environmental changes of residents within the care home, for example, cameras, fall alarms, vital tracking wearables and acoustic monitors. The devices collect data passively and pass it to connected software and apps, which can then be accessed by carers, care home managers, and members of the resident’s family to ensure that quality care is delivered efficiently. These technologies allow care homes to understand and show the quality of care delivered to their stakeholders and use the data to improve the efficiency of care.

Workforce mobility – The need for a flexible care workforce has been highlighted by the strain of the Covid-19 pandemic and resulting ongoing staff shortage. By enabling carers to move rapidly between care settings to meet demand, these apps and software-based technologies targeted at carers and care home managers aim to address workforce mobility.

The introduction in May 2020 of the Digital Staff Passport showed that the demand for these solutions, aimed to support temporary movement of staff, is increasing as no centralised equivalent exists for social care.

Assistive technology – An umbrella term including solutions designed to improve or maintain individuals’ independence, this term covers technologies designed to assist residents in care homes, as opposed to carers. Memory aides were the most common technology in the group, which also includes social aspects such as video calling apps for interaction with family and friends, as well as physical aspects of care, like digital physiotherapy apps. Limited tech skills and sensory ability, as well as affordability and accessibility, may explain why this is the smallest group, according to the report, although it’s possible some residents are using more generic solutions like Google Home and Alexa.

technology doesn’t need to erode the relationship between resident and carer: “There is a clear opportunity for the regulator to develop new ways of approaching digitally-enabled care. Regulatory mechanisms which stimulate innovation and creativity are crucial and inspiration should be taken from other sectors and regulators.

Cascading good practice through the sector is vital and the regulator can be a catalyst for this.”

Green is surprised at the low take-up of artificial intelligence in the sector, as shown by the report, and how the limited pool of start-ups identified is focused on one problem or group of problems. “The sector is currently not communicating its needs or challenges well enough,” he says. “We need to get people in the care sector talking to designers and developers. If you clearly describe a challenge or problem, creative technology developers can design an appropriate solution.”

“Adopting care technology can be initially burdensome,” he acknowledges,” but we need to understand that implementing

technology in care does improve things, making life easier long term.”

Disrupting the status quo

This joined-up approach is appreciated

by Sekoia chief marketing officer Morten Mathiesen: “I would like to put emphasis on NHSX and their accreditation programme for digital suppliers within the care sector. For a company like Sekoia that operates across social care in six countries, it’s the closest we get to some kind of conformity on standards and frameworks that are vetted by official key stakeholders in the UK.” During the pandemic, Mathiesen says the sector has once again shown innovation when it comes to putting tech into use: “Because of the very poor political cover, it was down to the individual services and people working here to harness technologies and apps that they knew from personal experience, to make sure that life could go on as unaffected as possible. No one will ever again call social care a tech laggard. Not on my watch!”

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Mathiesen adds that in 2022 artificial intelligence and machine learning will start making their way into new and existing solutions: “Optimising route planning for home care or predicting difficulties before they happen and flagging early warnings, is something that will support care professionals and boost the quality of life for the individuals.”

Tech must benefit the user

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One area of tech that founder of Person Centred Software Jonathan Papworth is not convinced by is robotics: “I can see the use for people with dementia where their mind cycles round rather quickly, but human beings are at their best when they are interacting with other human beings and I am not a great fan of replacing human interaction with electronic human interaction.”

However, Papworth has faith in virtual reality: “Giving people the opportunity to walk down Brighton beach when they were a young child, that sort of thing could be useful, but one of the things we do need to avoid is the Japanese model of care, replacing humans with robots because there just aren’t enough people to provide the care.”

With the motto ‘we save carers an hour a day on admin’, Person Centred Software gives a return on investment.

“If you are looking at tech for efficiency, there is no great efficiency saving with tech for residents, as you aren’t paying for their time,” adds Papworth.

However, he thinks media services in social care will change in the next five years. “We have a very low Wi-Fi need product and we have care homes that don’t have enough Wi-Fi,” he comments.

“The internet connectivity in care homes, particularly the small ones, still relies on residential quality internet for a commercial enterprise – with 40 people wanting streaming services, that just doesn’t add up.”

One direction that is guaranteed to see development is interoperability in healthcare: “The NHS is funding £610 million for 80% social care providers to have data interoperability with healthcare by March 2024 so that’s going to happen, and it is one of the main objectives of Care Software Providers Association.”

Nourish Care chief executive Nuno Almeida says that skill in a field of work or experience, and a drive to improve or to create something new, are the ingredients of innovation: “I keep coming across conversations where innovation, tech and entrepreneurship are thrown around into a mix as if they all meant one and the same thing.”

Almeida feels that people think innovation, entrepreneurship, and tech are bundled up: “If they’re ‘not good with tech’ (whatever that means), they’re not going to be good at building a company, or worse, they’re not going to be good at innovating and this misunderstanding needs resolving.”

Channel 3 Consulting partner Paul Henderson describes the digital transformation of the health and care sector as akin to the way online retailing has changed shopping forever to benefit the user: “By rethinking conventional ways of doing business and embracing technology, retailers are now able to provide a highly personalised service.

“As well as enabling 24-hour access, online retailers make purchasing easy, offering suggestions, comparisons, different ways to pay, collect or receive, he adds. “Many continue to maintain physical stores for people who prefer in-person retail therapy; in short, savvy retailers offer consumers every conceivable option to suit them and their lifestyle.”

By comparison, Henderson says healthtech enables people to be treated like customers, offering them choice and variety in the way they are treated or cared for, putting their preferences first and foremost.

“In practical terms, this means people can be offered personalised care plans that incorporate advice about exercise, nutrition, mental wellbeing and a whole host of other factors that support health. It’s about taking a holistic approach that allows patients to benefit from treatment for pre-existing conditions and preventative advice and support, too.”

technology Digital health is a front door leading to a complex of interconnected pathways involving multiple service providers who collectively contribute to an individual’s wellbeing over their lifetime. Henderson says: “As one of the world’s largest institutions, the NHS has much to gain by following a similar tech-enabled path that tailors its service to the individual needs and preferences of its customers.”

However, he warns that too many organisations have been swayed by persuasive marketing and invested in shiny new technology only to discover it isn’t the panacea they had hoped for: “To achieve effective digitally-enabled transformation, clinicians and other staff must be consulted from the off. They are at the sharp end, day in, day out. They will know, practically, what will make their lives easier and what pinch points need addressing post-installation.

“In an institution, such as the NHS, which is under severe pressure from a pandemic but is also short-staffed, there is an obvious temptation to see technology as an overarching solution,” says Allen. “We might even see unexpected benefits from digitalisation.

“Men, who are generally notoriously reluctant to see their GP, might be encouraged to take better care of their health if they can use an app to check their symptoms or make an online consultation.”

However, senior doctors recently warned that NHS England’s demand that hospital trusts use virtual wards, with Covid inpatients being sent home with remotely monitored pulse

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oximeters, which could free up hospital beds, has no proper evidence to underpin it, which could overwork staff and put patients at risk.

“While it’s good to see the NHS move increasingly to digital processes (particularly for administrative processes such as making appointments), we also need to make sure that technology does not become the default, where we might previously have required the direct expertise of a clinician,” says Allen.

“Improving efficiency is important, but so is retaining critical medical thinking and judgement.”

To read the full report visit: futurecarecapital.org.uk

A word of warning

Although the speedy adoption of digital technology has been welcome and brought important benefits, Future Care Capital chief executive Greg Allen encourages caution about outsourcing judgement to technology.

Future of Care Conference Future of Care Conference London is back on the 29th March 2022, attracting C-level care professionals, care home and home care owners, managers, decision-makers and influencers. The high-profile speaker programme will consist of focused speaker slots and panel debates set to challenge perspective and provide call-to-actions for the future of the industry.

Since its launch in 2017, the conference has strived to bring key trends, challenges and developments in the care sector in front of the people who matter. With the starting ambition to improve the lives of the elderly, this one-day conference has grown year on year, acquiring the trust of care professionals from across the UK. Vic Rayner OBE, CEO at The National Care Forum, is welcomed

as this year’s Conference Chair. As a principal figure in the sector, Vic is also the Chair of the Government Strategic Advisory Forum on the social care workforce and Co-chair of the National Social Care Advisory Group.

The Minister of State for Care and Mental Health, Gillian Keegan MP, will also be speaking at the conference on how the sector can build a world leading adult social care system.

Delegates can expect focus on topics such as recruitment, sector inequalities, dementia and artificial intelligence. Speakers such as Professor Martin Green, Chief Executive at Care England; Rob Assall, Deputy Chief Inspector at Care Quality Commission and Gemma Tetlow, Chief Economist at Institute for Government will look to preparing for future pressures, government support and building an

advertorial effective integrated health and social care system.

Across two panel sessions, the conference will address how we can learn from the frontline of adult social care to discover what really makes a difference to elderly lives. They will also report on how to develop a stronger workforce with a larger talent pool and a better reputation.

During networking breaks, delegates have the chance to make valuable connections and meet suppliers from the industry – including Headline Sponsor Beaucare and Gold Sponsor Quality Compliance Systems.

Visit www.futureofcare.co.uk for information on ticket prices and booking, to view the full programme and discover more about each speaker.

The conference will be held at The King’s Fund in London.

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Out of the frying pan…

Following a demanding Christmas period, Jodie Sinclair, partner and head of the health and social care employment practice at law firm Bevan Brittan looks at post-Omicron staffing issues in the care sector

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he arrival of the Covid-19 Omicron wave in early December last year has without a doubt exacerbated existing and serious staffing, resourcing and broader operational challenges across the social care and wider healthcare sectors. This latest challenge comes at the end of an unprecedented two-year period – affecting not only the workforce but also the service users and patients who are supported and cared for by that workforce.

The surge in Covid-19 because of the highly transmissible Omicron variant has caused significant staff shortages in the care sector. The Guardian reported at the start of January that 11,000 care workers were absent, amounting to more than 9% of the workforce. The currently available figures indicate that the Omicron variant has now peaked, and the self-isolation period has reduced from 10 to five days if individuals receive negative Covid-19 tests. However, care worker absences and the ongoing impact on staffing, resourcing and operational demands, are likely to continue for some time.

The current resourcing issues are set in the context of many workers already leaving the sector during the pandemic, including thousands who chose not to be vaccinated in response to the introduction of mandatory vaccination for social care on 11 November last year. The preliminary impact assessment which had been carried out as part of the consultation process estimated that almost 10% of the workforce in Care Quality Commission registered care homes may choose not to take up the vaccine. The Nuffield Trust has reported that staff numbers in social care fell by around 42,000 between April and October 2021, a sobering statistic when overall vacancies in the sector were already exceeding 100,000 posts.

As operators and providers in the

social care sector do their utmost to maintain a safe service, the sector is not only grappling with staff shortages. A major knock-on effect is the growing number of care homes being closed to admissions due to Omicron outbreaks, as well as measures being reintroduced to restrict family and friends’ visits to homes in an attempt to contain transmission in response to this most recent crisis.

Mandatory vaccination requirements

On 11 November, it became law that for those entering a care home that provides accommodation with nursing or personal care for any person who is or has been ill, is disabled or infirm, or who has a past or present dependence on drugs or alcohol, to have received a Covid-19 double vaccination unless they were legally exempt. This affected at least 570,000 staff who were at the time working in a CQC registered care home. The introduction of this legal

requirement at this point in time did not extend to senior living or extra care facilities. The wider healthcare sector, including the NHS, independent and voluntary sector as well as home care providers, are currently progressing their own readiness and preparation plans to meet the legal requirement for mandatory Covid-19 vaccination coming into force on 1 April this year.

There are some exemptions that mean that those entering a care home do not need to be vaccinated in certain circumstances. Of most relevance to staff, is the medical exemption, which applies to those who for medical reasons cannot or should not have the Covid-19 vaccination. Currently, individuals are able to ‘self-certify’ as medically exempt up to 31 March, but from 1 April anyone relying on a medical exemption will need to have obtained formal exemption (assessed by a doctor) which can be evidenced via the NHS Covid Pass. Accordingly, there may be some further loss of staff after 1 April, in the event that some individuals are unable to obtain a formal exemption.

Notably, there is no exemption for staff who refuse vaccination based on philosophical or religious beliefs.

Organisations are continuing to liaise with staff regarding the current temporary arrangement for selfcertification in respect of certain limited exemptions which have been in place since 15 September 2021 and which will continue to 31 March 2022. While continuing to ensure that they have sufficient numbers of staff in place following the Omicron surge, organisations should be ensuring that they are completing relevant risk assessments, seeking appropriate occupational health and/or other medical advice regarding staff who are medically or otherwise exempt and considering any other additional support which may be required.

staffing

As noted above, the wider healthcare sector is following a different timetable with different requirements for the mandatory requirement coming into force on 1 April. This means that staff in scope must have had their first vaccination by 3 February.

Care workers added to the shortage occupation list

Given the long-term staff shortages across the sector, there are no doubt views across the sector that the government’s announcement on 24 December last year that care workers would be added to the Home Office’s Shortage Occupation List (SOL) (to allow them to be eligible for sponsorship under the Skilled Worker Health and Care visa) is too little, too late. However, we are seeing an increasing number of providers utilising this measure and taking active steps to apply for the relevant ‘Skilled Worker’ sponsorship licence to recruit migrant workers from abroad proactively. It is anticipated that many more care organisations will continue seeking to utilise this sponsorship route to recruit from regions where historically there has been or already are established routes in place for recruiting healthcare workers, for example from the Philippines.

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It is important for any organisations operating in England to have due regard to the Code of Practice for the international recruitment of health and social care personnel in England. The UK government expects that all health and social care sector organisations and recruitment agencies will comply with this Code of Practice to ensure ethical international recruitment is undertaken.

Overseas workers will still need to be fully vaccinated or medically exempt before entering a care home.

The SOL is designed to help migrants obtain work visas to fill jobs where there are shortages and means that care providers are now able to recruit suitable candidates outside the UK. This will include roles such as care assistant, care worker, carer, home care assistant, home carer and support worker (nursing home).

Care organisations will have a 12-month window now (subject to further review from the Home Office) within which to offer suitable candidates sponsorship under the Health and Care visa and on the basis of a minimum annual salary threshold of £20,480 to qualify. They will be entitled to bring dependants, including a partner and children. The Health and Care visa will offer a pathway to settlement should the worker remain employed and wish to remain in the UK.

The Health and Care visa route benefits from fast-track processing, dedicated resources in processing applications and reduced visa fees. It is hoped that the process will make it quicker, cheaper and easier for social care employers to recruit eligible workers to fill vital gaps.

Care providers who do not already hold a sponsor licence in the Skilled Worker route can prepare to take advantage of the offer by registering for a sponsorship license ahead of implementation. It is understood that providers who are new to visa sponsorship will be supported through the process through a series of engagement activities in January and February, to introduce them to the system and find out how to act as a visa sponsor.

The regulatory landscape

Despite the staffing pressures and the strain that this is having on the running of some care homes, there is no let-up in the need to comply with regulatory obligations set by the social care regulators across the four UK nations.

From a CQC perspective, affecting care homes registered in England, this means the need to comply with the ‘Fundamental Standards’ and the CQC notification requirements.

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Two fundamental standards come under particular strain with the current staffing crisis – the ability of a care home to deliver safe care and treatment (Regulation 12) and its ability to ensure that it has a sufficient number of suitably qualified, competent, skilled and experienced staff to deliver the service (Regulation 18). There are also other legal requirements to report certain “notifiable incidents” to CQC – of particular note is the requirement to notify the CQC without delay of events that prevent, or are likely to threaten to prevent, the care home’s ability to continue to carry on the service safely. This includes a situation where a care home finds itself in a position where it has an insufficient number of qualified, skilled and experienced persons deployed to carry on the service.

Non-compliance with these obligations can lead to adverse inspection reports, lower ratings and potential enforcement action.

In December last year, the CQC announced that it recognised the considerable pressures faced by social care providers with the spread of the Omicron variant, and declared that it would seek to ensure its approach was both appropriate and proportionate when monitoring/inspecting care homes in the circumstances. However, whether this will be the case remains to be seen. In the wider Covid context over the past two years, some care home providers have argued that this promised proportionate response by the CQC has been absent in some inspections. To seek to redress this imbalance, some care homes have successfully pushed back on seemingly unfair judgments through the draft inspection report factual accuracy process.

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In addition, it must be remembered that the CQC has acquired some further powers over recent months following the introduction of the mandatory vaccination requirements in care homes.

The CQC now has the additional role of assessing a care home’s compliance with the mandatory vaccination regulations. What this means in practice is that CQC inspectors will want to see evidence that the care home has a process to satisfy itself that the staff working within the care home are vaccinated (unless exempt) and that there are also arrangements in place to ensure that the vaccination status of visitors to the premises, who are required to be vaccinated (unless exempt) are checked. We are already seeing the CQC reporting on these arrangements in inspection reports and adverse judgments being made when these processes are missing. Therefore, despite the huge ongoing challenges facing care homes at this time, the need to ensure that there is an ongoing robust process in place to monitor staff and visitors’ vaccination status should not be overlooked.

Wider operational issues

A freedom of information request from The Observer found that nearly 9,000 people in England are waiting for home care services. In addition, NHS trusts are reporting a significant number of patients in their hospitals who are ready for discharge to other care settings, but such discharges cannot take place given the care staffing crisis. As an example, at the time of writing this article, the chief executive of one NHS trust has declared publicly that the trust has 300 patients ready for discharge to other care settings.

The real worry for social care businesses

(either care homes or home care) is that occupancy or customer levels are so low that maintaining financial viability is a challenge and may mean the closure of the business. A desperate situation when there is a clear need for these services that would ease the pressure on the NHS. Finally, the need to manage and mitigate the risk of staff burnout, and support the wellbeing of the workforce, are increasingly likely to become a key focus for organisations.

Maintaining staff morale is also an ongoing challenge, as they are under consistent pressure and also covering for colleagues who are either off work due to Covid-19 or who are no longer in the roles because of the vaccination mandate.

While the Covid-19 pandemic has brought into stark focus the enormous challenges and staffing issues facing the care sector, it has also powerfully demonstrated the ongoing commitment and essential value and efforts of those within the sector. Social care remains an essential and increasingly attractive opportunity for investors at a time when other areas for investment continue to struggle from the impact of the pandemic. There is much to be proud of and one hopes that the social care sector is well-placed to attract staff to work with those who already go above and beyond in the roles that they discharge.

Jodie Sinclair is partner and head of the employment, immigration and pensions team at Bevan Brittan. She also leads the firm’s health and social care employment group. To contact Jodie, email: jodie.sinclair@bevanbrittan.com or call 0370 194 7890.

Carer 2021 WINNER

SPONSORED BY

Sian Jones

Denham Manor, Caring Homes I try to be the best carer every day and listen to residents. I get to know them on a personal level, including their past to really understand them and help support their future.

I’ve been a carer for 2 years so I have experienced the job before COVID and learnt to adapt. Regardless of COVID, I think the most important part of my job is providing dignified and respectful end of life care to the residents. It is the most rewarding types and elements of care that we can provide for the residents and their loved ones.

I like to learn what makes them happy. For example, one resident used to own a nightclub in the 1960’s in Halifax. They used to host big up and coming artists such as Black Sabbath! On one of my weekends off, I travelled up to Halifax to go on the heritage trail, take photos outside where the resident used to work and got to know her even better. The photos I brought back sparked lots of happy memories for the resident, and it was clear this meant a lot to her.

On another day off, I was notified that a 105yr old residents sadly passed away. I was close with this resident and immediately called the home and nurses to see if I could come in to help make sure she was washed and dressed in the most presentable, appropriate clothing and ensured the resident had her favourite doll and some flowers right by her.

I played the residents favourite songs and hymns, put some photos on her chest and was thanked by the family for such a nice send off. I believe it is one of the nicest and sadly, last things you can do for someone, so it’s important it is done right.

I enjoy being a carer because I feel valued in the job and at the end of each day can go home and feel like I’ve done something rewarding. It’s not always easy and it’s a lot of hard work but when a resident smile or laughs or gives a touch on the hand it’s so heart-warming and overwhelming, it makes it all worth it.

THE JUDGES’ VIEW “It is very clear for the testimonials that Sian goes above and beyond in her care role. She referred to the residents as her family and it is clear that the residents mean a lot and shows how deeply committed she is to her residents at Denham Manor. It is clear from the testimonials from the relatives and her colleagues that she has a huge heart and is a very worthy winner of this award. Sian is a classically trained pianist and often performs last offices for the residents at the end of their lives which is such a key aspect of caring for the elderly. Sian clearly leaves a very positive lasting impression for the residents and she is nominated in the home to lead the dementia training programme. During the pandemic it is clear that Sian stepped in to support the residents where they’re families couldn’t be there.”

I feel honoured that I can share this part of their life with the residents and I’m thankful every day I come to work that I get to spend time with such interesting people.

CELEBRATION SUPPLEMENT | The 23rd National Care Awards

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PART ONE

Care Registered Nurse 2021 SPONSORED BY

WINNER Fanel (Gigi) Encea

Hastings Court, Oakland Care THE JUDGES’ VIEW “The pride of being a nurse poured out of Gigi, and the privilege he feels in being able to do his job to an outstanding level, clearly drives him every day. The most important factor for him is to ‘be present’ for his residents, and this may sound simple, but knowing that a nurse always has hundreds of things, to do so takes skill, discipline and a lot of empathy. His breadth of skills was evident, not only in the attention he gives to caring for his residents but also his ability and understanding of the importance of communicating well with relatives and other healthcare professionals, as well as supporting his team to get the best outcomes.”

As a Registered Nurse what are the most important contributions you can make to help a care home be outstanding?

I feel that a nurse should not just be a clinician who delivers physical care but should take a whole person approach while delivering person centered care, when looking after a resident. Each resident needs to trust their nurse and be able to see the individual personality behind the tunic. I believe a friendly positive attitude is important and to show care and compassion to each resident.

The nurses should not only implement clinical care but also take a holistic approach to promote the physical, social and mental wellbeing of each resident. The nurses also provide an important line of communication with families and loved ones regarding the resident.

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The 23rd National Care Awards | CELEBRATION SUPPLEMENT

Care Team 2021 WINNER

SPONSORED BY

Kingfishers Nursing & Residential Home

Colten Care

What were the best ways your team found to stay motivated when the challenges it faced may have seemed overwhelming ?

As a care home in the midst of a pandemic, we faced many challenges. However, we managed to get through each one together by remaining a close-knit team with a positive mental attitude.

To keep our team motivated we aimed to get our communication as close to perfect as it could be, having extra team meetings to cascade information and enable any worries or concerns to be aired immediately.

We made sure staff finished their shift every day with a little treat, whether that be chocolate, cakes, or pizza! Something just to say “well done and enjoy your rest.”

When times were tough, we relied on each other to help lighten the mood, keep smiling, and enjoyed some laughter when and where appropriate. Through good times and bad we supported each other, offering a helping hand, a listening ear or just a kind word.

THE JUDGES’ VIEW “Kingfishers wowed the judges with strong values that clearly ran through the whole team, expertly led by a passionate manager. From personal tours with the gardener, to bringing residents to life on National Biscuit Day, or reuniting generations, Kingfishers provided fabulous examples of teamwork. With its close connections to its local surgery, and innovative work on nursing associates, Kingfishers team showed just why they are twice rated Outstanding.”

Residents and relatives took time to send many letters of thanks to the team and these were always shared with the staff, placing them on the notice board for everyone to read.

We are lucky to have such a great support team, with members of Head Office willing to roll up their sleeves to help when staff shortages became an issue. We really have a ‘One Team’ approach at Colten Care.

Our main motivation was, and continues to be, the smiles upon the faces of our residents. Kingfishers is their home, and over the last 18 months we had to become their family more than we ever have before, forming even stronger relationships that will never break.

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CELEBRATION SUPPLEMENT | The 23rd National Care Awards

PART ONE

Care Home Manager 2021 SPONSORED BY

WINNER Heather Choat

Halstead Hall Care Home, Stow Healthcare Group

THE JUDGES’ VIEW “We chose Heather Choat as the achievements at Halstead Hall are remarkable. Heather joined Halstead when it was rated Inadequate and was in danger of closure. Morale was low and the home’s reputation was very poor.

Due to Heather’s determination, caring nature and commitment to staff development and empowerment she has taken the home from a desperate place to a vibrant home with numerous staff success stories, overall Good with Outstanding on well led, changing the lives of the residents and managing to navigate the pandemic without any cases of Covid. Heather is one of care’s heroes and this award and recognition are well earned. Congratulations Heather!”

What are the qualities you would look for if you were recruiting a care home manager?

The understanding of vision and values are so important when recruiting a care home manager. Every home manager is part of the home’s journey. They need the vision to know where it is they want to take the home and the values in order to successfully lead the team on the journey beside them. If the manager does not know the direction for the home, the team simply cannot drive it forward. I would not be where I am today without the support from the team. As the Home Manager, my door is always open and my team can come to me 24/7, 7 days a week with worries concerns or ideas and suggestions to push the home forward. You have to be the listening ear to everything that goes on in the home and be the presence of support for your team, this has been particularly important throughout the pandemic to offer reassurance and guidance to staff.

Turning around a failing home like we have done at Halstead Hall is no mean feat.

The road outstanding is not a straight one, there are countless twists and turns and bumps in the road and it takes real determination to push through the bad times in order to look back and see how far you have come. It is important to look back and reflect on the journey but equally as important to continue to push forward and continue to provide the very best care for our residents.

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The 23rd National Care Awards | CELEBRATION SUPPLEMENT

Dementia Care Manager 2021 WINNER

SPONSORED BY

Danielle Cave

Hale Place Farmhouse, Hale Place Care Solutions

How do you optimise the quality of life of the residents living with dementia in your home?

For over 34 years, Hale Place’s philosophy of care has been built around ‘active lives’. Synergize this with our core value of ‘happy lives for everyone’ and we have the building blocks of a meaningful, happy and healthy future for the people we support and our employees.

The symptoms of dementia vary greatly but most people will usually experience reduced mobility which may lead to increased inactivity, withdrawal from social contact and involvement, mood and behaviour changes and depression. It is for these reasons that we believe supporting people to be active in their everyday lives will ensure their independence, dignity and general demeanour is maintained for as long as possible and that their wellbeing is preserved.

We achieve this by developing a programme of activities the individual can enjoy, find uplifting and engage with. Their activity programme reflects their choices, but we build in a range of activities and experiences that will positively engage them in being physically active. We have a ‘Walk A Day’ programme, daily dog walking, pet support, vegetable growing, gardening and activities of daily living as well as a wide range of external activities within the local community.

THE JUDGES’ VIEW “Danielle came across as very caring, compassionate and person-centred. She clearly works hard to build positive relationships with residents and their families and ensure that they have a good quality of life while in her care. She is a perfect role model, who values people and is passionate about making a difference and is clearly committed to a career in social care having risen through the ranks and deservedly earning her place as a positive leader. I am sure she is an inspiration to many.”

The other ingredient to optimising a person’s quality of life is happiness. We may engage a person in a wonderful activities programme, but we want to see genuine happiness, hear laughter and see smiles. We work tirelessly to this end because enjoying life is our daily objective and the reason for living.

We engage with service users, their family members and key workers in developing an individuals’ activity programme which is published on that person’s portal and everyone with access to it could see if the person engaged in the activity. We also publish a group activities calendar, on our website, for everyone to see what is happening at Hale Place. Transparency, openness, engagement and inclusiveness is key to developing and maintaining a meaningful life for everyone.

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You cannot build a culture of activity and happiness overnight; our employees are focussed on our end goal, and we do not carry passengers. A quality, focussed, driven and motivated team, who all want to enhance people lives, is what we aspire to deliver.

Together we not only improve the lives of the people within our care, but we extend longevity and witness happiness.

CELEBRATION SUPPLEMENT | The 23rd National Care Awards

PART ONE

Care Operations/ Area Manager 2021 SPONSORED BY

WINNER Debbie Inkersole Canford Healthcare

THE JUDGES’ VIEW “Debbie is a worthy winner of this category having won the respect of the people she works with and immense credibility from the residents and relatives she supports. Recognising that credibility comes from truly understanding your business, Debbie spends much of her time not just visiting her homes but working among her teams, leading by example and offering a willing pair of hands when the going gets tough. Working collaboratively and taking her teams’ counsel has made her a successful, caring and approachable manager.”

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My positive changes arising from the pandemic The Covid-19 pandemic has brought huge challenges for everyone, especially for those of us who work in care homes. Despite everything, though, these difficult, uncertain times have prompted me to make positive changes to how I work with my teams.

In the early days of the pandemic, I reduced my visits to one home each week to avoid spreading the virus. With fewer visits, each became extremely focussed, dedicated to specific issues and supporting the managers and staff through any concerns. Everyone – including residents and their families – were worried about the impact of this new disease and required support, leadership, reassurance and morale boosting to help them through.

Because I was physically present in the homes less often, the managers gained more confidence and autonomy in their role.

We became very proficient in using Teams and Zoom! The ability – thanks to technology – to work remotely has been a huge benefit, allowing me to provide extra support to the home teams via virtual calls. Sharing screen content has helped immensely, too, saving time and ensuring we are on the same page with information and understanding – literally! The use of this technology has also enabled me to ‘attend’ staff meetings that I otherwise could not get to. It’s been time saving, too, as I’ve used hours, otherwise spent non productively in a car, to get more work done and provide vital support.

As the maintenance of quality is so important, especially during a pandemic, I also work with, and support, the trainers across my homes, holding bi-monthly meetings with them via Teams to ensure that staff are still accessing ongoing training. I am in email and telephone contact with trainers as and when further support is required, which has proved beneficial for everyone. As a result, our training statistics have remained high throughout the pandemic, enabling us to stay compliant in this area.

Technology has also helped us maintain a regular dialogue with relatives. We have met regularly with them virtually, individually and as a group. In fact, feedback shows that families prefer this way of meeting managers and teams, so this is now the new norm!

In this way we are emerging from the pandemic with new and effective ways of working.

Technology has been an enabler and we have become more focussed, efficient and better able to provide support to others, even if this is not face to face.

PART TWO WILL CONTINUE IN MARCH 2022 ISSUE

The 23rd National Care Awards | CELEBRATION SUPPLEMENT

Care Activities Co-ordinator/ Facilitator 2021 WINNER

SPONSORED BY

Robert Speker

Sydmar Lodge Care Home What are the lasting, positive adaptations you have made to your practice as a consequence of the pandemic?

The pandemic has not changed my practice but it has reinforced the principles with which I facilitate activities. With compassion, understanding, patience and resilience. These skills along with the wide-ranging skillset of an activities co-ordinator put me in good stead to deal with the pandemic. Also having 40+ residents who have shown courage and stoicism throughout their lives (including some who have lived through World War II) was a great example to adhere to. What quickly became clear with the onset of the pandemic was that activities would have to adapt and I would have to be innovative in my approach to ensure the wellbeing of the residents. This meant being aware of several factors:

THE JUDGES’ VIEW “It was striking through Robert’s own video, the testimonials and the outputs with the residents and families just how much Robert values each unique individual and their contribution.

Robert has a really unique empowering approach to facilitating activities and helping residents to feel both fulfilled and happy. Robert also came up with an amazing project to recreate some famous musical album covers and the results are amazing – we are sure that the residents had so much fun.”

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The restriction and at some times the absence of visits from relatives and friends carried the potential to produce feelings of exclusion for residents and the possibility of low mood, depression and disappointment - cancellation of regular meetings particularly with families; inability for residents to be present at special events often planned in advance.

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Inability to leave the care home for outings can produce feelings of exclusion, institutionalisation and lack of engagement.

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There was a need to be adaptive in order to replace face to face activities with other formats of engagement activity.

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New ways of fulfilling the lives of residents need to be constantly devised taking into account the individual life and needs of individual residents (for example the Care Home Album Covers project).

The notable exception as a significant change is the use of technology. As soon as lockdown commenced on 12th March 2020, I immediately began the task of co-ordinating and facilitating video calls with hundreds of family members (children, grandchildren, great grandchildren and extended family) to ensure that they could keep in regular contact with their loved ones. I decided to use Facebook Messenger as my chosen method of communication since most people have Facebook and some users wished to use Facetime. Zoom was utilised for pre-planned virtual gatherings such as a residents’ hundredth birthday celebrations where I was honoured to be with the resident in her bedroom engaging with her family (in their own homes). Luckily I can play the piano, and my repertoire has certainly grown during the pandemic to ensure a wide variety of live music was provided throughout. This was supplemented with what I class as live, virtual entertainers, whereby the musical entertainers perform via either Zoom (if they want to see the residents) or YouTube Live. I tried to make these as interactive as possible, messaging the entertainer throughout with the names of the residents and staff in attendance, who had their hair done etc. I also encouraged family members to send in messages and requests for the residents.

I remember early on, predicting that the pandemic was not going to be over quickly in a matter of weeks or even months. Now we are approaching two years in lockdown, although at present in what can only be described as a state of permanent partial-lockdown. We are not yet back to normal and do not know when or if we ever will be. But it is my duty to the residents (and their families) to keep them positive, engaged and safe whilst planning and implementing activities to enrich their lives so that they enjoy every day. The main lesson is constantly to adapt to look for new activities and new ways of delivering and engaging. This is a positive change as it enables more to be achieved for the benefit of residents which of course is the central focus of my role.

CELEBRATION SUPPLEMENT | The 23rd National Care Awards

PART ONE

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Care Housekeeper 2021 SPONSORED BY

WINNER Gina Galloway

Ford Place Nursing Home, Stow Healthcare Group

THE JUDGES’ VIEW “After 18 years of commitment, Gina is a jack-of-all trades and sees Ford Place as her second home. While maintaining exceptional infection control procedures during the pandemic, Gina developed and implemented a new infection prevention and control regime while offering reassurance to those who were feeling anxious about coming to work.

Gina thrives on learning new things and is always looking at ways to improve the residents’ experience. When the home closed its doors to visitors, Gina reopened the home’s hair salon on her days off, offering weekly pampering sessions and helping residents to retain some normality. Gina even learnt to sew and spent a year knitting a scarf for a resident at Christmas just to see them smile. Gina we are super proud of you and everything you have done.”

How do housekeepers best balance the regulatory and safety requirements of their role with the need to make their homes as homely as possible?

First and foremost, my passion is making sure my team and I create the perfect home from home environment for our residents, promoting choice, freedom and independence. Whether it is help choosing an outfit, positioning photographs or arranging flowers, I believe it is the little touches that help make a house a home.

It is important for me to spend time with our residents getting to know them all as individuals and find out how their needs can be met and how they can be involved in keeping their space safe, clean and infection free.

As infection control champion, I led the charge on infection control throughout the pandemic making it a priority for every single member of staff not just housekeeping.

For me, it is about educating staff (and residents) to understand how their actions impact others and how infection control can be enhanced tenfold if everyone is involved.

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PART TWO WILL CONTINUE IN MARCH 2022 ISSUE

The 23rd National Care Awards | CELEBRATION SUPPLEMENT

Care Chef 2021 WINNER

SPONSORED BY

Bhanu Morampudi

Cedar Lodge, Forest Care

THE JUDGES’ VIEW What is the best way to actively seek the food/nutrition requests and preferences of your residents?

The best way to actively seek the food/nutrition requests and preferences of our residents is done in a number of ways: • Getting to know each resident individually • Building friendly rapport so they feel comfortable to chat with the catering team • Providing a variety of communication channels • Include the residents in the planning, preparation and decision-making process.

I believe getting to know the residents personally is how best to actively seek their feedback so they feel comfortable to provide their honest opinion. This means spending time with them when they first arrive at the care home, chatting about where they have traveled, what food they most enjoy and if they enjoy trying new things. I then combine this with talking to their families and then also liaising with the care team to understand their care plan and any medical requirements the food must satisfy.

“Bhanu’s passion and flexible approach to addressing residents’ needs and preferences was apparent through his wellbalanced and nutritious menu.

He expressed the importance of the sensory experience of food and how he integrates this into all meals including pureed food.

His engagement in a gardening club, cooking demonstrations or organising private dining for residents and their loved ones demonstrates his capacity to go above and beyond in the kitchen to ensure all residents are nourished and content.”

Direct feedback is also sought after from the residents. This might be after their lunchtime meal when I usually visit each table, resident room to see if they enjoyed their food. Or we have quarterly resident/relative meetings which I attend and we discuss the food available and I act on all the feedback received during these gatherings. We have a variety of communication channels for residents to use to give their feedback.

Finally, the residents are given the planned seasonal menu to review before we change the 4-week menu. This gives them a chance to ask for any changes or to suggest alternatives.

This vital step in planning the seasonal menus means residents are included in the running of their home and know that their opinions are valued.

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And how do you respond if their suggestions are not necessarily ‘healthy’?

At Cedar Lodge, our motto is “Life lead by residents’ choice” so we deliver on their every request.

If they would like something on the menu that is not necessarily “healthy” then we will either balance this with a very healthy meal plan before/after or change elements of the request to include low fat or healthy alternatives to ingredients. But we do want them to enjoy themselves and we believe everything can be enjoyed in moderation.

CELEBRATION SUPPLEMENT | The 23rd National Care Awards

PART ONE

08 June | Grosvenor House Hotel RE

NESS OF HEALTHCA

USI IEVEMENT IN THE B RECOGNISING ACH

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Our sixteenth annual awards continues to celebrate the best-in-class investors, advisors and operators who have made an exceptional contribution to healthcare in 2021.

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social care

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Care outlook 2022 Following on from Christie & Co’s Business Outlook 2022 report, managing director of care Richard Lunn speaks to Caring Times to give his opinions on recent industry White Papers, his thoughts on how to approach the staffing crisis and his predictions for the sector in 2022

I

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sit in the middle of the care market and more than 50% of care homes sold in the UK go to Christie & Co so we get a really good flavour of what’s going on in the market. Ironically, the care market has been quite robust while the pandemic has played out. For the past two years, care homes and the NHS have been at the forefront of the Covid crisis; however, the interesting thing for us is that, rather than putting people off from the sector, it has shone a spotlight on the services provided and shown how important the sector is in terms of how we need to deliver care.

From a pure market perspective, while there have been some huge challenges operationally, investors and, more importantly, operators have been looking to grow their portfolios and own more assets, taking comfort from having scale and diversifying their risk across different geography or wider areas.

When we stand back and look at the market overall, one of the biggest ironies is that we’ve come out of the EU, yet we’ve also seen the arrival of some of the biggest European consolidators and investors which have come to the market for the first time. Historically, care has been quite jurisdictional because you’ve got different legislation in different areas and different ways in which the income is funded. It’s only over the past few years we’ve started to see some pan-European players evolve. This is just the beginning – there’ll be more operators coming into the UK and they will be followed by funders. That’s quite a unique thing and a change in the overall dynamics of the care market going forward.

There are currently two White Papers, one on funding the health and social care levy and then the most recent ‘People at the heart of care’ report.

There’s a huge irony in the first – of the funding that’s being raised for the first three years, the vast majority goes to the NHS rather than the care sector. It’s trumpeted as the saviour of the sector, but, for the first three years, there’s very little positive cash flow. Many of the operators and members of staff will have to pay the increased levy, so it’s going to increase operators’ costs significantly.

There actually will be a cost to operators and the vast proportion of the money that comes to the care sector goes to the local authorities to set up the new charging systems that will come into play around 2025. It’s going to be structural, rather than particularly financially beneficial for the sector in the short term.

People at the heart of care

The second White Paper talks about trying to level up, but there’s a workforce strategy. The biggest challenge for the sector is the workforce; 50% to 60% of a care home operator’s costs are staff and looking after people by people.

Therefore, recruiting and retaining quality staff is the key skill that most operators need. Support and recognition from both government and local authorities that the operators need some help is quite important. I read in the report that 1.6 million people work in care, which is more than work in the NHS, construction, transport, or even food and beverages, so care is a huge employer.

One of the more disturbing stats was that 30% of care staff leave every year,

so there is a churn of a third of the workforce. It shows how tough a job it is. Some of that is due to pay, some goes to working conditions and the challenges that carers had to face over the past few years in terms of working in a lockdown environment, with PPE, masks etc. Obviously, you’ve got to be fully vaccinated to work in care, which for some people was a problem. Most operators have dealt with that and it has not been as difficult a position as maybe we would have first thought. Most have lost people voluntarily or they’ve had to dismiss some, but overall, that’s worked its way through. It’ll be interesting to see how it plays out for the NHS in April.

The White Paper is a vision, I suppose.

The next three years will be putting the funding mechanisms in place and then they’ll start to see some beneficial capital coming into the sector because that first three years of funding is all diverted to the NHS. The Paper talks about market-shaping by government and local authorities. For someone who’s been around a long time, we tried to impose national minimum standards on the care sector some time ago. They were going to impose national minimum standards, like room sizes, corridor widths, as well as, of course, the fabric of a normal building, which you can’t just change. Overnight, we had loads of closures and the government ended up doing a massive U-turn. They decided they would only impose it on new-build homes or extensions.

Sometimes, when market-shaping, there’s a push to try and get rid of smaller, older assets. However, my experience says that those operators have owned the homes for so long that they have no debt. They don’t owe the bank

social care anything. They can ride out the storm better than someone who’s invested £10 million in a brand-new build, which meets all the future requirements. The new-build is a lot more challenged in the short term because they’ve spent so much money and borrowed so much to develop this new facility, that any fluctuations can cause them difficulties.

You won’t physically get rid of the older stock because they’ll just keep going; they don’t need to make the same kind of return as somebody that’s building something new. If you want companies to invest and develop new services, ultimately, what they like is stability.

Sometimes, while it’s great to set it all out, people hold back in terms of investing fully until they’ve got clarity.

A vast majority of new-build care homes are built for the private pay market because the costs of building a brand-new asset are huge – acquiring the land, building, the physical property, kitting it out and then funding the

losses that occur while you go from zero occupancies up to a sustainable level. You don’t make money from day one, you still have all the costs, but a care home doesn’t make any money until it is 85% full because it’s only that top-end in occupancy that delivers profitability. You’re probably taking three years from breaking ground to building something, to opening it and getting to maturity; that’s a huge capital outlay. Local authority fees at the level that they are don’t offset the cost. From that perspective, operators are looking to find things like technology that are innovative, helpful and attractive to people who are going to pay a premium for their care services.

Most operators are looking at technologies that provide operational improvements, driven by environmental, social and governance requirements, for example, sustainable ways to heat and run care homes like ground source, heat and air source, heat pumps, etc. One

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developer wanted to get photovoltaic cells on the roof and other ways to generate electricity so that rather than being a draw, the development could not only be net neutral in terms of electrical costs but also maybe put some back into the grid. Covid has changed how people think about the operation. They wanted fewer touchpoints, so they’ll be using sensors and that kind of thing.

Would you like to go into a care home?

Reducing the demand for care homes to keep people in their own houses has been a strategy forever. If you walked onto the street and asked “would you like to go into a care home?”, the answer is going to be “no”. It’s an end-of-life perception, isn’t it? It’s not helped by Panorama programmes which only pick on problematic stuff. There’s never a programme that says, “Well, look at these great things that are happening to people in a care service”.

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social care

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Even according to the White Paper, about 85% of the homes are rated Good or Outstanding. There is a portion rated Requires improvement, and there’s a very small, select 1.5% rated Inadequate; those are ones where there are operational challenges, physical issues, people issues, processes, etc. Ultimately, most people want to remain in their own homes with some independence until they can’t do that anymore.

One of the great things that comes from a communal setting is companionship. For people who have home care, if they’re not very ambulant and can’t get out themselves, waiting for two visits a day, and that’s the only sort of social contact they get, that’s not living in the context that most people want to live. If you’re able to go into an environment where those social elements of life are enhanced, then that’s got to be better. There’s always a need for care services and dependency services. If you’re fit and well and only need a little bit of support, then that’s a very different requirement to someone who requires full nursing care.

Unfortunately, care fees have been rationed and therefore the entry point at which people go into care has already been put back. When I first started selling care homes in 1989, a residential care home was full of ladies in hats, eating cucumber sandwiches, playing bridge and there still is an element of that in some places. But now, even in residential care, there are quite frail people and in a nursing home, they’re much frailer. Their physical and support needs are much greater. The system is looking after more dependent people now. There’s a thing called ‘compression of morbidity’; we’re all going to live much longer, because of improvements in medicine and lifestyle, but at the end of our lives, we’ll have a lot more things that need looking after with more interventions and support required. I still believe there’s going to be a need for care homes, home care markets, assisted and independent living and all the different kinds of models that we’ve got and see developing. ‘Who pays for it?’ is always the question.

The idea is that there is a cap on what people pay, but when you do the maths, it’s not going to stop people from having

to sell their houses. It’s not the same as the NHS; it’s still means-tested and people will still have to pay a significant sum. It’s only the care costs that are capped; the hotel services, the living costs will still be paid for by the resident, by the relatives, by the estate, the assets that they own. So, I don’t think it’s a game-changer in terms of whether people will still have to spend significant capital to look after themselves.

With regards to introducing recognised qualifications for care workers, it’s about worth and a feeling of recognition of the job that they do and the effort that they put in, as well as having a recognisable qualification that people can either aspire to attain or have something demonstrable to show other people. It’s valuing the work that they do in some way; unfortunately, most politicians only value the NHS. The social care sector is just an add on.

Everything is driven towards the NHS. One of the biggest challenges is that the whole sector has been underfunded;

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therefore, the salaries are not as high as in some other sectors. If your income is limited by local authorities, then your ability to pay higher rates to your staff is limited. If you are a supermarket, you just push up your prices.

From an operator’s perspective, looking after your staff, recruiting them and retaining them is one of your key missions in life, because, as I said earlier, it’s 50% to 60% of your cost.

Making your staff happy, keeping them engaged, working well and not going off sick so you don’t have to use agency staff, that’s the secret to a well-run care business. What the government is trying to achieve and how they operate is completely aligned, because, ultimately most operators are only as good as the staff they employ. It’s a human business, isn’t it?

To read Christie & Co’s full report, ‘Business Outlook 2022: Adjust, Adapt, Advance’, please visit: christie.com/newsresources/business-outlook/2022/

advertorial

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How to support people living with dementia at an Exploratory level Jackie Pool, QCS, Dementia Care Champion, writes.

T

he QCS PAL Instrument, provides a highly effective framework to help professionals assess the level of functional ability of clients with cognitive impairments, that have been caused by dementia, stroke and learning disabilities.

There are four different levels, each with a guide on how to support the person in personal, domestic and leisure activities.

Persons living with dementia at the Exploratory level can carry out simple activities. They won’t have a pre-planned idea about what they are going to do, nor have an end-goal in mind. Instead, their approach is much more spontaneous and creative. At an Exploratory level, they interact with objects and people when they come across them.

To create a supportive environment, carers should understand the individual’s behaviour and mood, which can often be quite joyful and even unconventional.

The person might, for example, walk into a room and start interacting with the curtains, stroking the material, or moving them backwards and forwards.

Rather than asking them to stop, the carer should encourage the playful, explorative behaviour and even join in.

Similarly, dressing is not just about putting on clothes. It’s about carers being present and relishing the activity alongside the individual. That doesn’t just mean care givers supporting the individual by making sure they have the right clothes for the weather. They can also help them enjoy the ritual, rather than purely focusing on the mundane and mechanical action of dressing.

When assessing and working alongside a person, it is crucial to remember that those operating at an Exploratory level can undertake most activities if they are broken down into two or three steps.

Carers should provide simple directions, and not put any pressure on the individual. What’s most important is to help the person get the most out of what they are doing.

Another key point to stress is that individuals can more easily complete activities they are accustomed to, especially if they are in familiar surroundings. For example, when getting dressed in a room with a wardrobe, or preparing food in a kitchen with culinary appliances, they can take visual cues from their environment.

When it comes to suitable leisure activities, there are a number outlined in the PAL guide, including flower arranging, woodworking and DIY projects such as building a bird box, and initiating and engaging in discussions about newspaper and magazine stories.

Take an activity based upon a newspaper, for instance. When discussing newspaper or magazine articles, focus on headlines and photos with the aim of drawing on memories and prompting reminisces. There might be images of the seaside in a magazine feature. The carer can ask questions such as: “When you were young, did you ever go on a beach holiday? Where did you go? What did you do?”

For more hands-on activities, the carer can support the individual by separating the activity into a few simple steps.

Flower arranging promotes creativity, while building a bird box includes sanding wood and hammering nails into the item – all contributing to a sense of wellbeing.

It’s important to remember the impact that those living with dementia may have on others when engaging in group activities. They might behave in a way that doesn’t quite fit with social norms, and this behaviour can be viewed as inappropriate and therefore felt to be quite challenging.

People usually understand the situation and react with good humour. But that isn’t always the case. It’s important to be aware that how people respond can have a powerful impact on the person, that can be positive or negative depending on the skills of the care giver.

Reassurance is therefore key in dementia care. Carers should not correct the person or minimise their emotional experience but should assure them that their feelings are valid, given the circumstance that they are undergoing.

To ensure wellbeing, carers should ensure they know the person well and tailor activities to their level of ability and their interests. By engaging with individuals and sharing in their enthusiasm for different activities, carers feel a sense of reward and wellbeing too.

For them, caring is about making a difference to the lives of those they support. The PAL Instrument can aid carers to achieve their goals by providing them with a platform to better engage with individuals and support them to achieve better outcomes. This contributes hugely to job satisfaction — which is, after all, why many carers do the job.

To find out more about the QCS PAL Instrument or to purchase a subscription, please visit qcs.co.uk/caringtimes-feb-22 or contact QCS’s team of advisors on 0333 405 3333 or email: sales@qcs.co.uk

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people Carter Schwartz promotes new associate

Jack Montague-Nelson, who joined executive search company Carter Schwartz’s research team in early 2020, has been promoted to associate.

Montague-Nelson, who has advised on several key appointments over the past 18 months, will be working closely with head of practice social care Linda Stock.

Montague-Nelson previously worked for a specialist interim firm, which arranged tech leadership contract appointments in the public sector focusing on the NHS, higher education and local authorities. Before that he spent three years working for Hailiang Education Group, a large education group in China. He speaks Mandarin, as well as his native English, and has an MSc in international management from University of Birmingham.

Carter Schwartz’s managing director Adam Carter said: “Supporting succession for our clients is a vital component of our service offering.

Equally we adopt the same emphasis internally and I’m delighted to celebrate the promotion of one of our top researchers to associate, supporting Linda Stock.”

David Sayers appointed managing director of Compass Executives brand

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Newly-rebranded recruitment and executive search group Compass Recruitment Solutions has appointed David Sayers as managing director of the Compass Executives brand, joining the CRS board.

Sayers has more than 25 years’ executive search experience in the private equitybacked, FTSE listed and privately owned industries. He is also a member of the board of trustees for Mind in Croydon.

Compass Recruitment Solutions’ group managing director Sam Leighton-Smith said: “David will also spearhead CRS’s ESG drive as we look to enhance our internal double materiality and external consulting position. I look forward to working with David as I believe he has all the technical and interpersonal attributes to be a success here at CRS.” Sayers added: “I am naturally delighted to take over the rapidly expanding executive search offering – Compass

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people IN ASSOCIATION WITH

Executives – and will be working with my team to look to expand on what is already a highly impressive track record across the senior leadership team, and the nonexecutive teams of their client base.”

“Sam and the board have created an incredible platform within the sectors they operate, and wherever I look, and to whomever I speak, the passion for their offering is obvious – as is the quality and pace of their first-class delivery.

Focused on the independent care, education and life sciences markets, Compass Holding Group rebranded as Compass Recruitment Solutions in early January with an updated offering. For more information, see our Business and Property pages.

Mansfield Advisors hires new blood

Healthcare consultancy Mansfield Advisors has appointed three new members to its team.

Paul Fegan, who previously worked at NHS England, has been appointed as senior programme manager, while senior advisor Johan Ottosson has joined from Business Sweden, where he was a senior manager.

Robert Clark joins after graduating from the University of Cambridge where he studied biochemistry and molecular biology.

Health & Case Management appoints new chief executive

Rehabilitation and care management provider Health & Case Management (HCML) has appointed Nick Delaney as chief executive following its recent acquisition by healthcare specialist investor Apposite Capital.

Delaney most recently provided strategic and non-executive advice to companies within the healthcare industry, including Moving Minds, the handl Group, My:Method, UKS Health Group and The Medical. Before that, he was chief executive at physiotherapy provider Ascenti for seven years.

Delaney said: “I am fortunate to be inheriting a strong business with a fantastic reputation for quality and clinical excellence, an enthusiastic and committed management team with a real powerhouse of innovation sitting at its core. I look forward to leading

Announcing the 24th National Care Awards Rewarding excellence and celebrating achievements in the care sector

November 2022 | London Category sponsors

For sponsorship opportunities please contact Caroline Bowern caroline.bowern@nexusgroup.co.uk or 0797 4643292

people HCML through the next exciting phase of our development and growth whilst continuing to deliver unrivalled clinical excellence, innovation and value to our clients and customers.”

Founded in 2003, HCML is a case management and treatment services provider, with capabilities ranging from minor injuries to complex ‘catastrophic’ cases, corporate sickness management, with a network of more than 1,000 physical and psychological treatment providers.

HCML’s previous chief executive of more than a decade, Keith Bushnell, will remain on the board as a non-executive director.

New head of quality, risk and assurance at Envivo Group

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Specialist care and support provider Envivo Group has appointed Roberta Roccella-Askew as its head of quality, risk and assurance.

Roccella-Askew, who previously worked for HC-One and Four Seasons Health Care, said she was impressed by the group’s values and its commitment to embed practices based around providing the best experience of care, support, and life: “This approach and the vision they set out to deliver are close to both my personal and professional values, so I knew immediately that this was going to be a great career move for me.”

Envivo Group’s quality director Graham Farrington-Horsfall added: “We are thrilled to have Roberta join the team. Her values, expertise and commitment to the experiences of the people we support will enable us to develop a unique, person-led assurance framework.”

Envivo supports 1,500 individuals across England and the Wales and has 4,000 employees across the group, which encompasses TLC Care and Support, Heathcotes, Fieldbay including CPI and Crusader Care, New Directions, and Vision Mental Healthcare.

Hallmark Care Homes promotes new operations director

Hallmark Care Homes has promoted Martin Murphy to operations director to oversee the operational direction of the group’s entire portfolio and drive

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people IN ASSOCIATION WITH

consistency across the group.

Murphy joined Hallmark in November 2020 as regional operations manager, following a lengthy career in the healthcare industry. He previously held roles in NHS trusts and at numerous care providers including Four Seasons Health Care.

Murphy said: “We have a fantastic team who go above and beyond to support the residents and provide highquality, relationship-centred care every day. I firmly believe in the core values of this family-run group and I look forward to working closely with newly promoted chief operating officer Aneurin Brown to drive the business forward and achieve our company vision.”

Brown commented: “Martin Murphy is an asset to Hallmark Care Homes and I’m delighted that he has been promoted into this position. I’m looking forward to working together to grow the business and enable older people to live life to the full.”

Hallmark provides residential, nursing and dementia care to more than 1,100 residents across 19 locations in England and South Wales. The group recently secured a £28 million development loan with Virgin Money for the development of two 80-bed care homes in Eastbourne and Bath.

Trio healthcare appoints new vicepresident international commercial

Ostomy company Trio Healthcare has moved Ian Sykes from general manager to vice-president international commercial.

Sykes is now responsible for rolling out Trio’s latest products in multiple territories, including the global launch of the company’s first stoma bag, Genii, in the first quarter of next year.

Sykes said: “There is significant opportunity in the ostomy market for a business that offers patients products that truly improve their lives, something we are keenly focused on at Trio. We have the technology, drive and the team to accelerate our share of the market as we take our latest innovation, Genii, global in the new year.”

The role of general manager for the UK will be taken on by Caroline Green, who was previously Trio’s marketing

people director, and is now responsible for UK sales and marketing.

Nick Crook, previously regional director for the South, will become European business director, focussing on accelerating sales in Europe.

Trio Healthcare’s chief executive Chris Lane said: “Our world-class operation would not be possible without our exceptional team, and so we’ve spent the last 12 months placing real focus on getting the right people in the right roles. We’ve bolstered our global teams in the US, Asia and MENA, and we’re doing the same here in the UK. “The team’s skill and experience will be crucial at this stage of our journey as we target rapid expansion at home and overseas. Ian, Caroline and Nick already play an integral role in the business, and I am confident they will be exceptional in their new positions.”

Renovo Care appoints new chief executive

Neurological care and rehabilitation provider Renovo Care has appointed Alastair Clegg as chief executive.

Clegg takes over from Peter Kinsey, who is retiring from the business. Mark Adams has been appointed as chairman to work alongside Clegg.

Clegg previously worked in several leadership roles within the healthcare sector, most recently at St Andrew’s Healthcare and The Huntercombe Group. He has also worked in the third sector for The Prince’s Initiative for Mature Enterprise and within the social housing sector.

Clegg said: “Renovo Care has excellent facilities and I am looking forward to working with the teams across all the services to build on the progress that has already been made and implement the findings of the recent quality and practice review. This is a progressive, quality driven company and one I am very proud to be leading.”

Kinsey added: “Alastair comes with exactly the right experience and skills and his background in hospital care and senior leadership in the sector and more widely will be invaluable as the company moves forward and develops the hospitals and other services.”

Compass Executives advised on the appointments.

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Avante Care & Support appoints new director of care operations

Avante Care & Support has appointed Sarah-Jane (SJ) Clapson as director of care operations.

Previously head of outstanding and a regional director at Bupa Care, Clapson has held a series of executive, trustee and senior positions over the past 30 years and has a degree in nursing and an MBA. Stuart Cross, managing director at Avante, said: “SJ is passionate about delivering first-class care for our residents and service users, encouraging staff to develop their careers, and maximising our use of new technology. She will drive forward our strategy to deliver good and outstanding services in line with our vision – communities where everyone has a vibrant and fulfilling life.”

Clapson commented: “I am absolutely delighted to join Avante Care and Support and proud to be a part of their exciting future.”

Channel 3 Consulting drives digitalisation with senior appointment

Channel 3 Consulting has recruited Ralph Cook as a partner to spearhead growth in the social care sector.

Cook previously worked at Impower, PwC and Syntegra and has more than two decades’ experience shaping and delivering complex transformation programmes for government and public health bodies, most recently focused on adult social care and the interface with health.

He will focus on helping deliver digital solutions that shift the focus of health and care from centralised institutions to peoples’ own homes: Cook said: “Huge advances have been made in medicine and pharmacology. Unlocking the advances in digital technology and data is the next step to realising a radically different model of health and care in the next decade.”

Channel 3 chief executive John Howard commented: “Ralph’s appointment represents a significant investment in our ambition to make a profound, positive impact in an area of huge national importance that affects the wellbeing of millions of our loved ones. From the first time I met Ralph, I was inspired by his passion for making a difference in people’s lives and to helping the care sector deliver truly outstanding

services. As a business, we share his passion for the role digital can play in the sector and I’m excited to have Ralph as part of the Channel 3 team.”

Channel 3 Consulting helps health and care organisations design and deliver digitally-enabled transformation programmes that improve service users’ and patients’ experiences and address the acute workforce capacity challenge facing the health and care sector.

Senior appointment at Orchard Care Homes

Orchard Care Homes, a provider of senior living in the UK, with care homes in the north of England and the Midlands, has appointed Jo Stratford-Smith as director of people and talent, reporting to chief executive Hayden Knight.

Stratford-Smith directed HR strategic initiatives across 260 sites with 16,500 employees at Four Seasons Health Care.

Knight said: “Jo is passionate about making a difference to the lives of those most vulnerable within our society and is committed to working alongside our operational teams here at Orchard to enable the delivery of quality care. Her immediate focus will of course be to ensure business continuity throughout and beyond the current pandemic, collaborating closely with her colleagues over the coming weeks to facilitate this.”

Stratford-Smith commented: “I am delighted to be joining Orchard Care Homes and am really looking forward to meeting my colleagues in person over the coming months. Their commitment and dedication throughout the pandemic are testament to the existing talent that we have within the organisation and the values to which we aspire to.

“A key part of my role will be to continue to attract, develop and retain the right people within an increasingly competitive market; people who share our passion for delivering highquality, person-centred care across our homes. The roll-out of our new career progression pathways initiative, designed to create a stronger and more incentivised workforce, will be key to this. As an industry, we need to invest in our people, acknowledging their dedication and rewarding them with realistic opportunities and achievable goals to build a long and happy career in the care sector.”

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Apposite-backed care group acquires Green Rose Apposite Capital-backed Swanton Care and Community, which provides specialist residential care and supported living services for adults, has acquired Green Rose, a provider of care and support services for people with learning disabilities.

Green Rose provides support to highly complex clients and helps young adults from the age of 17 transition from children to adult services.

Founded in 2006, Swanton provides specialist care for people with autism and learning disabilities and other services

across Scotland, the Northeast, Hull, South Wales, the West Midlands and East Anglia.

The deal, Swanton’s seventh acquisition to date, increases its footprint in England and widens its transitional and adult services. Swanton now supports more than 590 people and employs over 1,900 staff. Account filings have Swanton’s revenue at £12.9 million for 2020.

Sam Gray, managing partner of Apposite Capital, said: “Swanton has successfully managed to grow organically and through acquisitions. The team

pays particular attention to integration especially around culture and quality and have demonstrated strong postacquisition organic growth. Swanton has a strong pipeline of further acquisitions and greenfield developments.

Garry Cross, chief executive of Swanton added: “They [Green Rose] are a great addition as we continue to expand geographically and across service provision. This acquisition will allow us to improve our linked care pathways to better serve the needs of the people we support and their commissioners.”

Allegra Care and Moorfield add 133 beds to UK portfolio

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Care home operator Allegra Care and real estate fund manager Moorfield Group (acting on behalf of Moorfield Real Estate Fund IV) have acquired two nursing, dementia and care homes in Cambridgeshire and Suffolk from luxury care home operator Alysia Caring.

The acquisition, supported by Allied Irish Bank (AIB) as debt provider, adds 133 beds to the partnership’s portfolio.

Following this investment, the partnership owns seven homes across Hampshire, Cambridge and Suffolk.

It is the latest for the joint venture between Allegra Care and Moorfield aimed at creating an initial £125 million portfolio of modern, fit-

for-purpose nursing, dementia and care homes across the UK. Cherry Blossom, an 80-bed home in Peterborough, Cambridgeshire, and 53-bed Magdalen House in Hadleigh, Suffolk, are modern, fit-for-purpose homes with accessible wet room en suites, options for specialist dementia care and 24-hour assisted living.

The facilities also offer community amenities, including spacious lounges and gardens.

Allegra’s chief executive Helen Jones said the acquisition was a tremendous end to 2021 for Allegra Care: “We are very pleased to confirm the addition of Cherry Blossom and Magdalen House to our portfolio. Both are modern,

attractive warm homes with good reputations and strong standards of service.”

Moorfield chief investment officer Charles Ferguson Davie added: “The acquisition of these two high-quality homes reflects the partnership’s ongoing intention to expand its ownership of homes in this region of the UK. The local demographics are supportive of the demand for high-quality nursing, dementia and care homes and our partnership with Allegra Care is intended to take advantage of our combined investment and operational expertise to provide exceptional levels of care to the residents.”

Rotherwood Healthcare acquires seventh care home Rotherwood Healthcare has acquired Kington Court, a care home in North Herefordshire, thanks to a seven-figure funding package from HSBC, reports suggest.

Kington Court is a purpose-built care home providing personal and nursing care for up to 48 older people. It is expected to

create up to 50 new jobs.

Rotherwood Healthcare, which was founded in 2015, now operates seven luxury care homes in Hereford, Shropshire and Worcestershire and has plans to grow to 10 care homes in the next three years.

John Fennell, chief executive of Rotherwood Healthcare, said: “This is

our seventh care home and part of our longer-term commitment to broadening our impact enriching the lives of the older generation. We have exciting plans to enhance the lives of people living and working at Kington Court and hope that everyone feels settled during the ownership transition.”

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Wren House Infrastructure buys Voyage Care London-based global infrastructure investment manager Wren House has acquired Voyage Care from Partners Group and Duke Street.

Voyage Care said the new investment will enable it to build on the progress it has made to date and help its continued growth aspirations.

Voyage Care provides specialist support to people with learning disabilities, autism, brain injuries and complex needs. It employs 10,000 staff and supports 3,500 people across 361 groups of services in the UK. Partners Group and Duke Street acquired Voyage Care in 2014 alongside its management team from HgCapital, a European

private equity investor, for £375 million.

Voyage Care chief executive Andrew Cannon said: “Voyage Care has a strong operational and reputational track record which has been driven by the successful execution of our growth strategy. Partners Group and Duke Street have been hugely supportive, investing in the key resources needed to maintain our position as a leading specialist care provider in the UK. We strive to deliver the highest possible levels of care across all our communities, as well as attract and retain the most skilful and dedicated care professionals.”

Partners Group’s managing director, private equity health and life Remy

Hauser added: “The specialist care market remains highly fragmented in the UK, with a range of different providers catering to very specific needs. This has created growth opportunities for Voyage Care, which has acquired and carefully integrated several specialist learning and paediatrics care providers during our ownership, in addition to organically expanding its business to meet changing needs. Through this dual approach, Voyage Care has helped to ensure consistently high standards of care quality across its different specialisms.”

Specialist care provider Voyage Care is working with bankers at financial advisory group Rothschild on its sale.

Luxury care development site in Surrey sold to Barchester Healthcare Barchester Healthcare has acquired The Old Hall care home in Send, Surrey, from The Geoghegan Group, which purchased it as a trading care home registered for 39 service users in 1997 and obtained planning permission to demolish the property and build a luxury care home for 60 service users. In March 2021, the business ceased trading and the site was demolished.

Barchester Healthcare is an independent care provider which runs more than 260 care homes and seven registered hospitals across the UK. The Geoghegan Group director Charles Geoghegan said: “It was a

hard decision to sell this site, but we are delighted with the result. Having thought about developing the site ourselves, we felt that it would be more beneficial for our group to concentrate on the rehab sector and build on our

other businesses’ good reputation. We are sure Barchester will build a lovely home and we wish them all the best.”

Speaking on behalf of Barchester Healthcare, land buyer Julian Burgess, commented: “The purchase of this site demonstrates the appetite that Barchester Healthcare has for the care sector, especially in a good location such as this. We look forward to starting the development of the new care home and to work with the local community to provide a setting which will be of benefit to Surrey residents.”

Business property advisor Christie & Co completed the sale.

Compass Holding Group rebrands to Compass Recruitment Solutions Recruitment and executive search firm Compass Holding Group has rebranded to Compass Recruitment Solutions (CRS).

Group managing director, Sam Leighton-Smith, said: “I am delighted to announce the launch of Compass

Recruitment Solutions, a rebrand of our holding group as we take the next transformational step in our development.

CRS’s continued success enables us to continue with our international expansion, scale through acquisition and

organic growth drive. The DNA of CRS’s business offering centres on a people focus that is now reflected in this rebrand. I look forward to working with all of my colleagues as we embark on the next stage of our journey.”

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EHP acquires land for three care homes Elevation Healthcare Properties (EHP), a real estate fund advised by Elevation Advisors, has secured the purchase of land and entered a funding agreement for the development of three new care homes across the UK. The development consists of a 66-bed care home in Holbeach, Lincolnshire, with LNT Construction the developer, and two care homes in Nottingham, totalling 138-beds developed by Tanglewood Care Homes. The properties are expected to create up to 80 jobs.

EHP says all three homes will be let to Tanglewood, a Lincolnshire care home operator with a 30-year track record of providing care and support for more than 400 residents.

Elevation managing partner Andrea Auteri said: “We are thrilled to expand our partnership with Tanglewood with a further three developments to a total of 12 homes, of which eight are operating and four are under various stages of construction. We have worked closely with LNT completing the acquisition of

nine homes to date, as they continue to be renowned for their excellent quality new-build homes.”

Tanglewood’s development director Karen Whitehead commented: “This marks the next chapter for Tanglewood in what promises to be an

exciting 18 months. In addition to the newly acquired schemes, Tanglewood Care Homes have already completed on 200 beds to best-in-class standards with full en suite wet rooms and strong environmental credentials in the past 12 months.”

Ludlow Street Healthcare sells to Ancala Partners

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Holmleigh Care Group, a care organisation in Ancala Partners’s portfolio, has acquired Ludlow Street Healthcare, a specialist care provider, for an undisclosed sum.

Ludlow Street Healthcare has supported individuals with complex mental health needs since 2006. It comprises 16 residential care homes, three mental health hospitals and a further education college, across England and Wales.

Following the acquisition, Ludlow Street’s senior management team of practising clinicians, health and education professionals will stay with the business.

Holmleigh Care, which was established in 2000, provides residential care, supported living, and domiciliary care services to adults with a varied range of disabilities and challenges, with specialist expertise

and practical experience in helping those with complex and challenging behaviours. Holmleigh has 31 homes in Gloucestershire, Wiltshire and Worcestershire.

Homleigh Care’s chief executive Greg Lapham said: “Ludlow has an excellent reputation for providing high-quality care services across its portfolio of homes, hospitals and its education college, especially among its local authority partners. We’re proud and excited that it is joining the Holmleigh Care Group, as both companies will be able to utilise each other’s expertise and complementary footprint for the benefit of the people we support, their families and advocates, and the local authorities, clinical commissioning groups and the NHS. “The Holmleigh and Ludlow teams are delivering on the government’s objective of improving health and care

services so that more people can live in the community with the right support, and today’s transaction means the larger, combined group, has a greater ability to provide critical support to service users with a broad range of learning disabilities and mental health needs.”

David Lawrence, chief executive of Ludlow Street Healthcare, added: “This is an exciting new chapter for Ludlow Street Healthcare as we approach our fifteenth anniversary. The growing prevalence of neurodegenerative conditions such as Alzheimer’s, Parkinson’s and Huntingdon’s, and improving brain injury survival rates due to improved clinical care for service users, as well as the prevalence of learning disabilities, autism spectrum disorder, and an increase in mental health problems, means there is a need for high-quality, care and education options.”

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THG merges into Montreux’s Active Care Group Montreux Healthcare Fund’s operating company Active Care Group has merged with specialist care provider The Huntercombe Group (THG).

The Montreux Healthcare Fund purchased part of THG’s portfolio in November 2020 from the joint administrators of the Four Seasons Health Care Group, Alvarez & Marsal, in a deal worth £35 million.

THG has been around for more than 30 years providing hospital and residential care for young people and adults with mental illness, brain injuries that require rehabilitation or ongoing neurological care, or who have learning disabilities among other high acuity care needs.

Established in 2019, Active Care Group supports over 2,000 children, young people, and adults in need of complex care and rehabilitation services across 60 locations in England, Scotland and Wales.

The merger will add 14 freehold properties and nearly 390 service users for the business, adding a mental health speciality to Active Care Group’s learning disability and neurological injury specialities.

Montreux says the deal places the group on a strong footing, with significant synergies and organic growth anticipated this year as a result of the businesses coming together.

Montreux Capital Management (UK) managing partner Oliver Harris said: “The merger of these two businesses is a crucial step forward for the Active Care Group and the Montreux Healthcare Fund. The Huntercombe Group is a very high-quality business with a strong senior leadership team which will complement the Active Care Group’s already strong business model. Importantly, the merger should deliver significant value to the fund’s investors.”

Active Care Group’s chief executive Dr Sylvia Tang commented: “This is a fantastic opportunity to bring our wealth of clinical strength and expertise together to deliver the best care and outcomes for individuals in the right settings – in hospital, residential care, supported living or at home. We are very excited to come together to deliver continuous improvement in the care we deliver.”

12 Scottish care homes sell in £40m deal Essex-headquartered Holmes Care Group has purchased Kingdom Homes, a portfolio of 12 care homes in Fife, Scotland, for £37.5 million, with a potential deferred payment of up to £2.5 million, subject to the future performance of the homes.

The homes, which comprise 480 beds, were previously owned

by Colin and Margaret Smart who decided to sell to retire from the care industry and focus on their hotel business.

Holmes Care Group had backing from investor Impact Healthcare REIT, the companies’ second venture together, taking Holmes Care Group’s portfolio to 21 homes in Scotland.

Business property advisor Christie & Co facilitated the sale.

Christie & Co senior director Martin Daw said: “Kingdom Homes in Fife was established by Colin and Margaret Smart in 1984 and, over the years, has grown via acquisition and development of their new builds. Despite some challenging years through the pandemic, the group has continued its strong reputation for delivering quality care in homes that, in the main, offer purpose-built accommodation. The geographical locations and quality were a perfect fit for the new operator, Holmes Care Group, and the deal was completed in 12 weeks.”

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LOOKING TO SELL? Below is a sample of care homes sold in December 2021. We are seeing huge demand for sites - ranging from closed assets to purpose built units. However your business is trading, contact us today to find out how we can help.

Cloverfields, Shropshire

Development Site, Dundee

• Formerly registered for 34 • Sold to a specialist operator

• C.2 acre site • Located close to the city centre

The Hermitage, Staffordshire • Registered for 30 • Sold to an existing operator

St Michael’s Nursing Home, Derbyshire

Ashcroft Care Home, Nottinghamshire

• Registered for 39 • Sold to an existing operator

• Registered for 54 • Sold to an existing operator

Carlton House, East Sussex

Appleby Lodge, Cornwall

• Registered for 25 • Sold to an existing operator

• Registered for 18 • Sold to an existing operator

Eleanor Hodson House, Newport • Registered for 30+ • Sold to a local operator

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