Caring Times - May issue

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Care providers seek to employ furloughed workers Covid-19: Kreft and Kilgour ask the hard questions May 2020

Coronavirus Act: implications for care home operators Holmes Care in £47.5m deal with Impact Healthcare REIT

Social care business management

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RECRUITMENT PLEA

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COVID-19

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INQUESTS

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CORONAVIRUS ACT

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May 2020

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SELL-OFF

Call for furloughed workers to be allowed to take up paid work in care

Sector leaders say older people and care workers being treated as ‘collateral damage’ and ‘cannon-fodder’ Systemic delays mean keeping meticulous records is more important than ever Royds Withy King’s MEI-LING HUANG outlines what changes might be expected

Four Seasons transfers 58 care homes as talks begin on sale of Brighterkind

47.5m REIT deal

Impact Healthcare REIT partners with Holmes Care for nine care homes in Scotland

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news

May 2020

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Guidance on furloughed workers is potential lifeline for care providers New guidance on the Coronavirus Job Retention Scheme issued by the government in early April may be a lifeline to care providers struggling to recruit staff, having lost a significant fraction of their workforce because of the virus.

Just a few days earlier, an independent group representing the nation’s care providers had written to Prime Minister Boris Johnson asking that anyone wishing to work in the provision of care including the NHS or any form of social care, would be permitted to take up paid employment in the NHS and with social care providers, even if they are currently furloughed in other industries and receiving 80% of their wage. The new guidance now confirms this will be the case.

James Sage, head of the social care team at law firm Royds Withy King, said furloughed staff in sectors including retail and leisure and hospitality in particular had the potential to benefit.

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been furloughed can work for other organisations, subject to JAMES SAGE: any restrictions in their employment contracts, There are many roles for these without adversely affecting workers in the care sector – their entitlement to 80% of pay many will have customerwhile furloughed by their primary employer,” said Mr facing skills that make them Sage. well suited to working in care.

This was not prohibited under previous guidance, but has now been expressly confirmed.

Volunteers: a new resource “This provides a significant opportunity for care Mr Sage said volunteers also offered a significant providers to attract staff from other sectors which opportunity for care providers trying to manage the have furloughed high numbers of staff including pandemic. retail, hospitality and leisure, transport and “Large scale volunteering has not been logistics,” Mr Sage continued. prevalent in the care sector before now, but that is “There are many suitable roles for these workers changing,” he said. in the care sector, not just front line care roles, and The National Care Force, a new platform many people will have transferable customer-facing connecting local volunteers to care providers skills that make them well suited to working in facing severe understaffing, has already seen more care. than 10,000 people sign up to help with various “The opportunity to boost their reduced job roles in the sector, including cooking, driving earnings and provide a valuable contribution to the and clinical care. The government has also Covid-19 response would be attractive to many introduced a new emergency volunteering scheme workers. under the Coronavirus Act 2020. It gives workers “Although some workers will only be available the right to take leave from work so that they can for the duration of the Job Retention Scheme, volunteer temporarily in the NHS or social care others may be able to continue on a part-time sector. The period of leave is unpaid and must be basis after they return to their other jobs. There will either two, three or four weeks long. There is no also be those that want to make a permanent provision for employers to refuse leave. move to the social care sector.”

“Despite the leave being unpaid, the secretary of Mr Sage said the challenge would be creating state is required to establish arrangements for awareness and directing furloughed staff from paying compensation to volunteers in respect of other industries to vacancies in the care sector. A loss of earnings, travel and subsistence expenses,” national social media campaign would be needed said Mr Sage. “It is not currently clear whether this to see significant gains, but care providers could scheme will replace all lost earnings, will be subject also run their own local and regional campaigns. to a cap, or will consist of a flat rate.

“Another possible answer is Care Friends, an “This is an incredibly difficult time for care employee referral app from social care innovator providers. It is hoped that these new recruitment Neil Eastwood, which could be used by providers opportunities will provide some relief and grow a to recruit the friends and family of their workforce larger pool of potential workers and volunteers for who may have been furloughed from their jobs.” the care sector now and in the future.”

C O M PA N Y I N D E X Anchor .. . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .8 Avante Care & Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Balhousie Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8, 27 Brighterkind . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Capital Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Churchfields Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Four Seasons Health Care . . . . . . . . . . . . . . . . . . . . . . .32, 33 Fremantle Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 Future Care . . . . . . . . . . . . . .. . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . 26 Gold Care Homes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Hartford Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 HC-One . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Health Care Management Solutions .. . . . . . . . . . . . . . . . . 9

Healthcare Homes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32, 34 Holmes Care Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Ideal Carehomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Lace Housing . . . . . . ... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . 30 Milestones Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16, 27 Morris Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 New Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 Orchard Care Homes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 Renaissance Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6, 8 Royal Star & Garter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Silver Healthcare . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Well Springs Nursing Home . . . . . . . . . . . . . . . . . . . . . . . . . . .30

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news

May 2020

www.careinfo.org

Care home residents are being treated as ‘collateral damage’ says Mario Kreft A social care leader has warned that more elderly and vulnerable care home residents will die because they are being treated like “collateral damage” in the war against the coronavirus.

Mario Kreft, the chair of Care Forum Wales which represents nearly 500 independent social care providers, is calling for “vision and leadership” from the Westminster and Cardiff Bay governments because more could and should be done to shield residents and staff. According to Mr Kreft, the authorities were “throwing the kitchen sink” at the NHS but the vital role of the

social care sector in propping up the healthcare system was being largely forgotten and its vital importance misunderstood.

The value of care homes and nursing homes in Wales was underlined by the fact that they had 20,000 beds – 8,000 more than the total in Welsh hospitals. Meanwhile across the UK there were 500,000 care home beds, many of them nursing beds, available.

Among the acute problems was a shortage of nurses who were being “swallowed up” by the NHS, the sporadic availability of personal

MARIO KREFT: Care homes feel they have been abandoned because not enough has been done to shield the most vulnerable people.

protection equipment, and the absence of swabs to screen residents and staff for the virus.

Even before the pandemic took hold the sector was, he said, already chronically underfunded and struggling to cope. The financial burden was now intolerable because fees were inadequate and badly structured.

As an example, care homes received a Funded Nursing Care allowance for 30-40 minutes of nursing care per resident every 24 hours. That was insufficient at the best of time but in the current emergency where victims of the virus needed round-the-clock nursing care it was a disaster waiting to happen.

“Care homes feel they have been abandoned because not enough has been done to shield the most vulnerable people in society, including older people and younger people with disabilities,” said Mr Kreft. “Our brave and dedicated colleagues in the NHS are doing a fantastic job and I don’t think anybody is deliberately failing the social care sector, but the upshot is that care homes, the people who live in them, and the wonderful staff who provide the care are effectively being treated as collateral damage.

“I think it’s an unintended consequence of prioritising NHS at all costs and forgetting the urgent needs of care homes during this unprecedented emergency.”

Kilgour: breaking point is approaching as social care’s concerns are not addressed 6

Scottish entrepreneur and Renaissance care chairman Robert Kilgour has drafted a number concerns he has about the role of the social care sector in the current Covid-19 crisis. He lists them, remarking that they are in no particular order, as follows: ■ What would happen if the UK care home sector collapses?

■ What would happen to the NHS if the UK care sector collapses?

■ The continued and growing shortage of personal protection equipment (PPE) for care workers, especially the right masks – and the need is increasing.

■ The huge increase in cost and the long delay in the delivery of PPE, especially face masks.

■ The growing number of care home residents with Covid-19 symptoms who are not being tested, and if and when they sadly die, are unlikely to count in the Covid-19 numbers as their deaths will probably be put down to chest infection or pneumonia etc.

■ The impact on care homes’ staff morale of PPE shortages and increasing number of residents

with Covid-19 symptoms.

The effect of the increase in the number of care ROBERT KILGOUR: home residents with Covid-19 symptoms leads There is a growing to the need for more feeling that care home nurses and thus an increasing shortage of staff are being treated nurses.

■ If there is an increasing as ‘cannon fodder’ shortage of care home staff, beds will have to be left empty with no admissions allowed thus ■ Care home workers must also have the same putting more pressure on the NHS. ■ Local authorities are looking to test care home access to supermarkets as NHS staff have as a matter of urgency. workers as soon as possible (particularly those self-isolating so they can get back to work if “There is a growing feeling in the care home proved negative) but this doesn’t seem to have sector that the sector is underappreciated by really got going yet.

■ There don’t seem to be any plans for the testing governments – local, regional and national and even that care home staff are being treated as of care home residents with Covid-19 symptoms.

■ Hospitals are not keen on accepting, and in some ‘cannon fodder’ and second-class carers,” concluded Mr Kilgour. “Sadly, I feel that a breaking cases are rejecting, care home residents with point is fast approaching.”

Covid-19 symptoms – a low priority?

■

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Case Study Inter-generational approach provides secret to happy Stirlingshire care home In partnership with Ontex Global

At Falls of Dochart care home in Stirlingshire, an inter-generational and fun approach to care has been a positive for the community. Previously a hotel, it became a care home in 1995 and a registered charity in 2002.

On Friday 1st November 2019, the Falls of Dochart Care Home ran one of its regular Community Tea Parties to bring together GLÎ?HUHQW FRPPXQLW\ JURXSV LQFOXGLQJ WKH village nursery, the school and Connect DQ RUJDQLVDWLRQ VXSSRUWLQJ SHRSOH LQ WKH community with issues such as mental health and isolation).

Care Home Manager Mandy Hay, comments, â&#x20AC;&#x153;Our residents come from the local area and DUH OLNHO\ WR NQRZ WKH VWDÎ? ZKLFK KHOSV WR FUHDWH D UHDO IDPLO\ DWPRVSKHUH Our residents are also very active in the local FRPPXQLW\ IRU H[DPSOH JRLQJ RQ ZDONV visiting the nursery and attending exercise classes in the local hotel.

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H[DPSOH ZH UHFHQWO\ KHOG D :RUOG :DU GD\ DQG WKLV LQWHU JHQHUDWLRQDO DSSURDFK UHDOO\ works. The home is run by 10 volunteers on a Board of Directors and it really is a case of being run by the community, for the community.

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For more information or images, please contact Louise Pinchin Call 07815 307592 or email louise@whiterosepr.co.uk

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news DIGEST

May 2020

www.careinfo.org

LYDIA RETURNS TO LEND A HAND AT RADBROOK A much-loved registered nurse who worked with a Shropshire care home provider for 19 years before retiring a few months ago, has returned to help her ex-colleagues during the Covid-19 crisis.

Sue Austin, chief operating officer at Morris Care, which operates six nursing homes in Shropshire and Cheshire, was overjoyed to welcome Lydia Tyanase back to the fold as she started work at Radbrook nursing home in Shrewsbury on Monday morning, 23 March.

“It’s a joy to see Lydia back here today,” said Sue. “Lydia’s nursing experience, clinical expertise and empathetic nature all make her a fantastic nurse. She assisted with the guidance and training of some of our most proficient nurses and she is admired by so many. I know everyone will join me in welcoming her back with open arms, especially some of our residents who built such lovely relationships with her.”

Lydia retired last year after nearly two decades of nursing with Morris Care.

She started as a registered nurse and progressed to team leader, deputy nurse manager, home manager and then finally clinical services manager.

Lydia also led the company’s oversees nursing programme and its nursing assistant programme.

“It just felt right to return to Morris Care at this concerning time,” said Lydia. “I owe so much to the business; I wouldn’t be who I am today without them and so I’m really glad to be back on the floor, caring for residents and being part of the workforce.”

As with care homes across the nation, Morris Care has had visiting restrictions in place for some time to protect its residents’ safety and wellbeing as much as possible. Spirits remain high in its homes as the staff pull together to keep residents from feeling lonely. FaceTime and Skype calls are regularly scheduled with family members.

BACK FROM RETIREMENT: Registered nurse Lydia Tyanase with Radbrook residen

CAPITAL CARE OFFERS USE OF 30-BED UNIT TO HELP NHS COMBAT CORONAVIRUS PANDEMIC A care home operator has offered free use of a 30-bed unit at the Weston Park care home in Macclesfield, Cheshire, to nearby Macclesfield District General Hospital to support the NHS during the coronavirus pandemic.

With the current shortage of critical care units across the UK, Capital Care Group has offered a purpose-built, high-specification

space to East Cheshire NHS Trust, as Macclesfield District General Hospital is located just down the road from Weston Park.

Owned by Capital Care Group and consisting of three separate housing units, Weston Park provides residential, respite and specialist dementia care to the Macclesfield community.

The unit being offered stands

conveniently and separate to the rest of the care home and is able to provide the additional space needed to enable the NHS to provide stepdown support for hospital patients, freeing-up critical care beds in the main hospital for Covid-19 patients.

At the time of writing Capital Care Group said it had approached the NHS about the offer of the use of the unit but was yet to receive a reply.

OUTSTANDING

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Congratulations to the following care homes and services which have been recently rated as Outstanding by the Care Quality Commission or an ‘Excellent’ rating by the Scottish Care Inspectorate: ■ Royal Star & Garter Solihull, a 60-bed care home with nursing in Solihull, West Midlands. Operated

by Royal Star & Garter.

Manager: Cheryl Harbourne ■ Glencairn, a 26-bed care home in Edinburgh. Operated by Renaissance Care.

Manager: Jozi Stables

■ Rosebank, a 28-bed care home in Bampton, Oxfordshire. Operated

by Churchfields Care Home. Manager: Lynn Hughes ■ Balhousie Wheatlands, a 59bed care home with nursing in Bonnybridge, Falkirk. Operated by Balhousie Care.

Manager: Grace Sloan

■ St Anne’s, a 33-bed care home in Saltash, Corwall. Operated by Anchor. Manager: Neil McCalley ■ Boulters Lock, a 32-bed care home in Maidenhead, Berkshire.

Operated by Hartford Care. Manager: Seva Hashimova.

This is the third Hartford Care home to achieve an Outstanding rating.

Rated Outstanding? let us help spread the word, email: editor@caringtimes.plus.com

The company has urged NHS leaders to get in touch to finalise details of the offer, so that patients can have access to the purpose-built facilities as soon as possible.

Capital Care Group managing director Manjeet Rai said that in a time of crisis she felt it was imperative that her company should do everything it could to support communities and colleagues in the NHS. “We are delighted that we have the appropriate facilities at Western Park to offer to the NHS and are proud to be able to play our part in the nation’s efforts to tackle Covid-19,” said Ms Rai. “We see this as an opportunity to give something back to the community here in Macclesfield, whose friends and families we have grown so close to through our everyday work.

“We hope that by offering this extra space to hospital patients, completely free of charge, Macclesfield District General Hospital will then have the capacity it needs to treat those who are most unwell as a consequence of the coronavirus outbreak.”

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news DIGEST

May 2020

www.careinfo.org

OPERATOR CALLS ON CARE SECTOR TO SUPPORT SELF-ISOLATING STAFF Healthcare Management Solutions (HCMS), a national care home management group, currently managing 80 care homes across the UK, including Larchwood Care, Canterbury Care, Wren Residential and Walden Care among others, is ensuring its employees who are required to self-isolate are financially supported and is calling on all other operators in the sector to follow suit.

TONY STEIN: staff shouldn’t have to rely on charity to make ends meet.

k resident John Green.

It has announced that any staff receiving a letter or text message from the NHS instructing them to selfisolate for 12 weeks for their own safety will continue to receive their contracted rate for the isolation period.

In addition, the organisation is setting up a fund to

support employees who may be experiencing financial hardship because of unexpected bills while receiving statutory sick pay (SSP) because of self-isolating for seven or 14 days.

The company has set up the initiative in the hope that other care providers will adopt a similar approach, giving some financial stability to those employees who have been told they must take leave of absence from work.

HCMS chief executive Tony Stein said that, while the government had made a very generous offer of paying SSP from day one to those who have to self-isolate due to Covid-19, there was a big difference between 12 weeks of sick pay and 12 weeks of full pay.

“This could be devastating to our staff and we do not want to put them into hardship when they have had no choice as to whether to take time off work,” said Mr Stein.

“It is important that we all follow the guidance regarding Covid-19 and I think all care operators have a duty to their staff to ensure that in following those instructions they don’t have the additional worry of financial hardship.

“There are charities offering assistance in this area, but we feel that our staff shouldn’t have to rely on charity to make ends meet. We should all recognise them as key workers for the enormous contribution the are making and will be asked to make over the coming weeks.”

SHEFFIELD CARE HOME CHIEF GIVES A 21.8% PAY INCREASE TO HIS MINIMUM WAGE STAFF A care home provider has increased the hourly rate of his minimum wage care assistants with immediate effect to give them “the respect they deserve” as they care for elderly residents in the ongoing Covid-19 crisis.

Roy Young, whose Silver Healthcare employs more than 60 staff in Sheffield, has pledged to pay them £10 an hour out of his own pocket – an increase of £1.79 an hour.

The wage increase would last for the next month after which it would be reviewed. The 21.8% pay rise

was to be given to all members of staff employed by the company.

“There has been a great deal in the news pledging support for the great work of NHS staff,” said Mr Young. “People often forget the army of dedicated care staff that work in care homes like mine. They’re turning up every day to protect and care for the most vulnerable people in society and the majority are on minimum wage. They continue to come into work whilst the rest of the country stays indoors to protect themselves from coronavirus.

“They are under great stress; they

ROY YOUNG: Care staff are turning up every day to protect and care for the most vulnerable people in society. They do a brilliant job and they deserve more.

do a brilliant job and they deserve more.”

Mr Young said inadequate local government funding, together with the chronic shortage of qualified staff, forced him to shut his biggest home – Fulwood Lodge – in November last year, after more than

20 years of operation.

“I’ve worked in care over three decades and the situation was already incredibly challenging,” he said. “If any good comes out of the present situation it will be to realise the vital importance of care staff that do an amazing job for very little reward.”

DOZENS OF MPs BACK £1M CAMPAIGN TO SUPPORT SELF-ISOLATING CARE WORKERS Sixty Members of Parliament from the cross-party political movement More United and across the political divide have supported a fundraising initiative which aims to raise £1 million for grants to support care workers who are forced to selfisolate because of Covid-19.

There are around two million carers in the UK, and many of them will be forced out of work and find themselves struggling if they have to self-isolate.

The fundraiser has a target of £1 million, and has already raised £100,000 since its launch and aims to provide those workers with financial support if they need it.

The campaign is being coordinated by The Care Workers’

Charity which issues grants to care workers in financial difficulty, but the Covid-19 pandemic has seen a huge increase in demand, and has driven a need for more funds The MPs have all signed an open letter congratulating the charity and the public who have donated, and several of the MPs have donated themselves.

“Care workers are at the front line of this crisis,” said Conservative MP Stephen Hammond. “We need to make sure that those who spend their lives caring for others get the support they need. The grants that The Care Workers’ Charity provides are a vital lifeline, but the increased need means they need our support more than ever.”

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legal landscape

May 2020

www.careinfo.org

Inquests – a note of caution

W

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ith a large number of coroner’s services adjourning many hearings until at least September and the number of unexpected deaths rising, it is at present unclear what will happen with those cases pending a hearing and how any new cases will be managed.

While the chief coroner has now issued some helpful guidance and has clarified that Covid-19 is a naturally occurring disease and thus there is no requirement for an inquest, in some cases it will not be possible to confirm whether or not Covid-19 was the cause of death and there may also be other causative factors which are not considered to be natural, thus requiring an inquest to take place.

Despite the current situation, coroners still have a duty to ensure that each death reported is appropriately investigated and with most coroners already working with a backlog, it is likely that delays are going to be significant.

We have had a large number of cases adjourned indefinitely, and in some cases it is possible that an oral inquest may not now be heard at all where there is the potential for a documentary inquest to be carried out instead, thus avoiding the need for anyone to attend court.

Dealing with inquests all over the country, we have an insight into the different ways that different coroners work, and while all are subject to the same laws, guidance and regulations, interpretation of these differ greatly between the regions. A case with a particular set of facts may receive very little investigation by a coroner in one region, with another coroner elsewhere having a full day’s hearing with a large number of witnesses.

National care providers will be familiar with the different approaches taken by different coroners, with some staff having never been involved in an inquest while others in different areas are frequently called upon to produce witness statements or attend court to give evidence.

Once normality resumes and oral inquests begin to proceed as normal, how coroners (and regulators) deal with the inevitable issues and errors that occurred during the outbreak of Covid19 remains to be seen. While certain rules

Lester Aldridge solicitor ALISON WOOD warns that, with inquests being increasingly delayed, it is more important than ever to document actions taken in connection with a resident’s death. Alison.Wood@LA-law.com 01202 786161

have been relaxed during this time (for example, those to ensure the swift discharge of individuals from hospital), actions taken may well be scrutinised several months down the line, particularly if staff cannot justify actions taken or if such actions appear unreasonable, notwithstanding the current situation.

Providers should therefore continue to ensure that records are clear and welldocumented, including the rationale and justification for any necessary departure from standard practice, which must be reasonable and proportionate. Of course, these are incredibly difficult times and with care providers being affected by a

lack of available equipment and basic resources such as food, difficult decisions will need to be made.

While it is unlikely that care providers or workers will be criticised for actions taken in difficult circumstances, it is important that reasons and justifications are clearly recorded should they be called into question at a later date. Most who have attended a coroner’s court to give evidence will be aware of the need for clear evidence of actions but with the likelihood that many inquests will not be heard for a significant number of months, such records may prove invaluable, particularly when memories have faded.

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2020

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Do you know or work with someone who is an unsung hero in a care home?

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legal landscape

May 2020

www.careinfo.org

The Coronavirus Act – what do care providers need to know?

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ushed through in record time to allow the country to deal with the crisis rapidly, the Coronavirus Act 2020 paves the way for various arms of government to put emergency measures in place. A number of parts of this Act are critical for care providers, the first being:

Statutory Sick Pay (SSP) Under section 37, HMRC has been given the power to make regulations for the payment of Coronavirus-related SSP to be funded by HMRC. When HMRC drafts its regulations, it may make provision for employers to recover some payments from HMRC, for the funding of such payments in advance and in arrears, and a mechanism for payments to be funded out of tax payments owed to HMRC. The Act constitutes enabling legislation that permits HMRC to make such regulations. For the detail of any specific rules we will have to wait and see what HMRC proposes.

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Continuing Healthcare (CHC) funding CHC assessments are seen as a bottleneck, preventing rapid discharges because they require local authority and NHS employees’ time. The government may temporarily delay the requirement to carry out CHC assessments until after the coronavirus peak.

Care providers will still need to be paid for providing care to those who may be eligible for CHC funding. The guidance regarding the Act explains little, but does say: “Pending CHC assessment, individuals would continue to receive NHS funded care.”

Presumably, the government is indicating that it will promise to pay and worry about the detail later. The guidance also says: “In order to mitigate the impact of this uncertainty, and the impact on individuals’ finances, individuals who the CCG considers may be eligible for CHC funding will be directed towards NHS funded discharge routes and assessed for CHC following the conclusion of the emergency.”

We note the use of the word “may” and the discretion that this gives to CCGs. Where a CCG does not consider someone

The Coronavirus Act 2020 is now on the statute books. MEI-LING HUANG, partner in the social care team at Royds Withy King, explains what it will mean for care providers.

Mei-Ling.Huang@roydswithyking.com roydswithyking.com possibly to be eligible for CHC funding, care providers and families may have new, even more difficult problems relating to funding.

Care providers will have many questions about this. We currently have no further detail, but we will be watching this issue closely.

Registration of nurses and midwives (Schedule 1) To allow the NHS and care providers to increase their workforce, people who the registrar considers fit, proper and suitably experienced may be registered as nurses or nursing associates. This presumably means that retired nurses or nurses who have completed certain stages of their training may become registered.

Mental Health Act 1983 (Schedule 7) The Mental Health Act 1983 has been amended to allow a person to be detained when a single doctor recommends detention and believes that it would be impractical or would involve undesirable delay to obtain a second opinion.

The pressure being placed on the NHS means there is greater concern that the most vulnerable will not receive the urgent care they need. It is hoped that the temporary relaxation of this Act will prevent vulnerable persons being left exposed, but there are serious concerns about the removal of such checks and balances.

Indemnities for the health service (Schedule 10) Many healthcare professionals will be called to the front line to deal with this crisis. The government wants to ensure

that any gaps in indemnity cover for personal injury are filled and is undertaking to indemnify these professionals for any claims arising out of treatment for coronavirus.

Neither the Act nor the guidance specifically mention the indemnification of social care providers. Our reading is that the government is not extending this indemnity to social care. However, we query whether nursing homes might be providing functions of the “health service” and whether it therefore might be argued that it applies to nursing homes. Unfortunately, this is not clear or likely. Providers will need to ensure that their own insurance covers them in these circumstances.

Local authority care and support (Schedule 11) The Act effectively amends some provisions of the Care Act 2014 so that, as an emergency measure, they do not need to be complied with. These provisions will only be triggered when a local authority take a formal decision to do so.

The idea is for local authorities to be able to prioritise need without fear of legal challenge. This means that local authorities may stop doing financial and needs assessments. There may also be no requirement to prepare or review care plans or support plans.

Many key questions relating to this Act, particularly the detail of how it will operate, have yet to be answered. This is extremely rushed legislation which doesn’t prepare for every eventuality. We will continue to maintain a watching brief and provide updates.

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promotion

May 2020

www.careinfo.org

Flotex at its natural best Seamlessly blending the appeal of a textile floor covering with the practical and hygienic properties of a resilient, Flotex Naturals is the new range from Forbo Flooring Systems.

Consisting of 20 realistic wood designs – ten of which are completely new – the range meets the very latest design trends, with the added benefit of impressive acoustic and slip resistance properties.

Due to the continuing strong demand for wood aesthetics, Forbo has developed the new Flotex Naturals range (part of the Flotex Vision collection) as a desirable solution for where both design and performance are key.

Thanks to its digital printing technology, Forbo has managed to craft an array of contemporary and highly realistic woodeffects. From traditional timber and weathered oak, to more contemporary shades such as ash grey and black, along with new plank structures, specifiers and contractors are sure to find a colourway that will complement the overall interior design of a building.

What’s more, as Forbo is committed to helping create better indoor environments, the Flotex Naturals range has ultra-low VOC emissions, zero phthalates and can reduce impact sound by up to 20 dB. “There’s nothing quite like Flotex,” explains Chloe Taylor, Global Product Manager – Flotex at Forbo Flooring Systems. “It is a completely unique offering, providing the warmth, comfort and acoustic properties of a textile, combined with the durability and easy-

Here: Flotex naturals 010071 summer chevron Below: Flotex naturals 010080 hungarian point

to-clean benefits of a resilient flooring. This unique construction and the array of designs available means that Flotex achieves both style and performance – making it the perfect solution for busy locations in leisure, education, office and retail environments.”

Flotex flocked flooring is also exceptionally hard wearing and will restore back to its original appearance after cleaning; helping to reduce maintenance and refurbishment costs, whilst retaining its visual appearance to a high standard. Additionally, it is also the only textile floor covering to receive the prestigious Allergy UK Seal of Approval™.

For more information please visit www.forbo-flooring.co.uk/flotexnaturals

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opinion

May 2020

www.careinfo.org

NHS funding crisis and better provision for dementia care

I

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have some thoughts as to how government might choose to address the chronic underfunding of the social care sector, where currently, more than 1.4 million of over 65s have unmet social care needs (up from 1.2 million in 2017 and 900,000 in 2014).

“Whatever it needs, whatever it costs, whether it’s millions of pounds or billions of pounds . . . we stand behind the NHS,” were words used by the chancellor in his recent budget. I kept waiting for a pronouncement on social care, but it didn’t appear. That left me thinking this was one important part of Rishi Sunak’s expansionary budget (which he followed up a few days later with an eye-watering £350 billion ‘economic emergency package’) in which he couldn’t claim that government was ‘Getting Things Done.’

Admittedly, the chancellor has a lot on its plate at the moment, what with the coronavirus pandemic and leaving the EU etc. But, let’s not forget, this government has already kicked the social care can down the road on several occasions over the past three years. It can’t keep on doing it forever.

Those who don’t have personal experience of the UK’s social care needs possibly won’t appreciate the urgency of the problem, or the extent to which it is the ‘poor relation’ of the health, social care and social security sectors. I do.

For more than a decade during my day job as a corporate solicitor and head of a large multi-office company and commercial legal department, I have bought and sold countless care and nursing homes for clients. I have met with the regulator (the CQC) multiple times to discuss the quality of care provided by various operators. I have attended numerous meetings with local authorities to discuss their concerns about the impending shortage of care beds. I also probably know more about the Care Act 2014 than is probably good for me.

Between 2010 and 2018, Whitehall’s payment to local authorities to help fund social care, fell from £22 billion to £21.3billion. Consequently, local authority care payments to operators

By ANDREW LINDSAY, chairman of the corporate and commercial law firm Representation UK representationuk.com have barely risen. At the same time, care homes experienced hugely rising costs following the introduction of the National Minimum Wage, the onset of workplace pension payments and the ever-increasing requirements of the CQC. These factors have all contributed to the collapse of around 400 care homes over the past five years and a shortage of new-builds. The IPPR think tank estimates that an extra £7.5 billion will need to be spent on social care, creating an additional 75,000 beds by 2030.

Dedicated dementia care homes The UK has an ageing population, yet between 2000 and 2017 the number of hospital beds fell from 241,000 to 167,000.

At any one time, around 25% of the UK’s 850,000 dementia sufferers are in UK hospitals. In my view, the acute hospital environment is not the best place for a frail, elderly person with dementia.

One way to alleviate the shortage of hospital beds, is for the private sector to be incentivised to build dedicated dementia homes, and to relocate hospitalised dementia sufferers who don’t have other medical conditions into them. Dementia is a specific medical condition requiring a particular type of care. Dedicated dementia homes are far better equipped to provide that sort of care than hospital wards.

Looking after dementia residents in a care home is also far less expensive than in a hospital. I know this because I have heard local NHS managers virtually ‘begging’ care home groups to give them long-term dedicated care home beds.

Clearly, the NHS is already willing to pay more than the standard local authority dementia rate.

The NHS guaranteeing to fund longterm dementia beds in new care homes

will attract private capital, safe in the knowledge that a secure, long-term income stream will be forthcoming. And we can see from the UK’s demographic forecasts that there will be no shortage of future residents. A further consequence of this would be to free-up a large number of much needed hospital beds for other types of patients.

The NHS is hugely popular, though something of a sacred cow (and full of inefficiencies which successive governments are too shy to acknowledge).

Because taxpayers are very kindly disposed towards its increased funding, this provides an opportunity for more private capital to be introduced into the care sector in the way I have described.

And, at the same time, this will take pressure off local authority budgets, 57% of which in 2019 (according to the Local Government Association) was spent on social care. Yes, it will create a bigger NHS budget overall. But it will provide an opportunity for the social care sector to stop being treated as the poor relation of front line government departments. And more importantly, social care will be delivered better and more efficiently, attracting more private capital and freeing up hospital beds for other patients.

■ Andrew Lindsay is chairman of the corporate and commercial law firm Representation UK and former chair of the West & North Yorkshire Chamber of Commerce.

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THE BEATING HEART OF CARE: SUPPORTING CARE WORKERS BETTER

The Care Workersâ&#x20AC;&#x2122; Charity is a registered charity 1132286 (England and Wales) & SC048051 (Scotland)

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recruitment

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ike all care organisations, at Milestones Trust we rely on a continual rota of brilliant and vital bank staff to fill holiday leave, sick leave and fluctuations in rotas. We currently have more than 350 bank staff on our system and they are a greatly valued part of our workforce. More than half of our bank staff stay with us for more than five years, with some having been with us for more than 20 years.

May 2020

www.careinfo.org

A team culture and flexible shift system is helping Milestones Trust in Bristol to recruit and retain students as bank employees.

ANDREA GONZALES AMATRIAIN, bank staff manager at Milestones Trust explains their approach.

Bank staff recruitment: flexibility and support are key One area where we have been particularly successful, is the recruitment of students into the bank system. Bristol has one of the highest student populations in the UK with around 40,000 students starting here last year. With many of them looking for part-time work to supplement their student loans, care work is a fantastic option.

During Freshers’ Week we run proactive recruitment programmes attending freshers’ fairs and using social media to share the benefits of working in the care sector. One factor the students particularly respond to is the flexibility of our bank system. It is designed to work around ongoing commitments and this suits students who need to fit their shifts around lectures, essay deadlines and holidays.

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Flexibility The flexible attitude starts from the moment they get in touch – we can arrange interviews any day of the week at any time. This adaptability extends throughout the rota system. We allow our bank staff to choose which shifts they want to work and at which location they want to work.

There is no minimum number of hours they have to work and they can choose to opt out of work for weeks at a time with no penalties, which suits students who tend to go home in the holidays. The shifts can be booked a few weeks ahead of time, which gives all our bank staff the financial security they need to arrange their lives. In addition, we also email immediate shift requirements, so they can sign up for extra shifts and change shifts at short notice.

This enables students to arrange their work around their personal schedule and

enables us to match the skills requirement to the care setting.

Transparency One of the barriers to recruitment in the care industry is the misperception of the working environment. To help address this, we have a policy of complete transparency about the roles. If potential employees are hesitant about the care sector, we can arrange for them to visit one of our services, meet the staff, and see for themselves how we work.

Once working with us at Milestones Trust, if staff feel their skills might suit another setting, they can try working in another part of our organisation and then stay at the location that suits them best.

This is a benefit we constantly emphasise throughout our advertising.

Training and support A key factor that attracts new recruits, including students, to our bank system is the level of training and staff support we give. After a full induction, new starters attend eight training modules while they are working to maintain their skills development. Clear supervision structures also give bank staff the support they need on the job, for example shift handovers follow a rigorous process.

There is a culture of mutual support so all bank staff know they can go to their service managers or come to me, as the bank staff manager, for help. We also provide a free, confidential counselling service for all staff so they have access to extra support should they need it. A few staff who have left us to join other care providers have returned commenting that

they missed the high level of staff support they receive at Milestones. For us, this proves that the extra time spent putting these mentoring systems in place is vital to attracting and retaining our staff.

Job satisfaction One aspect we’re really proud of, and is often remarked upon by students, is the level of job satisfaction. Because our bank workers can choose to stay at one location, they can build up a relationship of trust with the people we support. Many of our bank workers comment that it is working continually with the same individuals that makes them feel they are really making a difference to people’s lives.

Many students who have previously tried call centre work or bar work find job satisfaction in flexible, part-time social care work. They find using their interpersonal skills and the social environment complements the time they spend studying, which some can find quite isolating. This message comes across powerfully in the video testimonies from bank staff on the Trust’s recruitment website, which have really helped us with recruiting new staff.

Engagement and morale We have a people culture that emphasises that all staff are respected equally. The corporate view is very much that bank staff complement permanent staff and are hugely valued, a message that seems to be making a difference in helping to recruit and retain a fantastic group of passionate, energetic and dedicated people. This helps support team working and makes a massive difference to staff morale.

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#CareAwards

ENTRY FORM 27 November 2020 London category sponsors

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THE 22ND NATIONAL CARE AWARDS| ENTRY FORM Carer

Care Home Manager

This award recognises the vital role of the care assistant in providing quality care. Evidence of dedication, sensitive handling of matters of importance to residents, and career progress through training will all be taken into account.

This award will be made to an exceptional care home manager (or deputy). They will be expected to demonstrate a high level of expertise in managing the services of the home to the benefit of residents, staff and their local community.

Criteria • Give a full description of the nominee’s role and responsibilities (up to 250 words) • Explain what positive effect the individual has had on the residents and staff within their workplace since being in their role (up to 250 words) • Provide examples of how the individual has provided high quality support to the residents, including any relevant information about activities, going beyond standard duties, dedication and commitment to understanding what is important to residents and families (up to 250 words) • 30 word biography of nominee

Criteria • Give a full description of the individual’s role and day to day management (up to 250 words) • Provide examples of where the individual has demonstrated (up to 500 words) • leadership skills and the ability to support, develop and motivate staff • confidence working with relatives and residents • creating a caring, stimulating and person-centred environment that is home-like and with good connections to the local community • Explain what positive effect the individual has had on their residents, staff and local community within the home since being in their role (up to 250 words) • 30 word biography of nominee

Supporting evidence • Provide 1-5 testimonials from staff, relatives or residents • Provide details of training, qualifications or accreditations the individual has received (if applicable)

Care Registered Nurse This award will be made to a registered nurse who has made long term care their area of professional specialisation. In addition to maintaining training and demonstrating outstanding clinical and managerial qualities, the winner will have demonstrated a high level of dedication to, and advocacy for, the people they support.

Criteria • Give a full description of the nominee’s role and responsibilities (up to 250 words) • Explain what positive effect the individual has had on the residents and staff within their workplace since being in their role (up to 250 words) • Provide examples of how the individual has provided outstanding dedication to, and advocacy for, the people they support (up to 250 words) • 30 word biography of nominee Supporting evidence • Provide 1-5 testimonials from staff, relatives or residents • Provide details of training, qualification or accreditations the individual has received

Care Team This award will be made to a staff team who have developed and maintained an outstanding standard of care and team ethos within any care setting.

Criteria • Give a full description of the service the team is based within (up to 500 words) • Explain why this team is a worthy winner of the award, including the development of any innovative projects to improve the quality of life for the residents or users of the service (up to 250 words) • Explain how the team has the skills, knowledge and enthusiasm to empower and enable residents to either regain or maintain a level of independence and meaningful lives (up to 250 words) • 30 word profile of the team Supporting evidence • Include the most recent inspection report from the home/service where the team is based • Provide 1-5 testimonials from management, residents and relatives • Provide details of any recognition or accreditation from any recognised bodies (if applicable)

Entries must be received by Friday 17 July

Supporting evidence • Include the most recent inspection report for the home the individual manages • Provide 1-5 testimonials from staff, residents and relatives • Provide details of training, qualification or accreditations the individual has received

Dementia Care Manager This award will be made to an outstanding manager (or deputy) of a care service where more than 50 per cent of the clients live with dementia.

They will be expected to demonstrate a high level of expertise in managing the service to the benefit of residents with dementia as well as staff.

Criteria • Give a full description of the individual’s role and responsibilities and why you consider them to be outstanding in their role (up to 500 words) • Provide examples of where the individual has demonstrated (up to 250 words) • leadership skills and the ability to support, develop and motivate staff • confidence working with relatives and promoting positive inclusive relationships with residents • creating a person-centred, supportive and stimulating environment with good connections to the community • Explain what positive effect the individual has had on the service and staff since being in their role (up to 250 words) • 30 word biography of nominee Supporting evidence • Include the most recent inspection report for the service the individual manages • Provide 1-5 testimonials from staff, residents and relatives • Provide details of training, qualification or accreditations the individual has received

FOR ALL ENTRIES Please submit ALL the requested criteria and supporting evidence (any entries which do not submit the requirements will be disregarded)

Care Operations / Area Manager The winner of this award will have demonstrated exceptional vision, leadership and be at the forefront of new management techniques. They will have inspired their colleagues to provide exceptional care throughout the homes for which they are responsible.

Criteria • Give a full description of the individual’s role and day to day leadership (up to 500 words) • Provide examples of where the individual has promoted the highest standards of quality care and service (up to 250 words) • Explain what positive effect the individual has had on the residents and staff within the setting since being in their role (up to 250 words) • 30 word biography of the nominee Supporting evidence • Include a recent summary of the most recent inspection reports for all settings (e.g. 5 Outstanding, 4 Good) • Provide 1-5 testimonials from staff, residents and relatives • Provide details of training, qualification or accreditations the individual has received

Care Activities Co-ordinator/Facilitator This award will be made to a person within a care home or day care service who has made an exceptional contribution to the quality of life, health and happiness of all the people they support through the activities they provide.

Criteria • Give a full description of the activities or lifestyle opportunities the individual has implemented, developed or maintained since being in their role (up to 500 words) • Explain how the individual works in a person-centred way, including how they inspire and encourage participation, motivation and understanding in residents (up to 250 words) • Demonstrate what positive effect the individual has had on the service since being in their role and why they should win this award (up to 250 words) • 30 word biography of nominee Supporting evidence • Include the most recent inspection report for the home or service • Supply 1-5 photographs of activities • Provide 1-5 testimonials from staff, residents/attendees and relatives • Provide details of training, qualification or accreditations the individual has received (if applicable)

Care Housekeeper Running the housekeeping services of a care home is vital for the well-being of residents and staff.

This award will be made to an outstanding housekeeper who can demonstrate the passion and commitment needed to make a real difference.

Criteria • Give a full description of the individual’s role and day to day duties and why they should win this award (up to 500 words) • Explain how the individual demonstrates a high level of dedication and innovation alongside a person-centred approach to provide the highest quality of service and environment for residents and staff (up to 250 words) • Provide examples showing where the individual has been a proactive and helpful member of the team, contributing ideas and making the home an enjoyable place to be (up to 250 words) • 30 word biography of nominee Supporting evidence • Include the most inspection report for the home or homes the individual is responsible for • Provide 1-5 testimonials from staff, residents and relatives • Provide details of training, qualification or accreditations the individual has received (if applicable)

• Care Chef

This award will be made to a chef in a long term care setting who shows exceptional ability in providing well-balanced, nutritious and delicious food.

Criteria • Outline the reasons why the nominee shows exceptional ability in providing well-balanced, nutritious and delicious food that takes into account individual needs of the residents (up to 500 words) • 30 biography of the nominee Supporting evidence • Provide a copy of a monthly menu served within the last 3 months • Provide a copy of the three-course menu (taken from the monthly menu) that the nominee will cook at the ‘Cook Off’ if chosen to be a finalist • Provide the cost per resident of the ‘Cook Off’ menu

Entries must be received by Friday 17 July Care Home of the Year This award will be made to a care home with 15 or more residents which can demonstrate exceptional quality care across all the services it offers.

Criteria • Give a full description of the care home including how residents and staff live and work together successfully and how the home is part of the local community (up to 500 words) • Give a brief description of the sort of activities the residents take part in and how they are designed to promote well-being and social interaction (up to 250 words) • Explain how the care home is homelike for the residents and how the residents actively participate in this (up to 250 words) • Describe how the care home provides exceptional care and support to people enabling them to live fulfilled and meaningful lives with a focus on maintaining skills and independence and contact with the local community (up to 250 words) • 30 word profile of care home Supporting evidence • Include the most recent inspection report • Supply 1-5 photographs • Provide 1-5 testimonials from staff, residents and relatives • Provide details of any recognition or accreditation from any recognised bodies (if applicable)

The Dignity & Respect Care Home of the Year This award will be made to an exceptional care home which can convincingly demonstrate that it has put dignity and respect for its residents and staff at the very heart of all it does, and that this emphasis has resulted in tangible benefits for residents, relatives and staff alike.

Criteria • Give a full description of how the care home provides an environment for residents where they are treated with dignity and respect (up to 500 words) • Explain how you support the people who live in your home to make choices about the way they live and the support they receive (for example: independence, lifestyle opportunities, cultural and religious beliefs, privacy, eating and nutritional care, pain management, personal hygiene) (up to 250 words) • 30 word profile of the home being nominated Supporting evidence • Include the most recent inspection report • Supply 1-5 photographs • Provide 1-5 testimonials from staff, residents and relatives • Provide details of any recognition or accreditation from any recognised bodies (if applicable)

Care Newcomer NEW AWARD FOR 2020 This award will be made to a person working in care, who is new to the sector over the past 18 months, and who is already delivering the very best standard of care. The judges will be looking for an individual who excels in their personal and team roles, and exhibits enthusiasm, professionalism, confidence and a shining commitment to their on-going career development.

Criteria • Give a full description of the nominee’s role and responsibilities (up to 250 words) • Explain what positive effect the individual has had on the residents and staff within their workplace since being in their role (up to 250 words) • 30 word biography of the nominee Supporting evidence • Provide 1- 5 testimonials from residents, relatives of residents and colleagues • Provide details of training, qualification or accreditations the individual has received

Care Champion This award will go to an exceptional person, whether they are a member of staff, a relative, resident or a volunteer who has gone above and beyond and made a real difference. It could be a charitable achievement or making life better for residents and relatives, or simply someone who has done great things but may not have had the recognition they deserve.

Criteria • Please explain why this person is so important, and why they are a worthy winner of this award (up to 500 words) • 30 word biography of nominee Supporting evidence • Provide 1-5 testimonials from staff, relatives or residents

Outstanding Care in a Crisis NEW AWARD FOR 2020 This award will be made to a care home that has demonstrated an outstanding level of care and compassion to their residents during the Covid-19 pandemic.

Criteria • Give a full description of how the care home responded to Covid-19 pandemic, including (up to 500 words); • how exceptional care and support was given to residents, relatives and staff • how the home continued to promote well-being and social interaction in unprecedented circumstances • 30 word profile of care home Supporting evidence • Provide 1-5 testimonials from staff, residents and relatives • Provide details of any recognition or accreditation from any recognised bodies (if applicable)

THE 22ND NATIONAL CARE AWARDS| ENTRY FORM Care Leadership This award will be made to an outstanding individual, in any care setting, small or large, whose leadership has resulted in an exceptional outcome for clients, team members and the organisation they work for.

Criteria • Give a full description of the individual’s role and responsibilities and why they should win this award (up to 500 words) • Show examples of where the individual has demonstrated (up to 250 words) • leadership skills and the ability to support, develop and motivate staff • confidence working with relatives and promoting positive inclusive relationships • promoting well-being by monitoring the re-evaluation of care needs in partnership with the resident, their key-workers and relatives • Explain what positive effect the individual has had on people using their service and staff members (up to 250 words) • 30 word biography of nominee Supporting evidence • Include the most recent inspection report for the service for which the individual is a care leader • Provide 1-5 testimonials from staff, residents and relatives • Provide details of training, qualification or accreditations the individual has received

Care Home Group This award will go to an outstanding care group with more than three care homes which is able to evidence exceptional client care combined with excellent staff development and impressive financial results.

Criteria • Give a full description of the care home group including the settings, residents and members of staff (up to 250 words) • Describe how the care home group provides exceptional care and support to residents enabling them to live fulfilled and meaningful lives with a focus on maintaining skills and independence (up to 250 words) • Describe the corporate identity, values and focus, the group’s strengths/ USP, training systems and approaches as well as the group’s success in delivering high quality care and plans for the future (up to 250 words) • Summarise the group’s financial performance over the last five years (up to 100 words) Supporting evidence • Include a recent summary of the most recent inspection reports for all settings (e.g. 5 Outstanding, 4 Good) • Supply 1-5 photographs showing some of the Groups settings • Provide 1-5 testimonials from staff, residents and relatives • Provide details of any recognition or accreditation from any recognised bodies (if applicable)

FOR ALL ENTRIES Please submit ALL the requested criteria and supporting evidence (any entries which do not submit the requirements will be disregarded)

Lifetime Achievement in Care This award will be made to an exceptional person who has committed a significant portion of their life to working in a care home, or in social care, in the community or in sheltered housing, and has made a substantial difference to the quality of life of the people they have worked with.

Criteria • Describe and provide evidence of how the individual’s dedication and commitment throughout their care career has impacted the people they have supported (up to 500 words) • Evidence how the individual has influenced or inspired those they have worked with (up to 250 words) • 30 word biography of nominee Supporting evidence • Provide 1-5 testimonials from residents, relatives of residents and colleagues • Provide details of training, qualification or accreditations the individual has received

Care Personality

#CareAwards

An independent panel will select 5 finalists who they feel have made a big contribution to the care home sector within the past 12 months. The people chosen will be contacted before the awards ceremony and notified of the finalist position. This award does not require an entry from individuals, however if you would like to nominate someone for the panel to consider please do so along with 500 words to support your nomination.

27 November 2020 London

#CareAwards HOW TO ENTER

CATEGORY (please tick)

• Choose the category you wish to enter • If you choose more than one category, a separate entry form must be completed for each separate entry • Read the judging criteria provided carefully • Complete and supply ALL of the required information, criteria and supporting evidence • Enter online at careinfo.org/awards • Alternatively, complete this form and email to: events@investorpublishing.co.uk, remembering to attach all your supporting documents • Please make sure that the name of the nominee and the award category is included on all separate attachments and supporting information • If you wish to enter by post please contact the events team on events@investorpublishing.co.uk for the postal address.

RULES • The competition is open to all staff working in a long-term care and hospital settings • Entries are treated in the strictest confidence • Finalists will be required to attend the Judging Day in London in October 2020 – date TBC • The Care Chef Judging will take place separately in October 2020 – date TBC • Entries will not be returned • One copy of the submission is required • Use one entry form per entry, photocopies are acceptable • Employees of the Caring Times and their families are not entitled to enter • Entries will be judged by a panel of eminent and impartial adjudicators appointed by Caring Times • The winners will be announced at the National Care Awards Gala Night on 27 November 2020 • There will be four or five finalists in each category • Award winners and finalists may state in advertising or other promotional material that they are or have been winners or finalists. The year that the Award was won must be included in the same typeface and size as the statement of the Award

CHECKLIST (please tick)

□ This entry form completed by you □ Required judging criteria □ Required supporting evidence □ Full contact details for the nominee and nominator All entries must be received by FRIDAY 17 JULY 2020 For sponsorship opportunities contact caroline.bowern@investorpublishing.co.uk

□ Carer □ Care Registered Nurse □ Care Team □ Care Home Manager □ Dementia Care Manager □ Care Operations / Area Manager □ Care Activities Co-ordinator / Facilitator □ Care Housekeeper □ Care Chef □ Care Home of the Year □ The Dignity & Respect Care Home of the Year □ Care Newcomer □ Care Champion □ Outstanding Care in a Crisis □ Care Leadership □ Care Home Group □ Lifetime Achievement in Care □ Care Personality DETAILS Name of person being nominated _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Job title _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Organisation _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Website address _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Organisation address _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ____________________________________ ____________________________________ Postcode _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Telephone _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Email address _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Name of person making nomination _ _ _ _ _ _ _ _ _ _ _ _ _ Nominator contact number _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Who should we contact if successful? (please tick) Nominator Nominee

□ □

SUBMIT

Enter online: careinfo.org/awards Email to: events@investorpublishing.co.uk

ANY QUESTIONS? Contact The Events Team: events@investorpublishing.co.uk or 0207 720 2109

Enter online at careinfo.org/awards Best of luck from everyone at Caring Times

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legal landscape

May 2020

www.careinfo.org

Complaints Handling Process – in line with current guidance?

Ridouts Professional Services solicitor ANNA-MARIA LEMMER says providers should review their Complaints Handling Process as consumer protection bodies take a tougher stance on compliance. ridout-law.com

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he Competition and Markets Authority (CMA) conducted a care homes market study in 2018 which concluded that many service users and those acting on their behalf found it difficult to complain to care homes and regarded the complaints processes as unclear, complicated and confusing.

As a result of this study, the Chartered Trading Standards Institute (CTSI) produced a new complaints guidebook for care homes. The guidebook ‘Care Home Complaints: A guide for registered managers and care home owners’ was published in February and seeks to be a clear and informative guide that assists care home providers in understanding and implementing a robust Complaints Handling Process (CHP). The guidance is split into six parts: ■ Part 1: Good complaints handling ■ Part 2: How consumer law relates to complaints ■ Part 3: The ‘what, where and why’ of your CHP ■ Part 4: Dealing with complaints internally ■ Part 5: Escalating complaints to outside bodies ■ Part 6: Ensuring your staff are properly trained.

Providers’ duties As providers know, under Regulation 16 of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014, providers need to ensure that any complaint that the service receives must be investigated and ‘necessary and proportionate action must be taken in response to any failure identified by the complaint or investigation’.

The CQC’s guidance on compliance with Regulation 16 makes it clear that providers must have an effective system for identifying, receiving, handling and responding to complaints from service users, their representatives or other stakeholders.

The CQC can request from a provider a summary of complaints, responses and other related correspondence or information and providers must provide the requested information within 28 days or the CQC can prosecute for a breach of regulations without first serving a Warning Notice. If providers can show that they have taken all reasonable steps and exercised all due diligence to prevent a breach of regulations, this will be a defence to a charge where criminal liability arises.

During CQC inspections, inspectors often look to see how providers respond to and manage complaints. If the CQC finds that complaints handling is poor, this often leads to a finding of

Requires Improvement under the domain Well-led. This is because poor complaints handling does not reflect well on the governance of a service.

The CTSI guidance contains some helpful and clear information in relation to complaints handling. It explains that it is important to have accessible, effective and easy-to-use procedures in place to help service users complain if any issues arise. The guidance also expresses the importance of recording any concerns that people have, even if they do not become formal complaints.

Providers need to show that they have efficient systems and processes in place which are operated effectively to ensure that the complaints handling process is smooth and efficient. It is worth reviewing your internal procedures in relation to complaints to ensure that they are in line with the CTSI guidance.

The CTSI guidance also makes it clear that enforcers of consumer law, for example the CMA, can also seek redress for service users who have suffered a loss as a result of breaches of consumer law.

At Ridouts, we have seen that the CMA is taking a tough stance in relation to compliance with consumer law, particularly in relation to contractual arrangements and practices between providers and service users. Therefore, we advise providers to review their CHP and update their policies and procedures.

Providers might also consider staff training in relation to complaints handling so that they know how to address and record concerns. Employees need to feel confident in reporting concerns in order to prevent or stop poor care practice and be aware that the earlier concerns are raised, the sooner they can be investigated.

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laundry

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ow more than ever, our awareness needs to be heightened around how to modify routine and daily task, to ensure we are working and living in a way that is thoughtful to others around us. With regards to general cleaning, the best way to minimise contamination is through expert-approved cleaners such as detergents and bleach, ensuring viruses that live on surfaces are eliminated.

General practice within a care home should be to clean surfaces such as door handles, remote controls and handrails frequently.

Shaking dirty laundry to separate it

May 2020

www.careinfo.org

In response to the escalation of coronavirus MARK DENNIS, managing director of MAG Laundry Equipment, discusses the best practice for killing viruses through the laundry process and general servicing recommendations that could see care homes through turbulent times.

Minimising viral spread with effective laundry practices

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before loading the washing machine should also be avoided. Simply bypassing this can help to protect residents in a care home by minimising the possibility of dispersing potential viruses that are present on clothing through the air. It is also important not to separate laundry on the floor, but rather sort it immediately into designated trollies of clean and dirty items. This also saves a job when it comes to sorting colours, as specific trollies are helpful for managing the washing of different loads.

We also recommend wearing protective clothing in the laundry room.

Items such as safety gloves, glasses, aprons and slip-resistant footwear are helpful for protecting the health and safety of staff and ultimately residents.

This is especially important now as the most stringent health and safety measures need to be taken onboard.

Minimising contamination There are several measures in the laundry process that can be taken to minimise the spread of viruses, and we have been working closely with our customers and the industry as a whole to share this important information. First, turn up the temperature â&#x20AC;&#x201C; research in Germany suggests that to kill a virus, washing machines need to hold a temperature of 90°C for 10 minutes.

Although washing at cool temperatures is eco-friendly, low temperatures are not

effective for killing viruses and bacteria. In the current coronavirus epidemic, this needs to be reconsidered and closely managed. As advice changes, we can ensure care homes are provided with the information they need to reprogramme machines themselves, or we can visit them under precautionary measures to account for social distancing to offer this service.

Tumble-drying We also recommend that laundry be tumble-dried at a higher heat for 30 minutes. Information has been shared across numerous commercial laundry rooms to tumble-dry at higher temperatures to reduce the risk of the virus spreading.

Kelly Reynolds, a germ researcher at the University of Arizona, advises that high heat drying for at least 20 minutes is the most effective way to kill viruses.

These measures should now be taken on as standard to ensure the best possible chance of eliminating contamination through the laundry process.

Deep cleans Not only is it important to consider how laundry is being stored, washed and with what, itâ&#x20AC;&#x2122;s critical that care homes stay on top of cleaning the equipment they use on a daily basis. Deep cleans are essential to minimise the spread of any bacteria and viruses, with Covid-19 being no exception.

MAG Laundry Equipment offers deep cleans to customers, which involves disinfecting all areas of the laundry machine including the doors, seals, washing drum, panels and touch screens. All disinfectant products are certified to European standards and meet the requirements applied to food, industrial, domestic and institutional areas.

Regular deep cleans are important, not only for hygiene purposes, but to ensure the machines remain in a good working order and continue to function to capacity. Bacteria tends to lurk in the detergent drawer, rubber seals and washing drum. These areas should be regularly cleaned with hot cloths and appropriate sanitising and disinfectant solutions, along with cleaning areas such as the dryer lint filter on a daily basis.

Although commercial laundry equipment and products used within the laundry process are designed to eliminate viruses, the current coronavirus crisis is a global challenge and we all need to do our bit to alter our behaviour, to ensure we are protecting the people this virus could harm the most.

Throughout all of this, I am committed to sharing any industry advice I can, to help tailor the laundry process of any assisted living setting, to ensure it is operating to the best possible standards with regards to minimising virus spread.

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dementia care

May 2020

www.careinfo.org

Future Care Group opens its second vintage café

A café setting can bring residents and families together and offer emotional, social and psychological support.

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ost people know someone living with dementia, so you would think as a community we would have a better understanding of what we can do to support someone to live well with the condition.

The truth is many people are still afraid to share with loved ones that they have a diagnosis. Providing a safe place, where people living with the condition and their carers can relax, share advice and get support, can for some, be life changing.

Julie Taylor, dementia lead at the Future Care Group, has set out a strategy to help educate people to enable a more personcentred approach to care for people living with dementia, and has introduced vintage cafes throughout the group’s

By AILEEN NIMMO, sales and marketing manager at Future Care Group homes. Julie’s ambition is that eventually, all Future Care homes will have a vintage café facility, where residents and their families can come together to offer emotional, social and psychological support. Julie’s hope is that people living with dementia, and their carers, will get a better understanding of how dementia affects someone’s life and how with the

right support those people living with dementia, can have a full life.

The first vintage café to open was at Priory Court in Ewell Village Epsom.

More recently Stowford House in Shippon, Oxfordshire, celebrated the opening of its new vintage café. Julie said: “This is a significant day for the home as it not only provides a wonderful place for residents in the home and their families to use, but also creates a new community hub where people living with dementia and their carers know they will be made to feel welcome and can make new friends.”

Five more vintage cafes are due to open in Future Care homes before the summer of 2020.

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moving around New Care has appointed Carla Middleton as registered manager at the 76-bed Formby Manor Care Centre in Formby, Merseyside.

Carla was previously regional commissioning director of operations for a specialist care provider looking after some of the community’s most vulnerable people, from neuro-disabilities, brain injury and spinal injuries to mental health and forensics conditions.

She held a key leadership role with a real influence on the business culture, practices and growth, and led her team by example, demonstrating effective behaviours, providing clear direction and developing a positive, motivated and engaged team.

Carla has a wealth of professional qualifications, including a degree in health and social care and applied sciences, a leadership and management Level 5 diploma in adult health and social care and children/young people’s services, and she is currently studying for a master’s degree in dementia.

Orchard Care Homes has appointed Cheryl Baird as director of quality, overseeing the company’s compliance, governance and quality. She is also the executive lead for nursing and dementia and will drive both strategies.

An experienced senior leader, Cheryl has worked in the health and social care sector for more than 26 years.

She joins Orchard from Four Seasons Health Care where she was responsible for quality and improvement of homes.

Orchard has also strengthened its marketing team, with the appointment of Neil Ward as group marketing manager. In this newly created role, Neil will head up the marketing team to promote Orchard’s achievements to local authorities, residents and families. Neil joins Orchard from Anchor Hanover, and has more than 18 years’ marketing experience that will enhance Orchard’s marketing strategy and brand profile, in particular online.

May 2020

www.careinfo.org

Appointments Not-for-profit provider The Fremantle Trust has appointed Sue Ascott as head of learning and development. With a career history that includes both customer service and learning development roles in the life assurance and pensions industry, Sue moved into social care in 2008. She has worked for learning and training providers using technology to support workforce development. She is also a trustee on the board at the National Activity Providers Association.

She joins the trust with a remit to ensure its employees consistently deliver high-quality care and support to older people and to people with learning disabilities who benefit from its services.

One of Scotland’s top nurse consultants has joined Balhousie Care Group in the new role of clinical care quality manager.

Lindsay Dingwall was formerly clinical/academic nurse consultant for older people with NHS Tayside and the University of Dundee. She left that role – one of only a handful of similar positions in Scotland – to support Balhousie Care’s managers and staff across its 26 care facilities in Scotland.

A postgraduate from the University of Dundee, Lindsay was drawn to working with older people from the start of her nursing career. She said: “My role is to support our home managers, operations team and all staff to provide the highest quality care possible.

“Our residents and service users are living longer and spending more time in long-term care, which means Balhousie Care Group has to continue to be ahead of, and predicting, care needs, and evolving services to address that. The other part of my role is supporting the education and development of all of our staff.”

Milestones Trust appoints new chief Bristol-based social care provider Milestones Trust has appointed Hilary Crowhurst as its new chief executive.

Hilary was previously executive director of operations and development at national learning disabilities charity Hft. She replaced outgoing chief executive John Hoskinson, who retired last month after eight years in the role.

Milestones Trust provides support for people with mental health needs, learning disabilities and dementia. The charity supports more than 750 people in specialist residential, nursing and supported living services Bristol, South Gloucestershire, and North Somerset. Eleven per cent of the trust’s services are rated Outstanding by the Care Quality Commission; 92% are rated Outstanding or Good.

Hilary said: “I feel hugely privileged to be at the helm of Milestones Trust, a social care charity with an established reputation and long history of providing high-quality, safe, person-centred support for vulnerable adults. I have a career-long passion for creating and developing outstanding, inspiring services that change the lives of the people we support for the better and I am very

much looking forward to working with the trust team HILARY CROWHURST: to support many more people across the Southwest The health and social in the coming years. care sectors are in the “Against the backdrop of spotlight as the country an incredibly challenging funding environment, fights the battle against coupled with ever-increasing coronavirus. I thank our demand, I strongly believe that it is critical that valuesstaff for their dedication led organisations step up to and hard work. develop innovative, sustainable services that continue to meet the needs everyone we support receives the highest of vulnerable people. It is important for me to standard of care and is kept safe and well.” work in an organisation that champions the rights Hilary has more than 25 years’ experience at of the people it board level in both the charitable and private supports, and it is clear to me that this is sectors and she has a master’s degree in applied enshrined within the Milestones Trust culture and psychology, specialising in developing services ethos. for people with disabilities. Hilary was selected “More than ever the health and social care through a process that involved many of the staff sectors are in the spotlight as the country fights at Milestones Trust, as well as people the trust the battle against coronavirus. I thank all of our supports. staff for their dedication and hard work to ensure

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building with care

May 2020

www.careinfo.org

Mossdale Residence nears completion

HC-One, Morgan Sindall Later Living, and City of York Council partners with bricks about to be bonded as part of Mossdale Residence’s ‘topping-out’.

HC-One, Morgan Sindall Later Living, and City of York Council have celebrated a key milestone as the partnership brings a new care home to York.

Once open, the home will form the centrepiece of a multimillion pound health and wellbeing campus.

Due to open later this year, Mossdale Residence will be run by HC-One, a major UK elderly care provider, as its first care home in the city, and will provide residential, nursing and dementia care for up to 80 older people. It will also create new jobs for the local community with roles across care, nursing, property maintenance,

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housekeeping and food service.

Mossdale Residence will include a dedicated cinema room, a bar, a hair and beauty salon, a hobby and crafts room, and a range of lounge, dining and outdoor terrace spaces.

HC-One will also bring a range of digital care tools to the home, including electronic care records designed to enable carers to spend more time supporting residents, less time completing paperwork, and enable a greater level of oversight, accountability and peace of mind for families.

Mossdale Residence is the centrepiece of the

health and wellbeing campus that is being developed on the old Burnholme Community College site in York. Alongside the care home, this campus will comprise healthcare facilities, a library, a range of community and sports facilities, as well as much needed new housing. The development of this new care home is the first of a number of new partnerships HC-One has formed with local authorities that are keen to see the organisation operate in their local area, and HC-One’s new development division will be announcing further partnerships in due course.

Ideal Carehomes starts recruiting for £10m care home in Bicester Bicester’s newest care home, Launton Grange, is recruiting for up to 50 team members ahead of its commissioning later this year. The new team will complete an intensive induction period before the home opens, providing residential and dementia care for up to 66 residents.

Built at a cost of £10 million, Launton Grange will be Ideal Carehomes’ 21st care home and will include a cinema room, beauty parlour, convenience store and airy botanical rooms leading onto landscaped gardens.

RIGHT: Illustrative view of Ideal Carehomes’ 66-bed care home in Bicester, scheduled to open later this year.

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building with care

May 2020

www.careinfo.org

Bradford care home adds 17 rooms Ben & Jack Redhead outside Well Springs nursing home

A nursing home in Bradford has completed an expansion of its premises with the support of a £1.4 million funding package from HSBC UK. With the funding, Well Springs nursing home has been able to create 17 additional rooms providing specialist dementia and end of life care, increasing the total number of beds from 48 to 62.

As well as creating new residential rooms, the

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800 square metre redevelopment features a large dining area with views of the garden, a terrace and a coffee lounge. The development also saw the inclusion of a medical room, new kitchen and state-of-the-art laundry facility.

Well Springs managing director Jack Redhead said the funding from HSBC UK had been crucial to completing the work.

“We’re incredibly proud of the care we provide at Well Springs so it’s fantastic that we can accommodate even more people over the coming years thanks to this expansion,” said Mr Redhead.

The deal was part of HSBC UK’s £1.05 billion lending fund to support small and medium-sized enterprises in Yorkshire.

£4.8m affordable elderly housing development opens in Lincolnshire A £4.8 million development providing affordable accommodation for elderly people has opened in Nettleham, Lincolnshire.

Designed exclusively for over 55s by Cambridge-based Saunders Boston Architects for Lace Housing, The Burrows will provide a total of 36 affordable, safe and secure homes for the local community.

The development is made up of 22 twobedroom apartments and 14 two-bedroom bungalows which are designed to provide light, spacious and accessible accommodation. Each home contains a fitted kitchen with built-in oven and a wetroom comprising a modern three-piece bathroom suite with double shower enclosure, wash handbasin and lavatory.

Saunders Boston Architects worked alongside local construction firm Lindum Construction to deliver the development. The scheme has been part-funded by Homes England through its Shared Ownership and Affordable Homes Programme,

Each of the 35 homes contains a fitted kitchen with built-in oven and a wet-room comprising of a modern three-piece bathroom suite with double shower enclosure, wash hand basin and WC.

which aims to increase housing options for older people in England by March 2022.

The Burrows is the second of two developments, designed by Saunders Boston Architects for Lace Housing.

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Freehold Ref No: 47007

Freehold Ref No: 46648

Freehold Ref No: 47722

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£1,199,999

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£925,000

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Freehold Ref No: 47311

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Offers Invited

POW ER ED BY .co.uk

21-40CT0520gh.qxp_Layout 1 22/04/2020 11:42 Page 32

business & property

May 2020

www.careinfo.org

Healthcare Homes takes over six Four Seasons care homes Using a newly created company incorporated in late February, Healthcare Homes (Spring) has announced that it is taking over the management of six care home operations from Four Seasons Health Care Group, as part of a restructuring process.

Operating as part of a management agreement, Healthcare Homes becomes the nominated new provider which will operate the six homes on behalf of administrators, Daniel Smith and Oliver Haunch of Grant Thornton UK, pending CQC reregistration of the homes. As the new provider,

Healthcare Homes will ensure continuity of care is provided to existing residents, alongside each home’s existing workforce. The homes, totalling 313 beds, are: ■ Ladymead in Wroughton, Swindon ■ Kingsmead in Swindon, Wiltshire ■ Oak Tree in Yate, Bristol ■ Alexandra in Hemel Hempstead, Hertfordshire ■ Romford Grange in Romford, Essex ■ Albany in Headington, Oxfordshire.

Healthcare Homes chief executive Gordon Cochrane said his company would work closely

with all stakeholders to make the transition seamless.

“The investment in the homes brings positive stability to residents and staff, while also delivering on our growth ambitions,” said Mr Cochrane. “We look forward to working closely with staff, residents and relatives moving forward to maintain the highest standards of consistent care possible. We will also be identifying areas where investment can support further improvement at each home.”

The management contract with Healthcare Homes began on 7 March.

Talks under way to sell Brighterkind Terra Firma, the owner of Brighterkind, the higherend offshoot of Four Seasons Health Care, is reported to be in talks to sell the group of care homes to Patron Capital Partners.

In a report in early March Sky News said Guy Hands, one of Britain’s most prominent financiers, was in talks to sell a disputed portfolio of two dozen care homes to a specialist real estate investor for more than £200 million.

The portfolio of homes has a series of management and service arrangements with Four Seasons Health Care, the UK’s second-biggest care home operator, which crashed into administration in April, putting thousands of jobs at risk.

A separate process to find a new owner for Four

Seasons’ 250 residential and nursing care sites is being overseen by Alvarez & Marsal, the company’s administrator. It was reported that bids from interested parties had been sought with an end of March deadline.

The portfolio of homes being sold is not connected to Four Seasons’ insolvency, although, confusingly, a number of sites included in the administration process are also branded Brighterkind.

The standalone Brighterkind portfolio, which is chaired by the former J Sainsbury chief executive Justin King, is profitable, and largely consists of more lucrative self-funded residents.

If the talks between Terra Firma and Patron

Occupancy remains steady as providers batten the hatches 32

Specialist care home property consultants Carterwood has published the results of a survey of care home operators designed to gauge the impact of Covid-19 and measures to combat it.

The survey suggests there has been a very limited effect on occupancy, with 88% of those providers who responded seeing no reduction at all so far. Carterwood says anecdotal evidence indicates that some operators are actually seeing a rise in occupancy.

Supplier costs have clearly started to rise with demand, with 55% of operators seeing supplier costs increase a little, and 15% experiencing dramatic increases.

Although more than half of operators still expect a reduction in occupancy over the

next three months, the proportion forecasting no reduction at all is significantly larger now (43%) than it was on 11 March (22%).

Carterwood also asked providers to share any specific viewpoints not covered in the survey and staffing came up time and time again as a major concern for respondents.

Despite the adverse conditions, market sentiment remains reasonably positive, with 85% of respondents viewing the care market with “slight or greater confidence”.

As the Covid-19 outbreak escalates and the economic situation becomes more precarious, the sector is now viewing investment with caution: 44% of respondents stated that they have changed their 2020 investment plans.

come to nought, people close to the Brighterkind process expect its 24 homes to be sold on a piecemeal basis.

A successful sale of the business would curtail the scale of Terra Firma’s losses on Four Seasons, which it bought in an £825 million deal in 2012.

The company’s £500 million-plus debt pile has been the subject of restructuring negotiations for years, with most of the group’s debt now in the hands of H/2 Capital Partners, a US-based hedge fund.

H/2 is seen as the likeliest owner of the business after having pumped hundreds of millions of pounds into its bonds, although it’s unclear whether it will make an offer by itself.

Home care providers are struggling to cope Covid-19 has left some home care providers struggling to cope, says their professional association, the UK Home Care Association (UKHCA).

The association says Covid-19 outbreak has put care companies which were already financially vulnerable under additional pressure, and that they need more funding, more protective equipment for staff, and clearer guidance on protecting clients.

The extra demands placed on care at home by the outbreak have thrown the underlying social care crisis into sharp relief, says the UKHCA. While a £350 billion package to support businesses “small and large” was pledged by chancellor Rishi Sunak in late March, the chancellor did not make any comment about social care funding in the crisis, nor did he mention any plans for social care in the government’s recent budget announcement.

21-40CT0520gh.qxp_Layout 1 22/04/2020 11:42 Page 33

business & property

May 2020

www.careinfo.org

Holmes Care Group agrees £47.5m deal with Impact Healthcare REIT Holmes Care Group has finalised a long-term partnership with Impact Healthcare REIT, in which nine of its properties in Scotland will be acquired

by Impact and leased back to Holmes Care. This deal will see Impact provide a cash injection of £47.5 million to Holmes Care Group, which will continue to operate all of the homes as before.

The agreement will allow Holmes Care Group to make substantial investments across its homes and services. The properties have been bought in a sale and leaseback transaction, with a fixed 25year lease, allowing the group to continue to provide the long-term care and support which it has provided since the group was founded in 1982.

Holmes Care Group managing director Sharifa Lakhani said the deal with Impact would allow the group to invest continuously in its homes across Scotland while maintaining its tradition as a family-

run business.

“This long-term arrangement will see us continue to operate all of the homes, and is great news for residents, their families and our team,” said Ms Lakhani.

The nine homes involved in the agreement

SHARIFA LAKHANI: This long-term arrangement will see us continue to operate all of their homes, and is great news for residents, their families and our team.

Four Seasons to transfer 58 care homes Major provider Four Season Healthcare has announced the transfer of a further 58 care homes and specialist units owned by landlords to new operators. In a statement on its website, Four Seasons said administrators had been appointed to handle the migration of the homes, along with 10 closed homes and specialist units.

Company chairman Allan Hayward said that Four Seasons hoped for “the orderly migration of these homes and specialist units to new operators”.

The homes affected are in the East and West Midlands, the Northwest and Northeast of England, including Yorkshire, Eastern England, the Southeast, Scotland and Wales,

plus Northern Ireland. Four Seasons entered into negotiations with its landlords last year with the aim of pushing them to lower their rents, but the landlords have been unwilling to bow to the demands of Four Seasons and its administrators, which has led to the group simply handing the homes over to rival operators.

Former pensions minister Baroness Altmann has questioned whether the Care Quality Commission has sufficient powers to judge whether these new operators have the financial firepower to run the homes.

“Every time you pass on ownership to a new party it increases the risk to elderly residents,” said Altmann.

represent 649 beds at present, with two services located in Drumchapel, Glasgow, and the remaining seven located across Aberdeen, Wishaw, Banknock in Stirlingshire, Renfrew, Greenock, Armadale in West Lothian and Stevenston in Ayrshire. All nine homes already hold high ratings from Scotland’s healthcare regulator, the Care Inspectorate.

Holmes Care Group is a family-run business and offers a range of services including residential, palliative, nursing and dementia care, as well as day services for the elderly and support for young people with disabilities.

In addition to continuing to operate the nine homes involved in this acquisition, Holmes Care Group will maintain ownership and operation of its four homes in England.

33

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21-40CT0520gh.qxp_Layout 1 22/04/2020 11:42 Page 34

business & property

May 2020

www.careinfo.org

Savills: investment into UK healthcare real estate has doubled year-on-year According to commercial property consultants Savills’ latest ‘Healthcare market in minutes’, more than £3 billion was invested into the UK healthcare real estate market in 2019, which was double that recorded in 2018 at £1.5 billion.

The firm notes that this increase in transaction volumes was predominantly as result of continued appetite from UK-based institutional investors and REITs attracted by long leases and indexed rental uplifts, as well as renewed interest from overseas buyers.

Savills’ research highlights that US REITs have been particularly acquisitive following a year of limited activity and less than £300 million invested between 2015 to 2018.

However, in 2019, US REITs invested more than

£1.95 billion into UK healthcare real estate assets across four separate transactions, the largest of which was Medical Properties Trust acquiring 30 private hospitals for £1.5 billion.

Medical Properties Trust also acquired eight private hospitals from Secure Income REIT at a sub 5% yield for £347 million.

Savills’ head of healthcare Craig Woollam said changing occupier behaviour had resulted in shorter leases in the mainstream commercial property market.

“Healthcare assets continue to offer the longerterm lease lengths and inflation-linked rents that pension funds find so attractive,” said Mr Woollam.

“This is a key reason why the market has seen such a significant increase in interest from REITs,

as well as the emergence of specialist healthcare REITs. “Over the past year we have seen the spread of investors into the healthcare market become more international. While the US was particularly dominant, we also saw capital come from Europe, the Middle East and Asia, all of which are now competing with domestic money for buying opportunities.”

The Savills report shows that independent hospitals were most popular with investors, accounting for just under 70% of healthcare investment in 2019. UK care home investment saw a decrease in 2019 to £615 million from £1.2 billion as result of the continued lack of quality stock available in the market.

Healthcare Homes acquires two Norfolk nursing homes

34

Healthcare Homes Group has acquired Saxlingham Hall nursing home in Saxlingham Nethergate, south of Norwich and Walcot Hall nursing home in Walcot Green, near Diss in South Norfolk. This increases the group’s portfolio to 39 care homes across the East and South of England, with ten of them in Norfolk.

The group has acquired the homes from Saxlingham Hall Nursing Home, founded by Alan and Jane Bird. Mr Bird has owned Saxlingham Hall since 1980 – only the second owner since it became a nursing home in the 1950s – and in August 2005 he acquired Walcot Hall.

Situated on the outskirts of the village of Saxlingham Nethergate, Saxlingham Hall is a former manor house which has been sympathetically extended and modernised to provide long-term care and respite services for up to 36 people living with a range of needs.

Walcot Hall was built in the eighteenth century and provides respite and long-term care for up to for up to 42 people, in modern, comfortable accommodation. The home is set in three acres of ground with a small lake and expansive lawns.

“Both Saxlingham Hall and Walcot Hall are fantastic homes that have been managed with professional dedication since 1980,” said Healthcare Homes chief executive Gordon Cochrane. “We are delighted to complete the purchase of the homes and very much look forward to working with the existing team to continue delivering the same high standards of care that residents and their families are accustomed to.”

Healthcare Homes head of finance Matt King with chief operating officer Helen Gidlow and chief executive Gordon Cochrane.

21-40CT0520gh.qxp_Layout 1 22/04/2020 11:42 Page 35

business & property

May 2020

www.careinfo.org

MARKET ANALYSIS

Healthcare system would collapse without social care workers

By SAM WRIGHT, senior director with the healthcare team at CBRE On Thursday 2 April at 8pm the quiet residential road on which I live burst into a roar of whooping, pot banging and clapping as everyone on the street came to their doors and windows to show their support for our NHS and care workers. It was an incredible show of unity that was truly humbling, awe inspiring and, of course, well deserved.

What struck me the most about this was that it wasn’t just applause for the doctors and nurses, or a clap for those who work in hospitals; it was praising all of our care workers, including those in social care.

For as long as I can remember, social care workers have been the Cinderellas of the healthcare world. Despite, working tirelessly day-in, day-out on the front line to deliver great care and make a difference to people’s lives, they rarely seem to get much recognition outside of the sector. So it was great to see them and their work being applauded so publicly and by so many people across the country.

The following day I popped down to my local Sainsbury’s to pick up some essential supplies. Glancing at the opening times as I walked through the door, I noticed that the special opening times for NHS workers had been expanded to include social care workers. Once again, I was buoyed to see the hard-working men and women of social care being recognised by those outside the sector. But more than that, it was fantastic to see their work being given the same level of importance as those in the NHS. While it may not be as glamourous as open-heart surgery, or as acute as intensive care, it is no less important and without it our whole healthcare system would quickly collapse.

The next few days and weeks are going to be tough for everyone, and especially those health and social care workers on the front line. But if, as a consequence, their hard work, dedication and importance starts to get the public recognition that it deserves, then at least something good will have come out of all of this.

For the latest news in social careinfo.org care, go to: Caring Times’ official website

The Alzheimer’s Show 2020 – Postponement (Covid-19) Due concerns about the coronavirus and the many impacts this may have on The Alzheimer’s Show 2020, we have made the decision to postpone the event due to be held on 5th and 6th June 2020. The show will now be held in the Autumn and we are working with Olympia on appropriate dates.

This has been an extremely difficult decision and we deeply regret any inconvenience this postponement may cause, but as organisers it is our primary responsibility to ensure the health and well-being of our visitors, exhibitors and stakeholders.

We look forward to sharing with you the revised date as soon as possible.

In the meantime if you have any questions please do not hesitate to get in touch. Telephone 01892 723 195 or email info@alzheimersshow.co.uk

35

21-40CT0520gh.qxp_Layout 1 22/04/2020 11:42 Page 36

care businesses sold

May 2020

www.careinfo.org

PROPERTIES AND BUSINESSES RECENTLY SOLD IN THE CARE SECTOR Victorguard Care The group operates three purpose-built care homes: The Beeches, Wibsey, Bradford - registration 60 Willow Bank, Bradford - registration 59 Laurel Bank, Bradford - registration 63 Buyer

The group was acquired by Impact REIT

and the care homes will be operated by Silverline Care.

Feversham Lodge Location

Seller

Stephen and Joanne Walkden

Agent

Bespoke Care

Tel

01142 369532

York

Registration

5-bedroom guest house

Buyer

Gravers Care Home Ltd

Seller

Jane and Peter Benson

Agent

Christie & Co

Tel

Location

Four Marks, Hampshire Hartford Care

Seller

Belford Care Ltd

01772 775777

Redwoods Dowling Kerr 01772 775777

Agent Tel

Tel

The Clarendon Group

Seller

Midlands Health Care NGA Care

Tel

07943 107 887

Christie & Co

Live-In Care Service Agent

Buyer

020 7721 420 656

Planning permission has been obtained to build an additional 10 bedrooms and two pairs of semi-detached bungalows within the grounds. The care home sits in an overall plot of about three acres.

Location

Leicester 50 elderly, care home with nursing

32 elderly, dementia & mental health

RegistrationThe business was established to provide reliable and adaptable care for children, young people, and their families, delivering about 1,150 hours of care

Tel

Agent

Agent

Belford House Registration

Redwoods Dowling Kerr

Mrs Sally Chundoo

Registration

Buyer

Agent

29 elderly

Seller

Location

Leeds

on a weekly basis

King’s Heath, Birmingham

Registration

Rushey Mead Manor

Location

Domiciliary Care Agency

Location

Tel

020 7721 420 656

New owners, Mr and Mrs Gravers of Gravers Care Home Ltd have bought the property with the intention of converting it into their second care home within the York region.

Rosemary Lodge

Bristol Redwoods Dowling Kerr

Saxlingham Hall Nursing Home Location

Saxlingham Nethergate, Norfolk

Registration

36 elderly

Buyer

Healthcare Homes Group

Seller

Alan & Jane Bird

Agent

Christie & Co

Tel

01473 274 904

01772 775777

Kingsacre luxury suites care facility Location Registration

36

Castlethorpe Nursing Home

Agent

Location

Tel

Registration

Brigg, Northeast Lincolnshire

Christie & Co 07764 241 280

59 (trades full at 44) elderly

Buyer

Nitin and Parum Sidhpura

Seller

Dr Craven

Agent

DC Care

Tel

Clydebank, Scotland 66 care home with nursing

Location Registration

Diss, Norfolk 42 elderly

Buyer

Healthcare Homes Group

Seller

Alan & Jane Bird

Agent

01937 849268

■ Information appearing in ‘Care Businesses Sold’ is published in good faith that the information is accurate and cleared for publication. The onus for accuracy is on the property agent. Caring Times will not publish, in a subsequent issue, corrections or alterations to information supplied.

Agents, please note that items cannot be withdrawn once the copy deadline has passed.

We advise readers to confirm any details with the property agent concerned.

Walcot Hall Nursing Home

Tel

Christie & Co 01473 274 904

Avenue House & Apple Tree Court Location Registration

Mountside Location Registration Agent Tel

Wolverhampton, West Midlands Vacant, previously 47 elderly

Buyer

Zed Ahmed & Balbir Singh,

Seller

Upon the instructions of

BZ Property Holdings Hastings, East Sussex 52 elderly Redwoods Dowling Ker 01772 775777

J Karr & S Killick – Joint LPA Receivers Agent Tel

DC Care 01937 849268

21-40CT0520gh.qxp_Layout 1 22/04/2020 11:42 Page 37

business & property

May 2020

www.careinfo.org

Chaucer House acquired

by Avante Care & Support Not-for-profit provider Avante Care & Support has acquired the 60-bed Chaucer House care home in Canterbury, Kent.

The modern purpose-built nursing and dementia

care home becomes the tenth home in the Avante family, which cares for more than 1,000 people through its care homes and home care and wellbeing services across Kent, Bexley and

The 60-bed Chaucer House has been acquired by not-for-profit provider Avante Care & Support

Greenwich. All Avante’s nine care homes and two home care branches are rated as Outstanding or Good by the Care Quality Commission. Chaucer House however, was rated Requires Improvement at the time of its acquisition by Avante in early March.

Local media had previously reported that the home had been put into special measures by the Care Quality Commission after it was rated Inadequate following an inspection by the CQC in January last year when the home was operated by Maria Mallaband Care Group.

Many residents and their families came to the home’s defence, praising the care they received and Chaucer House was taken out of special measures last August.

Avante managing director Stuart Cross said the company would be looking to build on the excellent work that already goes on in Chaucer House.

“A key part of this will be introducing our philosophy of care, the Eden Alternative,” said Mr Cross. “All our existing homes and services are Eden accredited and we think this provides an ideal foundation for personalised, attentive care that promotes a vibrant and fulfilling life.”

Gold Care takes on two London care homes Gold Care Homes has added two care homes formerly run by Sanctuary Care into its operational portfolio.

The 42-bed Carlton Dene in Maida Vale and 42bed Westmead in Notting Hill, both now rated Good by the Care Quality Commission, were among six care homes outsourced by Westminster City Council to not-for-profit provider Sanctuary Care in 2015. All six were rated Requires Improvement at the time of the transfer.

In June last year, local media reported that Carlton Dean had been criticised by Labour politicians, while the council had written to Sanctuary expressing concerns over the home’s management. Labour councillors were reported to have criticised Sanctuary for “undermining the working conditions” of care home staff by not paying staff the London Living Wage and the group called for homes under Sanctuary’s control to be given back to the council.

Carlton Dean, which previously offered only residential care but is now also registered for nursing, was inspected by the Care Quality Commission and was rated Required Improvement in all five key areas of assessment.

Gold Care chief executive Ravi Gidar said staff at the two homes had now been transferred under TUPE.

“We were approached by Westminster City Council directly to take on these two additions into the Gold Care family,” said Mr Gidar “Our teams have been working hard to ensure that we will improve the quality of care provided in these

homes to enhance the residents experience – bringing them joy, happiness and fulfilment.”

The two homes take Gold Care’s operational portfolio to 23 care homes with a total of around 1,300 beds.

37

Recently taken over by Gold Care Homes, the 42-bed Carlton Dean is now registered to provide nursing care.

21-40CT0520gh.qxp_Layout 1 22/04/2020 11:42 Page 38

Buy businesses.

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