Caring Times October issue

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

Care home insurance – premiums skyrocket

New build/refurbishment – design considerations

Public provision – social care apartheid?

Retirement living – call for planning reform

October 2020

Social care business management

FOUNDING PRINCIPLES INFECTION CONTROL FROM THE GROUND UP

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inside 4 40 INFECTION CONTROL FROM THE GROUND UP

LATEST NEWS SEE PAGE 14

October 2020

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CARE HOME INSURANCE

Pandemic sees premiums skyrocket, with no cover for Covid

Community Integrated Care chief executive MARK ADAMS talks about future public provision

10

APARTHEID?

12

REGULATORY REVIEW

18

VISITING RIGHTS

38

INTERIOR DESIGN

42

RETIREMENT LIVING

NYTHAN SMITH says there is more need than ever to evidence practice

LEWIS HASTIE explains the role of the Court of Protection in resolving family access disputes Foxholes’ NEIL GANDECHA talks about designing for dementia Knight Frank/Irwin Mitchell: planning is key to future development

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news

October 2020

www.careinfo.org

Providers sound alarm as pandemic causes insurance costs to escalate A Yorkshire care provider has called for urgent Government intervention after finding his care home insurance costs had escalated by 80% as a consequence of the Covid-19 pandemic.

Saint Cecilia’s Care Group owner Mike Padgham said his previous insurer, like many others, had stopped offering cover to care providers because the risk is too great.

“Those that are offering cover are charging huge premiums because of the risk involved and because they know that we have to have insurance.”

Saint Cecilia’s previously paid £10,000 per year but when it came to renew they received a quote for £18,000, an increase of 80%.

Even with the increase in cover premium, the company won’t be covered for Covid-19 in the future.

“I do have some sympathy with the insurance companies because they’re worried about the risk, which is why I want the government to step in and help the industry,” said Mr Padgham.

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“We stood up and accepted discharged patients into our homes from hospitals, aware of the risk but willing to do so to provide care to people with the virus and to keep our provision viable.

Now, because of that, we cannot get insurance without paying premiums that will put enormous financial strain upon our business.

“We want to play a part to help the government if a second wave of coronavirus does come, to admit people and to help them.

But we’re not going to be covered for that in the future if that’s what happens.”

The National Care Association surveyed 68 homes that needed to renew their insurance and discovered that 68% of those surveyed had an increase in their insurance premium; 35% had to change insurance provider and 93.5% had no

Covid-19 cover included in their renewal.

The call for government support has been echoed by provider representative body Care England whose chief executive, Professor Martin Green, said some of the association’s members had reported that their insurance premiums had risen exponentially as a result of the Covid-19 pandemic.

“It is essential that the adult social care sector is funded and supported accordingly,” said Prof.

Green. “Also it is imperative that the government considers what policy mechanisms and guidance are at its disposal to support the frontline, for example the indemnification of the sector and local support strategies. With care homes being under such immense financial pressure at the moment this could spell catastrophe.”

Caring Times is media partner for Pinders Healthcare Design Awards Caring Times is delighted to be the media partner for the 2021 Pinders Healthcare Design Awards as we celebrate the awards’ 30th anniversary.

The event has played a major role in helping shape the huge improvement in care facilities since it was launched in 1991 and its awards are much valued by care homes nationally. Entries are now being sought for the 2021 competition. As always, the awards will recognise excellence in the long term care and independent living sectors but there will be a subtle change to categories for 2021.

We appreciate that its takes a large team to create a winning project, involving the owners, architects, contractors and specialist designers of interiors, lighting and gardens, and judging will focus on these different aspects, rather than just the overall package.

For newly built care homes, awards will be given for the following: ■ Best Architectural Design – the layout and aesthetics of the buildings within their setting.

■ Best Interior Design – maximising the resident experience through colour, contrast, materials and signage.

■

Best Exterior Design – how terraces, balconies and gardens benefit residents and their visitors.

For Independent Living projects (extracare, retirement homes, care villages): ■ Best Independent Living Scheme For both care homes and independent living projects: ■ Best Regeneration Project – restoring, remodelling and improving existing properties.

■ Innovation in Design – pushing the boundaries with technology and creativity.

Projects can be entered for more than one category and be submitted by any party involved in the project – with the permission of the owners.

To download an entry form, please go to the Pinders Healthcare Design Awards website or contact Jon Chapman at Pinders (jon.chapman@pinders.co.uk).

The closing date for entries is 31 December 2020.

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news DIGEST

October 2020

www.careinfo.org

NHS leaders’ plea to Prime Minister: ‘honour your promise on social care’ The NHS will not have any hope of clearing the backlog of routine operations unless there is a comprehensive and funded plan to support social care services through the winter months.

That is the message from major health organisations who are warning that patients will be stranded in hospital because arrangements are not in place in the community or in care homes to support them. Also, they fear more patients will end up in emergency departments because they have not been able to access the personal care they need to keep them safe and independent in their own homes.

In a letter to Boris Johnson, the health leaders call on the Prime Minister to honour his pledge to fix social care “once and for all” and to set out a timetable for reform which addresses both the immediate crisis and the need to put these services on a sustainable footing.

The letter, signed by members of the Health for Care coalition, which is chaired by the NHS Confederation, asks for immediate action: “With the potential of a second wave of

to operate at reduced capacity Covid-19, localised outbreaks, because of the need for social and the challenges of winter distancing and infection control. ahead, we are now gravely Niall Dickson, chief executive of concerned about the ability of the NHS Confederation and chair social care services to cope. of the Health for Care coalition, These difficulties will be said the scale of the challenge compounded by the need to was enormous. simultaneously provide care and “Covid-19 has highlighted the rehabilitation to patients suffering critical role that social care plays from the long-term effects of in supporting the NHS, but it has Covid-19 and those who have also exposed a fractured, undernot had Covid-19 but have staffed and underfunded system experienced a decline in health Niall Dickson in desperate need of reform,” said as a result of shielding during Mr Dickson. “Social care services urgently need lock-down.” immediate funding to deal with the aftermath of The letter came after the NHS was set very the pandemic and to prepare for the possibility of stretching targets for resuming further localised outbreaks, as well as a longservices which had to be paused during the first term plan, which successive governments have stage of the coronavirus pandemic. failed to deliver. Without this, the NHS will be Health service leaders were already concerned fighting with one hand tied behind its back. The that the targets looked unrealistic, given Prime Minister has promised to ‘fix social care’, workforce vacancies, exhausted and burnt-out we now need that promise fulfilled.” staff and the fact that many services are having In a report published in mid-August, the NHS Confederation has also set out what will be needed to make sure social care can support the health service effectively. The report calls for: ■ Immediate additional funding for social care to help it deal with the aftermath of Covid-19 and lifeline to so many care workers who have prepare for winter; struggled to juggle the demands of their work ■ A long-term funding settlement that secures the and families. future of the sector; “We are hoping this new support will go some ■ A long-term plan for social care including help to way to help make up for the considerable develop a better trained workforce to deliver sacrifices many care workers have made, and all care; at their own cost,” said Ms Gerlich.

■ A decisive shift to person-focused, outcomesAs part of the application process the usual based commissioning. compulsory evidence requirements are in place.

Care Workers Charity launches grant to help meet child care costs Care workers can now apply to the Care Workers Charity for a child care costs grant (including retrospectively, from 23rd Mar 2020) which will offer support up to £2,000.

Grants are now available towards child care costs for children up to five years – for up to £125 per week. Also, an applicant can apply for child care costs for a childminder for six to twelve-year olds during term time – for up to £70 per week and holiday child care costs – for up to £150 per week.

Care Workers’ Charity executive director Karolina Gerlich said the new grant would be a

Applications for child care costs up to £2000 can be made here: thecareworkerscharity.org.uk/covid-19-emergency-fund/

Last month, the Public Accounts Committee reported that the pandemic had demonstrated the “tragic impact” on social care of “years of inattention, funding cuts and delayed reforms”.

6 Providers need to have robust whistleblowing policies in place, says law firm Social care employers need to have robust and well managed whistleblowing procedures in place so that their staff have the confidence to report complaints internally, rather than directly to the Care Quality Commission, says James Sage, partner at law firm Royds Withy King.

“A recent study by the Daily Express indicated that there has been a significant increase (66%) in complaints made by care staff to CQC during the Covid-19 pandemic, with the majority of concerns raised relating to infection control, social distancing and a lack of PPE,” said Mr Sage.

“It comes as no surprise that this unprecedented situation has created an increased risk of whistleblowing disclosures due to health and safety risks. However, it is a

concern that staff are bypassing employers and making reports directly to CQC.” Mr Sage offers some practical tips for dealing with whistleblowing disclosures. Providers should: ■ Ensure managers are alert to the increased risk of whistleblowing disclosures during Covid-19 and have sufficient training to spot them.

■ Have a clear policy on how concerns should be raised.

■ Reassure staff that they are positively encouraged to raise concerns so that they can be investigated, addressing any failings and learning from any mistakes that have been made.

■ Reassure staff that the disclosure will not adversely affect their position at work.

Recognise that having a facility for anonymous reporting is also likely to encourage concerns being raised internally in the first instance.

■ Remember that a worker only has to have a reasonable belief in the alleged wrongdoing and can still be protected even if they are mistaken about the perceived wrongdoing.

■ Discuss with the worker what additional support they might need during what can be a difficult or anxious time with access to mentoring, advice and counselling.

■ Keep the worker informed of the progress of the investigation.

■ Record the number and nature of whistleblowing disclosures and regularly audit them to spot any patterns.

■

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news DIGEST

October 2020

www.careinfo.org

Surrey set to celebrate social care A virtual celebration of social care is to be hosted by the Surrey Care Association as it looks to honour the work undertaken by adult social care workers throughout the coronavirus crisis.

Aiming to celebrate the outstanding dedication displayed by care workers and those caring for loved ones at home since the advent of Covid-19, the association is doing away with its usual annual awards, which recognise individual achievements and is instead hosting the celebration in acknowledgement of the tremendous work that has been done right across the sector.

Set for Friday 20th November, the event will be hosted via Zoom call, and will be looking to celebrate the industry’s contribution to combating the impact of the virus using a collage of positive, vibrant videos that showcase the best of social care.

Surrey Care Association chief executive Erica Lockhart said the sector had been at the forefront of the fight against coronavirus, supporting and caring for the most vulnerable people in society.

“Following a very tough time, we’re looking to

celebrate our achievements by hosting a positive event that highlights the very best of carers and the caring industry,” said Ms Lockhart.

“We’re not limiting it to professional social care workers though, and are inviting those who look after relatives at home to also get involved – with part of this being a collage of video clips that serve to display the rewarding nature of care.”

The association is asking providers and carers from around the UK to submit videos that demonstrate how their teams or individuals have kept both themselves and those they care for entertained during an extremely challenging time.

The event is open to anyone who operates in a care capacity, so if they care for a loved one, or have a loved one in receipt of care either at a care home or via home care they’re free to register their interest – and are also welcome to submit a video.

The collated videos will be broken down into multiple categories which will be highlighted during the event and cover the following:

Care Sector Fundraising Ball promises an ‘heroic’ night in April Following the recent announcement that the Care Sector Fundraising Ball has been postponed from its September 2020 date, organising committee chair and chairman of Hallmark Care Homes, Avnish Goyal has promised an “incredible night” for the new April 2021 date.

“Not only will we deliver our promise to raise an amazing amount for our charity partners, the Care Workers Charity & the Alzheimer’s Society, but we will celebrate our truly heroic frontline teams and their awe-inspiring hard work, dedication and unwavering resilience shown during the Covid-19 pandemic”,” said Avnish.

Jonathan Freeman, vice-chair of the organising committee and chief executive of the CareTech Foundation recognised the utmost importance of keeping everyone safe and the reason to postpone the event in the context of the ongoing pandemic.

“Whilst we understand the huge disappointment felt across the sector, respecting social distancing to prevent the

spread of the infection must remain our main priority,” he said.

Chair of the ball committee and trustee of the Hallmark Care Homes Foundation, Anita Goyal, said April’s event would be an exceptional night, bringing everyone together to share and celebrate the amazing achievements of colleagues and friends across what is becoming known as a truly inspirational sector.

Since its inception in 2018, the Care Sector Fundraising Ball has raised £348,000 and for 2021 organisers have their sights firmly set on breaking through the £500,000 target.

The Fundraising Ball will now take place on Saturday the 24th of April 2021 at the Grosvenor House Hotel Ballroom, Park Lane, London with BBC London News presenter and reporter Asad Ahmad already confirmed as host for the event.

■ To find out more about the tickets and sponsorship opportunities at the 2021 event, visit www.caresectorball.org.uk

1) Best PPE dress up 2) Inventive lock-down programme for residents/service users 3) Family lock-down catch-up 4) Staff dance and music 5) Creative cooking 6) Recognising teams 7) Memories “Many care providers have been sharing their experiences during the pandemic via video – either over zoom calls or via WhatsApp or by using other sharing platforms as they help to keep people informed and connected,” said Ms Lockhart.

“We know there’s a wealth of brilliant footage out there, and we’re asking people to send these into us so that we can create a wonderful vision of care in Surrey.”

■ For more information, visit surreycare.org.uk/about-sca/celebration-ofsocial-care-in-surrey

Call for probe into DNR orders in care homes Commenting on the Queen’s Nursing Institute report on “Do Not Resuscitate” (DNR) orders being placed on older care home residents during the coronavirus pandemic, older people’s charity Independent Age chief executive Deborah Alsina has said the findings are very concerning.

“The pandemic has been an extremely challenging time for both patients and health and care professionals, but older people should not have their choice and control removed regarding how their life ends, simply because of their chronological age,” said Ms Alsina.

“Older people need to be given clear information so they can make the decision that’s right for them. This new research shows that sadly, in many cases, people seem to have had their wishes and preferences ignored.

“Do not resuscitate orders should, wherever possible, be made in consultation with the person concerned and their family and be based on fitness to be treated, as well as personal preference. Care home staff have been under enormous pressure over the last five months and it is unfair on both staff and residents, to be instructed to change DNR plans without consultation.

“It’s critical that the decision-making process that allowed this to take place is properly investigated so that the same mistakes are not made again.”

■ The Queen’s Nursing Institute report can be accessed at: https://www.qni.org.uk/news-andevents/news/major-new-survey-of-care-homeleaders-confirms-severe-impact-of-covid-19/

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news

October 2020

www.careinfo.org

Balhousie honours its care workers From career changers to university students to people who simply want to make a difference, today’s successful care workers come from all walks of life and in early September their outstanding work – in the most challenging of circumstances – was honoured during Professional Care Workers Week.

To celebrate the ‘everyday heroes’ who make up the majority of their staff, major care provider Balhousie Care Group has been featuring its carers on its various social media channels.

Professional Care Workers Week was part of an initiative from The Care Workers’ Charity to celebrate all care workers and give them the respect and recognition they deserve.

Dan Walker, a care assistant at Balhousie Pitlochry care home, said he went into a care role after some advice from a loved one.

“I got into care work on my wife’s recommendation after deciding to change careers,” said Dan. “The best part of my job is that no day is the same and every resident has a story to tell.”

Eighteen-year-old Emma Simpson is a care assistant at Balhousie Huntly care home and about to start university later this month. She loves the flexibility of being able to keep up her role at Huntly while studying.

“What I enjoy most about working in care is

Balhousie Care Group honoured its care workers as part of Professional Care Workers Week

making a positive difference to the residents’ day and seeing them smile and laugh,” said Emma.

“I love how every day is different to the next and I’m learning every day.”

Born in Romania, Flo Hodorog Snr has 12 years experience as a care worker and now works at Balhousie Ruthven Towers in Auchterarder. He loves seeing the joy he can bring to others.

“Helping others and being able to understand the emotional needs of our residents when they are missing their families so much during this pandemic helps me feel fulfilled,” said Flo. Currently recruiting for carers in their Perthshire care homes, Balhousie celebrated their everyday heroes during Professional Care Workers Week to highlight the many benefits of a career in the care sector.

Ombudsman finds home care was poor 8

An elderly couple of 59 years were split up with little regard for their welfare by Royal Borough of Windsor and Maidenhead, the Local Government and Social Care Ombudsman has found.

The couple were separated when the man’s wife was discharged to a care home after leaving hospital. The husband was left to live in the family home with the help of care workers, but quickly deteriorated, becoming depressed, not eating or drinking properly and losing weight. He stopped going out and instead spent a lot of time in his bed.

When the family complained a few days later the council agreed to take more steps to help the man visit his wife, but he passed away just a few weeks after.

A report by the Ombudsman found the council did not do enough to consider the man’s situation when his wife left hospital, despite his family telling it he would suffer at home.

The council did not properly look into whether the couple could continue living at home with the help of live-in carers. Being separated caused the man significant undue distress and contributed to his worsening condition. The council made

inadequate efforts to help the man see his wife.

Additionally, the wife’s move to the care home was made permanent without any formal ‘best interests’ decision being made.

The report found the council took too long to assess the man’s needs initially. Later, when his needs had changed following a hospital admission, there was no evidence it had completed an up to date assessment of his needs at all. This is not in line with the Care Act and meant he was at an avoidable increased risk of harm. The Ombudsman also found the quality of care provided to the man was poor from the first company employed by the council, and he was left without the care he needed by the second company.

On one occasion, after he was discharged from hospital, the man was found by his family in urine-soaked clothes after the care worker had turned up too early and the man had not wanted to be helped to bed at the time. He was left in his chair fully clothed. The care worker had only stayed for 10 minutes instead of the scheduled 30 minutes and did not help him to the toilet. All the lights were left on and the man’s walking stick

was placed too far away for the man to reach from his chair.

Local Government and Social Care Ombudsman Michael King said the case was a prime example of the council losing sight of the real people behind their busy caseloads.

“It appears there was little regard paid to the couple’s dignity or basic human rights, with terrible consequences for the family,” said Mr King.

“First and foremost, people must be treated with the respect and care they deserve, no matter the pressures councils are working under.

“While I know nothing can make up for the poor care the man received in the last months of his life, I hope the changes the council will make to improve services will ensure this sort of thing should not happen to other families in the borough.”

The Ombudsman said the council should apologise to the couple’s son and daughter, and pay them £750 each to recognise the distress it caused in failing to properly consider the risks of separating their parents. It should also pay the son a further £500 for the time, trouble and distress of bringing the complaint.

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2020 Congratulations to our next winners – Jacqueline and Doreen, Volunteers Tandridge Heights Memorial Care Home, Barchester

9

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social care reform

October 2020

www.careinfo.org

Moving towards a social care apartheid?

Caring Times editor Geoff Hodgson asks Community Integrated Care chief executive MARK ADAMS about his thoughts on the future provision of publicly-funded social care.

F

10

ounded in 1988 as one of the pioneers of the Care in the Community Agenda, with the aim of supporting people leaving long stay, institutionalised hospitals to lead fuller, better lives in the community, Community Integrated Care is a not-for-profit provider which has grown and developed to provide a wide range of care services to thousands of people living across England and Scotland, operating 18 care homes for older people and 45 supported living services.

Chief executive Mark Adams joined the charity three years ago, coming from Dubai where he designed and launched a healthcare management business, Anglo Arabian Healthcare (AAH). Comprising an integrated network of 40 clinics, diagnostic centres, hospitals and pharmacies, AAH also included state-ofthe-art greenfield hospitals and pioneering secondary care facilities dedicated to women's health and medical oncology.

Mark Adams has been very forthright in recent months, speaking at a variety of forums about the challenges facing social care; challenges which the Covid-19 pandemic has both exacerbated and brought to a wider public awareness.

“Publicly-funded social care has been in serious difficulties for the past 10 years or so,” he said.

“The level of the fees paid by local authorities has made it necessary that providers find ways to care for people at the lowest possible price.

“There has long been a need for government to take a strategic approach and it is to be hoped that, given the high profile social care has acquired during the Covid-19 pandemic, government will no longer be able to dodge its responsibility.“ Mark Adams believes there will be a capacity crisis in older people’s services in the wake of the pandemic, largely as a

consequence of the closure of smaller care homes.

“Occupancy has declined and is recovering only slowly,” he said. “While bigger operators have been able to weather this, and have been able to adapt their facilities and adopt technology to make their homes more Covid-secure, for many small, pre-1980 care homes, Covid 19 could well be their final death knell.

“And if local authorities are paying just £30k a year for a publicly-funded care home placement and self-funders are paying £90k a year, how can you justify building a new care home for public provision when you know it is going to make a loss?

“We are going at great speed towards a social care apartheid. I hope this can be avoided; I hope that we start to get central political accountability.”

But Mark Adams has doubts about whether bringing social care under the umbrella of a “Super NHS” would be a good thing to happen.

“I think the systems have got to talk and work together,” he said.

“Prior to Covid, many acute trusts had up to 25% of their beds blocked by frail elderly people, many with dementia, who in many cases should never have been in hospital in the first place – there was a lack of joined-up thinking which stopped community support.

“I think that if we are going to have a whole systems solution to social care, we have got to be at the front and centre of all the planning in our local communities. If we could have a national care service that basically sets the eligibility criteria and the funding criteria, what people should get paid, career pathways, whatever qualifications need to be created, and then maybe devolve the delivery to local communities, I think that might be better

than suddenly being made part of a National Health Service that tends to think about everybody as patients and deals with diseases and conditions.

“The emotional intelligence, the empathy, the patience, the tolerance, the care, the desire to give people the best life that we can are characteristics of social care and I think it would be a difficult bedfellow if it suddenly became subsumed and an attempt made to run social care in the same way as a health service. I think these debates are happening and we just need to have a seat at the table and hopefully we’ll get an outcome that takes us a long way forward and which doesn’t just swap bureaucracy of one kind with bureaucracy of another.”

Mark Adams does not expect things to change quickly, believing rather that social care reform will be a long term journey which might take a decade to get to a state which society can be proud of.

“But I do feel that we have started the journey; I don’t think the government is going to be able to continue to kick the can down the road; I think we will now see progress in iterative stages. While it’s a pity it’s not faster, I do believe it’s going to start.

“I think there is an inevitability of an increase in tax in some form or another, whether this be hypothecated or levied on older members of the workforce, but some means must be found to adequately fund social care.”

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legal landscape

October 2020

www.careinfo.org

A new regulatory strategy: what will it mean for providers?

As the regulatory landscape begins to change, it is more important than ever for providers to evidence their practice, says NYTHAN SMITH, solicitor with Ridouts Professional Services. ridout-law.com

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he Care Quality Commission’s regulatory regime has historically centred around a schedule of inspections of providers aimed at assuring the regulator of the quality of care offered. Following the decision to suspend inspections in March 2020 it is apparent that the CQC will be looking to move away from its historic model of inspections for inspections’ sake, with the new methodology likely to be more closely aligned to the information about risk that it gathers from providers and stakeholders to inform it of the regulatory action that needs to be taken.

In CQC’s strategy 2016- 2021 there was a focus on using information gathered from providers and stakeholders to target CQC’s resources more effectively. The suspension of inspections seems to have forced the regulator to address the issue more head-on given its inability to conduct inspections in the routine way. In September 2020 it is expected CQC will move to a transitional phase where it will build on the largely remote monitoring of providers in the past five months with physical inspections returning for services who need to improve, as well as those where risks are identified. Then, in May 2021, the regulator will move to its new strategy which is being developed at present. We don’t yet know precisely how CQC will choose to carry out its activities

and there is an element of crystal ball gazing here but we can ask what this new strategy is likely to mean for providers.

Practically speaking it is likely to mean a decrease in inspectorial activity en-masse across all providers with more emphasis and resource being thrown at those providers that are deemed to be a concern.

With the decrease in frequency of inspections undertaken this may bring with it a change of approach which may result in coming down harder on those providers who are caught in CQC’s crosshairs with increased amounts of time to dedicate towards such action in the absence of more routine inspections.

Interestingly, when writing about assessment and monitoring of GPs, CQC announced it will be trialling the gathering of evidence without a physical inspection of a small number of services.

This could increase the risk of errors being included in information obtained about a service. Providers should ensure that any metrics upon which information about its service is generated is properly entered, regularly audited and is understood by it.

This GP trial of the gathering of information without attending a service could be the basis of the future of monitoring of providers more broadly, if the approach proves to be successful.

There has, on occasion, historically been a lack of evidence which supported action taken by CQC against providers, over and above anecdotal examples which are extrapolated and multiplied to

reach negative conclusions. The bar to be met in CQC taking action has at times been relatively low, based on isolated incidents which have not always justified findings that are made in inspection reports and enforcement action taken on the back of these.

If CQC does take the step to focus more diligently on enforcement action outside of the schedule of routine physical inspections and instead rely on information gathered about a service, it would be prudent for the regulator to build on the evidence base that it has to support the action it chooses to take.

Providers may find it even more difficult to challenge CQC’s findings if the action that is contemplated is supported by compelling evidence which is supplied to providers over and above the narratives that are currently supplied with enforcement action. Currently, action taken by CQC does not include the evidence that it relies on, making it difficult to challenge CQC without a detailed analysis of the evidence which disputes CQC’s findings. Whether CQC continues not to supply the evidence or begins to supply the evidence which supports its findings, providers would benefit from external advisers such as us here at Ridouts to support them in managing their regulatory relationship with CQC and providing effective challenge. It should be noted that CQC did consult on and ultimately decided not to include evidence alongside its reports in June 2017. Whether CQC is now amenable to being more transparent with providing the evidence which supports its findings remains to be seen.

It seems clear that there won’t be a return to the way that CQC performed its activities before Covid-19. Quite outside of the issues with physical visits this presents an opportunity for CQC to recast how it chooses to regulate providers. It seems likely that there will be a greater reliance on evidence which can be gathered outside of inspections themselves with a focus on information gathered from alternative sources- remotely through the provider or local authority or the public ➤ Continued on next page

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legal landscape ➤ From previous page

for example. The accuracy of these alternative sources is not known, however instances of negative practice are likely to be identified more frequently with the shift in focus and trigger action from CQC possibly without merit.

With capacity being freed-up by CQC officers possibly not undertaking routine inspection as often in the future, providers may find themselves under increased scrutiny by a more determined regulator.

It doesn’t seem likely that CQC will abandon physical inspections in their entirety but they are likely to be resumed with a lighter overall schedule. The critical point of defence for providers

remains, however CQC chooses to cast its post-May 2021 phase, that the evidence in the provider’s possession and the actions that it has taken or takes are within the provider’s ultimate control. It will be more important than ever for providers to ensure that the evidence base which supports the quality of care that is provided is robust and actions that are taken to address issues are properly recorded. Where the provider disagrees with CQC’s findings it should push back and have the evidence required to rebut CQC comprehensively.

Pre-Covid inspections often brought with them a number of problems for providers: lack of triangulation of evidence; subjectivity; inconsistency; over

October 2020

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emphasis on one incident to ‘downgrade’ the service. Providers would often turn to Ridouts to challenge the inaccuracies in the report and through carrying out an almost forensic review of the evidence, we would often obtain changes to reports.

Should CQC seek to rely on third-party information to justify enforcement action it seeks to take, providers face an even greater challenge to ensure that they understand the criticism being levied and have a right of response. Having someone external to the provider to be a critical friend to support them in robustly challenging the relationship with CQC can make a difference to minimise the chance of the regulator’s action negatively impacting their business.

NICE issues draft guideline on recognising and preventing abuse and neglect in care homes Staff and visitors can play a vital role in the identification and prevention of abuse and neglect in care homes for adults says the National Institute for Health and Care Excellence (NICE), in a draft guideline published at the beginning of September.

In addition to mandatory training for staff, the guideline covers what abuse and neglect look like, how to recognise the warning signs and what actions to take if abuse or neglect is suspected. It also calls on health and social care practitioners to provide information about what abuse and neglect may look like to residents and their families and carers.

NICE chief executive Professor Gillian Leng said the new guideline would provide practical advice for residents, staff and anyone who spends time with adults in care homes, including family, friends or professionals who may visit.

“Every day, thousands of adults in care homes rely on the support and care of those around them; a fact that should never be taken for granted,” said Prof. Leng.

“This is an opportunity to equip residents, relatives and care professionals with the tools they need to identify neglect and abuse, and empower them with the knowledge of where they can go for help.

“It is our hope that by providing clear guidelines on the steps visitors, staff and organisations can take, we will all be better prepared to protect these residents in their time of need.”

The new guideline differentiates between those physical and emotional behaviours that are possible indicators of abuse or neglect, which should lead people to look carefully at the situation, and the stronger signals that should lead people to suspect abuse and take

immediate action. Recommendations suggest that a staff member or visitor should ‘consider’ abuse or neglect in situations where there may be another possible explanation for a resident’s physical or emotional state. It says individuals should look at these signs and make judgements based on what they know about how each person usually behaves.

PROFESSOR GILLIAN LENG: Equipping residents, relatives and care professionals with the tools they need.

For instance, while there can be similarities between behaviours that are a reaction to abuse or neglect and behaviours associated with dementia, autism, learning disability or acute mental distress, the possibility of abuse or neglect should always be considered as a cause of unexplained behavioural and emotional changes. Some examples of when abuse should be considered include if a resident: ■ has lost or gained weight unintentionally; ■ uncharacteristically refuses or is reluctant to engage in social interaction; ■ does not have opportunities to do activities that are meaningful to them.

Circumstances are also described where abuse should be suspected, where there is no clear alternative explanation. These markers should

not be seen as absolute proof of abuse, but mean immediate action is needed. These include when a care home resident: ■ lives in a dirty, unhygienic or smelly environment; ■ is malnourished or dehydrated; ■ is denied independence aids (such as hearing aids, glasses or dentures), contrary to their care and support plan.

Abuse can come in many forms, including physical, sexual, psychological and financial. In 2018/19 there were 415,050 safeguarding concerns of abuse and neglect of adults raised in England, an increase of 5.2% on the previous year.

The guideline also includes recommendations on policy, training and care home culture, to help care homes improve staff awareness of safeguarding and ensure they are willing and able to report concerns when needed.

Outlining the potential indicators of abuse on both an individual and organisational level, the guideline covers the safeguarding process staff should follow, from identifying a concern through to supporting people during a safeguarding enquiry.

Encouraging multi-agency involvement in safeguarding protocols and procedures, the guideline supports targets set out in NHS England’s Long-Term plan to build stronger links and consistency between care homes, primary care networks and other bodies.

A consultation on the draft recommendations is now open, with stakeholders offered the opportunity to comment until 1 October 2020.

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25 November 2020 | Virtual event

Thank you to everyone who submitted nominations for the 22nd National Care Awards. Year after year, we are overwhelmed by the outstanding quality of entries and this year was no exception!

Here at Caring Times we recognise that Covid-19 has had a widespread effect on the care sector.

Despite the challenges that many of you have been, and are still facing, we know that there are incredible teams, staff, managers, homes, and groups out there that deserve recognition to reflect the hard work and achievements of all involved.

The Gala Evening and Awards ceremony on 25th November will be the culmination of a process many months in the making.

We cannot wait to announce our incredible finalists, who will all be contacted in September.

The Awards celebrate the very best people in the long-term care sector, highlighting excellence and rewarding those who work tirelessly to provide consistently outstanding care, and we can’t wait to celebrate this incredible sector with you in November!

We extend a huge thank you to our Sponsors, without whom this celebration would not be possible. Special thanks to our Main Sponsor, Christie & Co for their continued support!

main sponsor

award programme sponsor

category sponsors

Questions or queries contact • events@investorpublishing.co.uk Sponsorship opportunities contact • caroline.bowern@investorpublishing.co.uk

#CareAwards

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catering & nutrition

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undamentally, menu provision across care homes has not changed during the pandemic, with great food and nutrition remaining a key priority amidst homes looking to continue to offer an enjoyable dining experience to their residents.

For most homes, visitors have been asked to stay away since lock-down measures were announced, to ensure the safety of residents and staff, and food has taken on an even more important role, being one of life’s simple pleasures that residents can look forward to and enjoy.

What has changed is “how we all work”. Resident safety is the utmost priority and businesses have had to change the way they work, repurposing systems, processes, and deliveries to ensure homes have the maximum protection.

For example, here at apetito, we immediately changed our delivery process to “no contact” deliveries. This means arranging delivery to a set timeline, advising of arrival on a remote basis and ensuring that goods could be delivered to an agreed location and be taken in by staff working at the care home, in a way that is safe and does not impact on residents.

It has also meant that the normal ways of working in offering high levels of service and adding value, where our teams would normally be going into a care home for regular meetings across elements such as ‘menu-planning’, new

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October 2020

www.careinfo.org

NEIL HARGREAVES, care homes divisional manager for major meals meals provider, apetito, takes a look at how care homes can deliver mealtimes to meet the complexities of residents’ needs as they slowly ease out of lock-down.

Forging a new culinary future innovation and sampling, has clearly not been able to take place. Everyone has to do things differently now and for us, it is enormously important that our customers can trust us to keep them safe.

We have forged new ways of working, enabling service levels to be maintained both through video calls on a “remote”

basis, and more recently through the launch of “the apetiser”, our mobile presentation suite which we launched at the end of June and is now travelling round the country and receiving a warm welcome from every home it visits.

The apetiser has been a tremendously exciting development. It allows us to present to care homes without entering the home itself alongside safety concerns and procedures that are in place. It has been specially fitted out to offer care homes the opportunity to enjoy socially distanced presentations and food tastings and communicate how we can support the homes in enhancing the quality of their resident dining while reducing costs amid the challenges they are facing; challenges which look set to continue in the months ahead.

“Right now, we know that every penny counts for care homes and alongside delivering great food and nutrition, we can help care homes through reducing waste, labour, and associated costs. Most importantly, we can mobilise new services quickly and safely, which right now is top of mind for many of the care homes we are talking to.

Fast-paced change is driving fresh innovation at a pace we would have formerly not believed possible. If

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catering & nutrition

October 2020

www.careinfo.org

someone told me a year ago, we would be developing around 50 new meals in less than 49 days, I would have said that was impossible, but that’s exactly what has happened, and what we are finding is that the speed of change is accelerating alongside remote service features and socially distanced working practices.

This year, not only have we changed how we work, we decided to take a different approach to our new product development and reached out to five leading chefs in the South West whose businesses had been adversely impacted by the Coronavirus pandemic, including Jethro Lawrence who will be known to many for his appearance on BBC’s MasterChef, the Professionals.

The result was six new meals, created by those chefs – in just 49 days from concept to production – directly for our customers, which we launched in early August as the first in an ongoing series within our Culinary Inspirations’ collection.

Culinary Inspirations unrolls in a six-part series over the next four months.

Due to its grainy nature and Last week saw the second high starch content, rice is wave in the series go live – notoriously challenging to and in what we believe is an fully purée, and this is a important landmark, we saw the addition of ten new, ground-breaking move for us. texture modified meals to help care homes manage With rice now nutrition and provide meals for residents accompanying each of the who are living with dysphagia, which new texture modified dishes, often affects those living with dementia and with more than 500 Dementia is believed to affect around calories and 15g of protein in 70% of residents living in care homes and every 275g portion size, the of those, it is estimated that between 13% carefully developed new – 57% of those residents will be impacted meals include: beef chilli by dysphagia at some point in their lives. featuring a warming puréed beef chilli Texture modified moulded meals are an their kind, feature a moulded protein with kidney beans, served with rice and important element that allow residents to element, which aims to stimulate and peas; sweet and sour chicken, which dine with dignity and return enjoyment to entice residents’ appetites, while further comprises puréed chicken, pineapple and their meals. bringing dignity back to dining. New peppers in a sweet and sour sauce along Our new texture modified meals in the dishes include salmon in dill sauce, beef with rice and peas, and chicken tikka Culinary Inspirations’ range include a in gravy, beef grill steak, and vegetable & masala. This delicious puréed chicken has new world-leading rice mould west country cheddar cheese bake. been infused with a medium spiced component to our Level 4, Purée Petite Furthermore, we’ve also added a coconut and tomato sauce and is served softer foods range. further three dishes to the standard Level with rice and creamed spinach.

This may sound easy, but it isn’t! Due 5 range, including fisherman’s bake, At the same time, in a move to deliver to its grainy nature and high starch creamy chicken pie and pasta bolognese. pioneering visual innovations, we’ve content, rice is notoriously challenging to Next in our Culinary Inspirations’ introduced a range of IDDSI fully purée, and this is a groundcollection will come a new pasta (International Dysphagia Diet breaking move for us which we believe range, and a series of new plant-based Standardisation Initiative) Level 5 meals. will be welcomed by those with dishes, which we are very excited to add The four meals in this range, the first of swallowing difficulties who are unable to to the range. eat rice in its solid form. Equally important, is the visual aspect, as it also For further information, check out https://www.apetito.co.uk/trust-us/ or contact 01225 569403 looks as good as it tastes.

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legal landscape

October 2020

www.careinfo.org

With care homes across the country closing their doors to, or restricting, visitors to try and keep their vulnerable residents safe from Covid-19 since lock-down measures were introduced in March, LEWIS HASTIE, senior associate in Nelsons’ dispute resolution team, explains the current state of affairs when it comes to supporting residents to keep in contact with their relatives, focusing particularly on how this is affected by the added difficulty of an existing family dispute.

nelsonslaw.co.uk

Visiting loved ones – the role of the Court of Protection

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s owners and managers of care homes will know all too well, many people living in these facilities depend on frequent visits from relatives and friends and the sudden loss of these visits will be taking its toll on everyone involved.

The constrained visiting is particularly hard on people with dementia, or people who by reason of illness or injury lack capacity to make decisions for themselves (known as ‘protected parties’). As such, it is important that care home employees, who can often find themselves in the middle of an access dispute, know how to manage such situations.

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What is a ‘family dispute’?

Families these days are more complicated than ever before. It’s not unusual for people to marry more than once and have children from different relationships. This can create tensions which come to the fore when things go wrong for the protected party at the centre of it all, particularly if there are differences in approach among their loved ones. This is often where the Court of Protection gets involved and many cases involve passionate arguments between relatives.

A classic, but not determinative example, is where the protected party’s new partner or spouse falls out with the children and there is a “tug of love” situation over who is best placed to care for that person, or whether or not someone in the family should be allowed to see them on their own or at all. Sometimes one or more of the

relatives can be deemed a risk to the protected party if there is a history of abuse or irresponsible behaviour.

It can quickly get messy. When one of the people involved is faced with allegations, that individual will often fire allegations back at others. There are sometimes agendas and personal pride at stake, therefore getting to the truth of the matter is not easy and it can create delays and costs.

There are sadly a number of people who have difficulty seeing their loved one at all when there is a family dispute, particularly in cases involving elderly people, where a care home resident lacks the capacity to decide for themselves whom they should see. That individual may be having their decisions made by another relative (under a power of attorney), by a professional deputy or by a local authority.

Many people left out in the cold in such a situation have to bring Court of Protection proceedings forward and can end up in long and gruelling battles with their family members. Those who are in the midst of such a struggle will now be finding it harder still with visits to care homes being banned due to Covid-19 presenting a significant safety risk.

However, they can still press their case in court even during these difficult times.

What is the Court of Protection?

The Court of Protection is a specialist court that sits physically in the County and High Courts of England and Wales. It operates by its own rules and has jurisdiction only in cases where the person at the centre of

the proceedings (the protected party) lacks the capacity to make certain decisions.

Court of Protection cases are generally divided into three categories – cases concerning the protected party’s property and finances, proceedings to do with their health and welfare, or cases that involve a degree of both.

In all Court of Protection cases, the protected party will have their own representative who will often be a panel solicitors’ firm with no prior knowledge of the family. This means that the protected party will have a voice and the warring relatives won’t be able to dominate matters as much.

The protected party may not be able to decide but the court has to take into account their wishes if those wishes can be expressed. It is not uncommon for allegations to be made between the parties when they do not get on and if these are serious, the court can sometimes list the case for a fact-finding hearing, which is in effect a trial aimed at getting to the truth.

Contact with close relatives is not in itself an automatic entitlement because it falls under the umbrella of what a court considers to be in the best interests of a protected party. It is a key health and welfare consideration, not least because it is generally considered to be good for the mental health of both protected parties and relatives to have regular face-to-face contact.

The court will consider the wishes and feelings of close relatives when deciding whether contact should take place, and if so, how often and what it will involve.

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moving around in association with

Appointments South West-based Camelot Care has appointed a new activities’ co-ordinator at its Avalon nursing home in Bridgwater, Somerset.

Former senior care worker Jason Saunders will devise and arrange daily activities and entertainment for the home’s residents.

“I am absolutely passionate about supporting people to live the best lives possible and making sure they have a stimulating environment to meet their needs,” said Jason.

“Providing opportunities for individuals to use their skills and enhance their quality of life, while maintaining their independence and privacy, is essential.

“With the current restrictions due to Covid-19, where residents maybe be unable to meet with their families, we want to do all we can to help raise their spirits.”

Jason says he will be encouraging people to keep moving through dance, and activities including skittles and bowling, and walks to the local park.

In approaching his job, Jason says it is important to take time to observe residents to see what makes them tick and to speak with their families to help paint a picture of the person.

To make his point Jason tells a story, from a previous post, about a resident who constantly tapped with her fingers on whatever surface was next to her.

“No-one could get to the bottom of the tapping, but after watching the film Titanic one day, I realised she was actually 'sending' messages in Morse Code.

“We later confirmed that she had worked in government communications during the War. It taught me there is always more going on under the surface than we might first realise.”

Before moving into the care sector Jason worked as a pub manager in Bridgwater, and helped raise money for the Help for Heroes charity at the town’s annual carnival last year.

Jason was given the job after interviewing for a post as a senior care worker at Avalon, but assistant manager Jess Hawker had other ideas.

“After talking with Jason, we realised he was absolutely perfect for the role of activities co-ordinator and we offered him the job and were delighted when he accepted.

“Jason’s enthusiasm shone through and we were bowled over by his ideas and his genuine interest and respect for the people he supports.

“We are looking forward to working with him and he will be an asset to our team at Avalon.”

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Camelot Care operates three specialist dementia care homes in Somerset and Devon.

Country Court has appointed Susannah BarkerMilan as manager of Swanholme Court care home in Lincoln. Susannah has worked for Country Court for five years and for three years has been manager at Eccleshare Court, also in Lincoln. Susannah will now lead the care and nursing teams at both homes.

Susannah has more than 25 years of experience working in health and social care, spending the last 10 years specialising in dementia care. She has spent some of her career working with the renowned Bradford Dementia Group at the University of Bradford, leading on the Dementia Care Mapping in Supported Living project.

She has also lectured at Lincoln University on specialist dementia care and was recognised with a ‘Special Achievement’ award for her contribution to the care sector in Lincolnshire by the Lincolnshire Care Association in 2018.

October 2020

www.careinfo.org

Chesterfield-based care provider Heathcotes Group has appointed Tim Elliott as regional manager for its supported living services in Yorkshire and Humberside.

Heathcotes Group is one of the UK’s most experienced providers of specialist care for adults with learning disabilities and complex mental health needs. Tim joined Heathcotes’ supported living management team in February 2019 and has played an important part in the regional development of the company’s supported living for service users who no longer require full-time residential care.

Highly experienced in working with adults with learning disabilities and mental health needs, Tim has also managed supported living and community support services in previous positions at The Wilf Ward Family Trust and the Avalon Group. In his new role, Tim will oversee operations in support of four general managers across five services in Wakefield, Bradford, Grimsby, Rotherham and Leeds. The accommodation enables individuals to make a progressive step down from a hospital or residential setting to a self-contained environment that benefits from the availability of support 24/7.

“I will be working with the general managers to maintain the quality of our existing services to the highest standard,” said Tim. “Earlier this year, we completed our largest supported living development, offering eight new apartments in Leeds which have been widely praised by care professionals, families and commissioning groups. It has become a very successful model of care provision and I will be working with Heathcotes’ director of business development, Natalia Lysiuk, to expand our unique supported living portfolio across the organisation.”

Heathcotes Group currently has 72 services nationwide. The company offers a wide range of specialist support for individuals with Asperger's Syndrome, autism, Down Syndrome, learning disabilities, personality disorders, physical disabilities, Prader-Willi Syndrome, sensory impairments, speech difficulties and severe epilepsy.

Debra Roose and Diane De Isaula have been appointed by New Care as home manager and deputy manager respectively at the 76-bed Formby Manor care centre in Formby, Merseyside, which offers residential, nursing and dementia care services.

Both Debby and Diane started off as nurses and have many shared interests. Originally from North Wales, Debby has more than 35 years’ experience in care home management most recently as the registered Debra Roose manager for a care home in the London area.

Despite joining during the coronavirus pandemic, she has quickly become part of the vibrant team at Formby Manor, blending seamlessly with the existing team of permanent employees and helping to deliver exceptional care and wellbeing for each and every resident despite the difficult circumstances.

“I looked at lots of different opportunities but this one with New Care stood out for me,” said Debby.

“I was impressed with the company’s values and its beautiful purpose-built facilities and was over the moon to get the job. As a relatively young care centre, it is my aim to develop and strengthen our presence in the region and ensure we become the care home of choice in Formby and the surrounding areas.”

With qualifications in end of life, palliative care and infection control, Diane is also well placed to join the management team at Formby Manor.

After starting work at the age of 15 at St Joseph’s Hospice in Thornton, she was asked by Father Francis O’Leary to help set up a 40-bed hospice for patients with HIV and other diseases in Honduras.

While in Honduras, she met her husband and returned to the UK where she continued to work for St Joseph’s Hospice while completing her Registered Diane De Isaula General Nurse (RGN) training.

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promotion

October 2020

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Smart Technology solutions converge As the summer fades and the end of 2020 looms, the impact of COVID-19 is still yet to be fully understood. But what we do know is that human dynamics are changing, many for the good. The way we interact with each other is shifting and we’re embracing technologies to help with this transition. Zoom calls, a novelty in early 2020, have now become the norm and we don’t think twice about holding meetings that take place over video links.

This has taken a few mere months and already most of us are

comfortable with this transition.

The Care Industry is no different and it too is slowly becoming more comfortable with new, smart technology. The use of smart phones and apps as an extension of a nurse call system, or care and medication planning for example are becoming more and more commonplace. But should Care Homes be looking further into these Technologies – as what initially may seem a novelty, but not a necessity could soon become an essential part of the care home infrastructure.

Care Home owners and managers

need to talk to their technology providers to learn more about what is at the cutting edge now and what is on the horizon – as we have learned recently, things change with alarming speed and being knowledgeable of the technology landscape can only be a benefit.

Getting more value from any single technology investment is now possible, a smart phone provided for care planning for example can also be used to display calls from a nurse call system - pick up the phone to your supplier and see what’s available.

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residents/activities

October 2020

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Joan remembers the blitz A Second World War veteran has recalled the bombing blitz in Birmingham ahead of the 80th anniversary of the raids.

Joan Sprigg, who lives at the Royal Star & Garter care home in Solihull served in the Air Raid Precautions (ARP) during the bombings, before later joining the Auxiliary Territorial Service (ATS).

The 96-year-old recalled “night after night of relentless bombing” and the devastation caused to the city, and said she had lied about her age to join the ARP. “I was 15 going on 16 and I lived in Birmingham and I was anxious to play a part,” said Joan.

“You had to be 16 to join the Air Raid Precautions. So I’m afraid I told a little fib and upped my age by a couple of months and said I was 16.”

Joan did first aid and home nursing training and after passing exams, was placed at a first aid post in Bordesley Green.

“It was situated in a school and was fitted out to deal with casualties,” Joan recalled. “We had plenty of those when the air raids started in 1940. It was night after night of relentless bombing. We received a terrible, terrible pasting.

“The air raids were terrifying: they used to start quite early, and they would sometimes go on for

13 hours. They made a terrific noise. The floor beneath us shuddered. We held our breath.

There was a giant roar and we were all quieted.

The guns opened up, heavy guns which positively thundered. Bombs screamed and exploded, the place shook.”

It was Joan’s responsibility to administer first aid and make comfortable the more serious patients whilst they waited for transport to hospital for further treatment.

“We had a lot of dead who we used to lay out in the playground. There were ever so many dead. It was horrendous, quite horrendous,” said Joan. “Birmingham was certainly a target because the whole of the city was turned over to

war work,” she recalled.

“All the factories were producing armaments of different kinds and of course the Spitfire was manufactured in Birmingham, so I suppose we were a legitimate target. But it was dreadful, the city took a pounding, but it never got a great deal of publicity. It was as if the authorities didn’t want the Germans to know what destruction they were inflicting on us, so Birmingham used to be referred to as “a Midland town”, not even a city!"

Joan continued serving in the ARP until in 1942, aged 18, she joined the ATS. She served in the 2nd Anti-Aircraft Group Command at RAF Uxbridge, where she worked as a secretary. She left in 1945.

JOAN SPRIGG: I suppose we were a legitimate target but it was dreadful. The city took a pounding, but it never got a great deal of publicity.

Aspen Grange residents enjoy outdoor hobbies 22

Resident Norman displays home-grown greens at Aspen Grange.

Aspen Grange care home in Braintree, Essex has used the UK’s lock-down to develop a love of gardening and vegetable growing among its residents.

The care home, managed by Healthcare Management Solutions, regularly looks for interesting and creative ways to keep residents entertained, and throughout the period of restricted visits has managed to introduce a range of new hobbies. One of the new favourites is vegetable growing.

In recent weeks, staff at the home have been encouraging residents to engage in a range of gardening-themed tasks. As part of the new programme, they have planted a variety of plants and vegetables in the home’s vegetable patch, an area which includes a range of easily accessible planters and troughs. Some of the vegetables that residents have planted include lettuces, tomatoes, runner beans and sweetcorn.

The gardening activities have been very popular and residents have already been discussing what other types of vegetables they would like to grow next.

Norman and Doug are two of the residents at Aspen Grange that have enjoyed taking part in the garden activities – feeding the birds, watching the vegetables grow, and discussing what they will plant next.

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promotion

October 2020

www.careinfo.org

Post Covid-19 financial sustainability and the VAT strategy of contract restructuring Given the recent dramatic increases in expenditure and the simultaneous significant reductions in income which the pandemic has wrought, both serving to add to the growing financial crisis which looms within the care sector, the need to address financial stability has never been more pressing. The subject of VAT within health and social care could not be more pertinent than at this time.

The Government’s recent ‘break’ in its treatment of VAT on PPE, albeit a temporary measure, has served to highlight the issue further amongst operators, with the importance of sector VAT strategy, as well as the wider policy issues around VAT rating, coming to the fore.

A subject central to our ongoing sector conversation around VAT planning is that of ‘contract restructuring’. The concept is not new to the sector, however, the technical detail of creating an operational VAT group and linking it securely, safely and effectively to the practical implementation through contract novation in a way that optimises the benefits, has been the missing part of the jigsaw. Without the complete package of both restructuring and implementation being securely in place, the process is, at best, unlikely to optimise VAT potential and, at worst, could lead to business exposure in tax, legal and regulatory terms.

However, when correctly structured and implemented, the process has the potential to unlock huge financial gain. It is important to emphasize that there are a number of key points which must be addressed before embarking upon restructuring to ensure that it is robust and secure for any care organisation. Firstly, the entire restructure must be supported by legal, regulatory and tax counsel. Full disclosure to HMRC of the impact of restructuring on a group’s VAT liability must be considered, and any party carrying out such a process must understand, and be fully conversant with, the impact of HMRC’s DOTAS regulations in relation to tax avoidance. This is of paramount importance.

Similarly, although the opportunity is as relevant and significant to the not for profit sector as it is to the private sector, there are additional critical nuances for charities/not

for profits that must be understood and applied. Equally, and in the same vein, a restructure without implementation can place a great burden on any operator and drain valuable resources which are needed and better used elsewhere. Restructure and implementation incorporating novation must be addressed hand in hand and simultaneously, as any other approach leaves any operator in danger of falling well short of their objective.

As well as a safe and efficient technical restructure, the crucial element of the process, and that which may have been considered as the ‘missing piece’ of the jigsaw and a stumbling block for operators in the past, is successful and thorough implementation. It is here that we see how our specialist knowledge not just of VAT, but also a thorough understanding of funding streams and a history of positive dialogue and trust with local authorities and CCGs reaps its rewards. Coupled with this, it is our education of finance (purchase and sales ledger) personnel within the care operation, and our training in best practice and billing methodology advice which all combine to make implementation a success. A robust implementation strategy and project management approach which is firmly

embedded in the finance function serves to streamline the entire operational fee contracting process.

In an uncertain post Covid-19 operating landscape, the immediate financial uplift available to operators through a sound and well-linked restructuring and implementation incorporating contract novation is of huge significance. We estimate that it is likely to inject an additional £1 billion into the sector if one also considers the potential for retrospective VAT recovery in respect of CAPEX incurred 4 years prior to VAT registration. Even if the ultimate goal of zerorated status for the sector is eventually achieved, a combined restructuring and novation compliments and sits well alongside (rather than conflicts with) this aim.

In terms of moving towards Post Covid-19 sustainability, the opportunity presented by restructure/novation offers a financially challenged sector a very positive step forward.

Next Steps…

If you would like further advice regarding this opportunity, or if you would like us to prepare a free, no obligation cost benefit analysis for your company, then please contact: Rob Burton, Managing Director, rob@vatsol.com or Clare Newboult, Business Development Manager, clare@vatsol.com Tel: 0114 280 3630, www.vatsol.com

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TUESDAY 10TH – THURSDAY 12TH NOVEMBER 2020 VIRTUAL EVENT BOOKINGS NOW OPEN – TICKETS £49+VAT Over the last 15 years the UK Dementia Congress, organised by the Journal of Dementia Care, has built a reputation as the single event those working in dementia care do not want to miss – and we don’t want this year to be any different. Recent times have highlighted the passion, commitment and tenacity in the dementia care community. We are going to take as much of this as possible online, with a diverse selection of plenary and themed sessions, and opportunities for conversation and connections. We will come together in November, wherever we all are, to network and share ideas and experiences in a positive and supportive environment and to celebrate the contribution that you all make and will continue to make to the lives of people with dementia and carers.

We are excited to deliver an interactive virtual Congress, where delegates will have access to all plenary and themed sessions at UKDC, the virtual exhibition and poster presentations, plus networking and chat facilities to socialise with fellow attendees, speakers and exhibitors.

Attendees will also be able to view the Dementia Care Awards presentations on the 12th November! Additionally, there will be access to the sessions after the event, so you will be able to revisit the sessions.

WHY SHOULD YOU ATTEND?

PLENARY SPEAKERS

• •

Paola Barbarino, Alzheimer’s Disease International

• • • • • • • •

CPD certified conference programme Plenary sessions, keynote speakers and a wide choice of parallel sessions, symposia and interactive workshops Over 40 sessions to choose from covering the latest in dementia care, research, policy and innovation People with dementia and carers sharing their experiences Large and interactive virtual exhibition Themed and facilitated networking sessions Congress app Poster presentations Panel discussions and audience question time Opportunities to network with like-minded individuals

People living with dementia (DEEP) and carers (tide) Professor Linda Clare, University of Exeter Jackie Pool, Sunrise Senior Living & Gracewell Healthcare Dr James Warner, Imperial College London

careinfo.org/event/uk-dementia-congress

Programme: theresa.ellmers@investorpublishing.co.uk Sponsorship and virtual exhibition opportunities: caroline.bowern@investorpublishing.co.uk Bookings: events@investorpublishing.co.uk

in association with

academic partner

stream partners

satellite symposium sponsor

Association for Dementia Studies

Plenary speakers • Themed sessions • Symposia Interactive workshops • Poster presentations A strong theme will be the way the Covid-19 pandemic has demanded changes in dementia care practice in all settings, the innovative ways challenges have been met and the way ahead.

Sessions will include: • Covid-19 – review, reflection and the road forward in dementia care • Innovations and evaluations in staff development, training and education • Creative ways to connect through technology • Music and music therapy – Individual arts interventions – Intergenerational arts practice • The ‘uniform’ question • Care homes workshops: Equality Act and Mental Capacity Act • Stress and distress: Non-pharmacological interventions / A review and new guidelines on responding to ‘behaviours that challenge’ • Self-management, peer and early support • Care and support for people with dementia at home • Experience of people with dementia from minority ethnic communities • New dementia service models: Co-producing services – Social prescribing of arts – Housing with care • Best practice in sustaining post-diagnosis support groups • Reducing polypharmacy / Supporting mobility – practical approaches • Younger people with dementia – diagnosis and support, resources from the Angela Project • Carers and Families – caring in lockdown – distance caring – living grief and bereavement • LGBTQ people living with dementia There are also dedicated whole day special interest sessions on: • End-of-life care in all dementia care environments – challenges for care homes, enabling a good death, advance care planning • Dementia care in acute hospitals – Covid-19 workshop, innovation and research, arts and intergenerational practice

organised by

JournalOfDementiaCare

@JDementiaCare

#UKDC2020

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recruitment

October 2020

www.careinfo.org

Industry stalwart recruits next generation of care assistants

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care industry professional who has worked in the sector for 45 years is helping to recruit the next generation of care workers, having established new partnerships with local colleges, schools, job centres and other organisations throughout West Yorkshire.

John Carrington, from Saltaire-based Czajka Care Group, has worked for the family-run business for 35 years, including the last eight in a recruitment role. The company, which operates five nursing and care homes in Nab Wood, Steeton and Cross Hills, recruits many of its new team members through John’s partnerships, which are opening up career paths in care to people of all ages.

“This year, before the lock-down I visited Bradford and Shipley Colleges, Parkside School and Harrison Academy as well as attending several jobs fairs and events run by Bradford Counci to encourage people back into work,” said John.

“Working with organisations like Skills For Care and Reed In Partnership, I carry out screenings and interviews, but most importantly I give talks to people about what working in care is like.

“Over the last eight years I have spoken with thousands of people either at school or colleges, those that are out of work and looking for a new challenge, and those that have started a qualification in care and want some guidance.”

John is part of a group of front line care staff who inspire and encourage more people into the industry. Known as an ‘I Care Ambassador’ he is part of a national team of ambassadors which has been formed by Skills For Care to highlight the numerous jobs available in the industry.

Due to his expertise, John has also been made an ‘I Care Associate.’

“There is a misconception that you must have certain experience or particular qualifications to get into care, but we can teach people the skills needed to be a care assistant. First and foremost, we are looking for people with the right personality – they need to be kind and understanding – you can’t teach that, it’s

Czajka Care Group’s JOHN CARRINGTON describes his recruitment role as an ‘I Care Ambassador’. just who you are. People who are considerate and compassionate make the best carers. We can then help people to develop the skills and experience they will need to succeed with the right training.

“I talk to people about the commitment needed for working in care, go through a typical day, explain what personal care is involved, and the various job roles available. Since I entered the industry 45 years ago there has been a real shift in the demographic of the people working in care. The industry was typically viewed as something only women could do, but now around 35% of the people we employ at Czajka are men, often aged between 19 and 30. There are still a large number of ladies joining the industry as they leave school at 16, as they often already know it’s what they want to do, but also women up to the age of around 40 are now more likely to cross over into care as a career change.

“At Czajka we have an in-house training centre, and there are lots of progression and training opportunities across all areas of the care industry, which makes it a very rewarding sector to work in – it’s something I’m really passionate about and hopefully that comes across.”

Czajka Care Group managing director Konrad Czajka said the care sector had gone into the Covid-19 crisis with around 120,000 vacancies and there were 1.75 million people working in the independent care sector, which is more than the NHS and social services put together.

Since I entered the industry 45 years ago there has been a real shift in the demographic of the people working in care.

“Recruiting and retaining people is a challenge in the care sector, and Covid-19 has only added to this,” said Konrad.

“John’s work is invaluable as he’s able to network in our local communities and talk from a personal perspective about what the work involves. His visits and partnerships with schools, colleges, job centres and employment organisations make a real difference to our business and the industry we operate within. He also shares his knowledge, best practice and training philosophy with other care providers across Yorkshire and really makes a difference.”

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Member subscriber packages £101 if paying by credit card or invoice £91 if paying by direct debit

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Note: Mailing charges will add on an addition cost of £20 for European countries and £30 for the rest of the world *All existing subscribers will be upgraded to the main subscription rate

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recruitment Enthusiasm and commitment see Ann well-launched on her new career in care

October 2020

www.careinfo.org

ANN PETERS decided to change her career later in life and has begun her Level 2 Adult Care Worker Apprenticeship. Ann is passionate about her career in care.

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nn Peters began her apprenticeship at the 61-bed Grove Court care home in Woodbridge, Suffolk in May 2018. After deciding on a career change in her mid50s, Ann always knew the care industry was right for her and accepted a role of a care assistant at the home, which is operated by the Elizabeth Finn Trust.

Having always been passionate about caring for others, Ann was determined to succeed in her new career and, with the help of her employer, she started her Level 2 Adult Care Worker Apprenticeship with national training provider Qube Learning.

Ann has thrived in her new role and was soon promoted to a senior care assistant.

Her hard work and dedication were also recognised when she was nominated in December 2019, for the ‘Worshipful Company of Tallow Chandlers’ awards and received a Certification of Excellence in Health and Social Care.

Ann is now a lead senior care worker and in the last three months, has faced some of the toughest challenges of her career, having worked through the peak of the Covid-19 pandemic. During the height of the virus Ann worked tirelessly, ensuring that residents at the home were cared for whilst setting her own fears aside.

“Care is a wonderful profession to be in, and I don't think enough people see the importance of it, the magnitude of it, and

ANN PETERS: I think the whole profile of the care industry, starting as I have from the bottom and working my way up, is so underrated.

Ann Peters (left) with colleague Lynn Galer, both senior care assistants at Grove Court.

how it affects the lives of the people cared for and their families,” said Ann. “I think the whole profile of the care industry, starting as I have from the bottom and working my way up, is so underrated in the world.”

Grove Court manager Helen Jones said it had been clear from the time that Ann joined the team that she had talent and ambition to achieve great things in her new career.

“The management team at Grove Court were more than happy to support Ann via the apprenticeship scheme,” said Helen.

“This opportunity to learn and develop skills has had a positive effect on resident’s individualised care and it is clear that apprenticeships of this kind are a huge benefit for the care home environment.”

Despite the after effects of the virus still being felt across the care sector, Ann is still

working towards her Level 3 apprenticeship with the support of her employer and Qube.

Skills tutor Pawel Stasiak said Ann had made a brave decision to make a career change in her adult life and she had been enthusiastic and driven from her very first day.

“Working with Ann has been incredible,” said Pawel.

“Ann worked through the global pandemic, something that we haven’t experienced in our lifetime and despite the fear that she felt, she still remains eager to learn with even more passion for the care industry.

“We thrive off our students’ successes.

We help our students prosper and get the best out of working and learning whilst gaining invaluable expertise that will set them up for life.”

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building with care

October 2020

www.careinfo.org

Involving residents in development planning – how to innovate for the benefit of everyone When designing a redevelopment project for a community of older people, it’s important to factor in a structured approach to resident relations, says STUART KERR from national contractor Willmott Dixon.

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emand for services and facilities is ever-changing and community engagement was the driving force behind the successful overhaul of the £13 million Winwood Heights, an extra-care facility in Nottingham.

The development comprises an industry-leading new build as well as the regeneration of two existing blocks of flats.

It was completed in summer 2019 on behalf of Nottingham City Homes and included the renovation of 180 independent living apartments and the creation of an extra care centre designed

by Halsall Lloyd Partnership with 44 extra care apartments, a sky lounge, a beauty salon and an expansive shared lounge.

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Connecting with the community The carefully considered approach to resident engagement and involvement is what sets this project apart.

Like many extra-care developments, community engagement played a huge role in the Winwood Heights project and Willmott Dixon adopted an innovative approach to engagement by encouraging residents to be involved at every stage.

As soon as the project was awarded to us, it was clear that community engagement was part of the brief.

Engaging with residents and the local community was absolutely integral.

We encouraged residents to come to us with their concerns and ideas, and where

we could, we took them on board to improve the design and tailor it to what residents wanted.

We held regular liaison sessions, which not only allowed us to address any concerns and reassure residents, but also allowed us to take on board resident suggestions.

A prime example was the request for the redevelopment of a path that links two nearby roads – it wasn’t part of the original plan, but we incorporated it into the build as it provided added benefit to residents and the wider community.”

Nick Murphy, chief executive at Nottingham City Homes said that, from the outset, his team wanted the design to promote interaction between existing and new residents.

“Having a design that included areas across all five storeys of the new build where people could socialise was key and resulted in a design that included shared areas ranging in size and intimacy,’ said Nick.

“A spacious and relaxing community hub was integrated into the design of the ground floor of the extra-care apartment building, promoting ease of movement and access between the buildings.

“A roof terrace was also included that has stunning views across the surrounding parkland.”

By ensuring that both supply partners and residents worked together

throughout, the scheme was delivered within budget and on time.

Designing and building with older people in mind The existing site at Woodthorpe Grange Park was owned by Nottingham City Council and home to two 1960s tower blocks known as Woodthorpe Court and Winchester Court. The most significant elements of the project were the new extra care facility, and refurbishment of the ageing facades of the tower blocks.

Throughout an extensive design process, the brief evolved to maximise the potential of the site.

Winwood Heights takes social housing for the over 55s to the next level and sets a new benchmark for older people’s living.

We considered the appearance of the building and the way it integrated into its surroundings – the look had to be sympathetic to the parkland setting – so we retained mature trees and hedgerows around the site, and planted additional trees and vegetation to enhance its ecological value.

The development – which was procured through the Scape Major Works Framework – included a new EWI (external wall insulation) system, to improve the look of the two existing tower blocks. As well as looking great, the EWI also boosted both buildings’ thermal performance.

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promotion

October 2020

www.careinfo.org

Care providers turn to app for coronavirus symptom and tracking tools as users of Log my Care double The number of care settings using Log my Care has doubled since the start of the year, as care teams look to technology to help manage their care planning and admin as well as the challenges of the pandemic.

Log my Care’s care app-based planning software enables care managers and carers to plan, record and co-ordinate care online, with all care tasks as well as details of service-users and staff stored securely in the cloud. In response to the COVID-19 crisis, Log my Care has developed COVID-19 symptom tracking and track-and-trace tools specifically for care settings, which are free to all users.

Log my Care’s symptom tracking tool is designed specifically for care services to help monitor and detect early symptoms, alerting Care Managers and displaying critical information on a simple dashboard. Carers use the app to monitor breathing rate, temperature and other symptoms of the virus (e.g. coughing, temperature, loss of taste and smell). The care management system also shows which carers have been in contact with which service-users. In the event of an infection, a Care Manager can rapidly identify and trace

contacts between staff and clients in their service, helping to identify and alert those most at risk. Care Managers can also keep track of what is happening in the care service remotely, which has become crucial for care staff who themselves have had to adapt to remote working conditions.

The care software is in use across hundreds of care services by thousands of carers, who in total have recorded nearly 30 million care logs. Log my Care has recently secured additional funding from RYSE Asset Management, the digital health and MedTech specialist investment firm, bringing its total raised to £1 million. The latest funding will enable Log my Care to build more tools to help digitalise and streamline care, as well as expand the number of users to reach thousands of care settings.

The core system of Log my Care and the tools developed in response to COVID-19 are completely free to use for all registered UK care homes and care agencies. Two optional premium modules with enhanced features are available for a monthly subscription.

Sam Hussain, Founder of Log my Care, comments: “Again, and again, Care Managers have told us the most significant benefit of using Log my Care is the time saved on paperwork and administration, which has a big impact on costs as well as the quality of care that can be provided. Over the past few months, more care settings have contacted us as the need to streamline admin and access data remotely has become even more apparent.

As care homes transition to going online, it is also clear that identifying COVID-19 cases early and reacting quickly is crucial in preventing further outbreaks, so we wanted to build tools that will help care settings do that at the earliest opportunity.

“Our focus has always been on providing Social Care with a system that is simple to use – leading to better quality data and insight, that is easily accessible and completely trackable. This has the potential to have a significant impact on standards and quality, as well as finances. Crucially, it frees up the carers’ time to do more of what computers will never be able to do.”

“Over the longer term, we want to support social care as it adapts to a changing world.

Videoconferencing is an example of that change.

Prior to COVID-19, we were already using it to help train any care staff that needed a bit of extra support. Whereas previously there was some reluctance, we are now finding care staff ready and adept in working that way. In a sector beset by challenges, the pandemic has fuelled the urgency to look for practical solutions.”

Dr John Lee Allen, RYSE Asset Management LLP, comments: “We are delighted to be supporting the dedicated team at Log my Care in creating the future of distributed health and social care delivery. With a strong management team, and by empowering both staff and clients, this innovative company has provided important support to the care sector through the COVID-19 pandemic.

“Log my Care is providing critical insights into how outbreaks can be managed by front line carers and care managers. As a healthcare sector specialised investment firm, RYSE Asset Management has an important role to play in supporting pioneering companies like Log my Care. By utilising our partnership with MedCity on innovation, and with support from our cornerstone investor Future Care Capital on policy and research, we are dedicated to improving health and care for both carers and patients.”

For more information visit: www.LogmyCare.co.uk

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building with care

October 2020

www.careinfo.org

Work starts at Care UK’s Formby project Work has begun on site in Shrewsbury, Shropshire at Care UK’s seventh home to currently be under construction.

The two-storey home, which is expected to welcome the first residents in February 2021, will include a cinema, café and hair salon. Secure and wheelchair friendly landscaped outdoor space will include sensory gardens, water features and seating to give residents the opportunity to spend quality time outdoors.

Illustrative view of Care UK’s 80-bed care home now under construction in Shrewsbury.

When complete, the new Shrewsbury home, will provide full-time residential, nursing and specialist dementia care for up to 80 older people, and will create around 90 new jobs.

In total, the seven homes under construction at the moment will add 500 new places for residents to Care UK’s portfolio.

Designed to enable residents to live active and fulfilled lives, while also promoting independence, the new Care UK home will incorporate space for hobby and leisure activities.

The layout of the building will be configured into a series of individual suites, each having a dedicated lounge/dining room to help facilitate the creation of close-knit communities.

The facility, scheduled for completion at the end of 2021, is being built by specialist care sector construction firm Castleoak and will be the 23rd care home Castleoak has built for Care UK.

Construction begins on Hallmark care home in Bath Work has started on the construction of a second 76-bed Hallmark care home within a month.

Midford Manor will provide residential and dementia care, follows the luxury Eastbourne development and is being built by Hallmark’s sister company, Savista Developments at a total project cost of £14 million across a 1.6-acre site at Frome

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Road, a little to the south of the city centre.

The care home will feature a café, ice cream parlour, cinema and a hairdressers and therapy room. The home will have a specialist dementia community as well as an abundance of outdoor space on all floors, including terraces, a roof garden and orangery where residents will be

Computer image of Hallmark Care Homes’ Midford Manor, a 76-bed care home now being built in Bath by Hallmark’s sister company, Savista Developments.

encouraged to take part in gardening and enjoy the sun all year round.

The site team also plans to work closely with neighbours and students at St Martin’s Garden Primary School including creating a sculpture for the home.

Hallmark chair and managing director of Savista Developments Avnish Goyal said Midford Manor was the fifth care home project with Savista since launching in September last year.

“We have a wealth of knowledge and experience building award-winning care homes and we cannot wait to create this luxurious care home for the community of Bath and deliver exceptional care in award winning designs for the benefit of future residents to be supported to lived active and fulfilled lives,” said Mr Goyal.

Midford Manor, Bath is scheduled to open its doors to its first residents in Spring 2022.

Avante to build in Westgate on Sea Avante Care & Support has completed the purchase on an acre plot of land in Westgate on Sea, Kent, to build a care home for up to 75 older people.

The purchase of the site in August follows Avante’s recent acquisition of Chaucer House care home in Canterbury in March, and the plans for a new care home to be built in Westgate on Sea are the latest stage in the forward-thinking charity’s programme of development.

Avante Care & Support is a not-for-profit charitable organisation that has provided dementia, nursing and mental health care for nearly 30 years.

The charity owns and operates ten residential care homes and two Home Care and Wellbeing Support services across Kent, Bexley and Greenwich and provides specialist care and support to more than1,000 people.

Impression of the 75-bed care home which Avante Care & Support plans to build on a one-acre site it has acquired in Kent.

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promotion

October 2020

www.careinfo.org

How remote monitoring is improving access to primary care for care home residents in Lincolnshire During the onset of COVID-19, GP practices across the UK were facing increased demand for delivering primary care for their patients in care homes. Both care homes and GP practices struggled to find solutions that provided care that was safe for patients, carers and clinicians.

The Enhanced Health in Care Homes (EHCH) Directed Enhanced Services (DES) for Primary Care Networks have a strict set of requirements that will challenge the Networks and GP practices to deliver on. The DES has a clear goal that every patient, no matter where they reside, has the best possible care, with rapid access to specialist advice when necessary. As a result, the pandemic has seen the emergence of new ways for NHS clinicians to connect with their patients, with digital technology gaining widespread adoption.

In order to address this growing demand, Manor Care Centre, a care home in the small village of East Kirkby, Lincolnshire, has been working collaboratively with its local practice, Spilsby GP Practice, on the implementation of the CliniTouch Vie remote monitoring platform from Spirit Digital, part of the Spirit Health Group of companies.

Manor Care centre has been using the digital platform since May to provide continuity of care for its 40 residents in the safety of the care home, as Kay Harrison, Care Home Manager, Manor Care Centre, explains “During COVID-19, it has become increasingly evident that digital technology such as CliniTouch Vie has a huge role to play in supporting the care and safety needs of patients in the community and clinical teams,” she says. “On the one hand, we needed a solution to deliver care safely for our residents during the pandemic, but the benefits in practice have greatly exceeded both our and our residents’ expectations to the point where it is absolutely the way forward, with or without COVID.”

Using CliniTouch Vie Manor Care Centre has deployed Spirit’s CliniTouch Vie solution. This includes a digital health platform and associated peripheral devices.

The solution allows real-time biometric and wellbeing data to be collected and entered into the digital platform for its residents by the patients’ carers in the home. Unique algorithms automatically calculate a Red/Amber/Green risk rating, which are monitored by their dedicated clinician and forms part of each patient’s care plan as set out by their GP at Spilsby Practice.

The platform is virtually used to support the weekly ward rounds between the home and the practice. With ward rounds taking place every Friday, each resident’s health and wellbeing data is

Manor Care Centre’s ‘Virtual Ward’, enabled by CliniTouch Vie, provides a safe way for carers and clinicians to manage patients during Covid-19.

completed on Thursday, giving GPs time to review the information in advance, giving them more opportunity to consider the best possible treatment, improve the speed of communication with carers and any intervention that might be required. In addition, GPs can amend the care plans of individual patients with specific medical requirements to be monitored more frequently, while carers can also instigate an immediate virtual ward round to address specific concerns as they arise.

As Kay explains, “Before we implemented CliniTouch Vie, there were inevitably delays in accessing primary care and medication. Our carers often faced the difficult decision of whether a resident’s condition required more urgent intervention, which would mean calling out a GP, or whether they had a minor issue that could wait to be addressed on the weekly ward round.

Especially during the pandemic, those decisions became even more difficult because of a duty of care to keep our residents safe and the desire to minimise the pressure on local health services.

“The digital platform has fundamentally changed that. Not only has it increased the efficiency with which we are able to address infections, access medication and ensure continuity of care for patients with long-term conditions, it’s also

massively reduced the paper administrative burden and has greatly improved communication between our carers and our GPs. It’s removed a lot of guesswork as to whether we were making the right decision or not.”

Unexpected benefits In addition to improving access to care while ensuring safety of both residents, staff and clinicians, Manor Care Centre has also seen a change in the confidence and moods of its residents and carers.

“Seeing their GP through a digital device has proven at least as welcome amongst our residents as seeing them in person,” Kay comments. “They believe they are seeing the doctor at least once a week and are getting a great service. And, because we are taking clinical observations more regularly ourselves, everyone’s confidence and mood has improved.

“CliniTouch Vie has empowered carers and patients’ self-management through a managed, holistic care model that supports patients within their care home setting. I can’t see us going back to a care model that doesn’t have digital, remote monitoring at its core,” she concludes. www.spirit-digital.co.uk

33

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building with care

October 2020

www.careinfo.org

Doncaster care home nears completion The build of an 81-bed care home is nearing completion in Bessacarr, Doncaster, and was due to open in September.

Owned and to be operated by major care provider Runwood Homes, and in partnership with Doncaster Council, Liberty House is set over two floors with carefully considered lifestyle enhancing facilities.

Residents will have access to a café, with a selfserve option, to entertain their fellow residents and visiting loved ones, when it is safe to do so.

Additionally, there will be a salon for hairdressing and beauty therapy, a cinema room/quiet space lounge, an activities room, dedicated sensory areas for those living with dementia, as well as several lounge and dining areas.

All bedrooms offer en suite facilities, a TV, telephone point and Wi-Fi, and everyone will have access to safe outdoor living. An enclosed, fullyfurnished quadrangle will be finished with plants and shrubs, and there’ll also be a landscaped garden complete with BBQ facilities; two great spaces to enjoy fresh air, outdoor activities and gardening.

Runwood Homes’ director of construction and facilities Tom Sanders said the company’s distinct knowledge and experience in the care sector allowed it to marry-up the most ideal and safe living environment for older people, including those living with memory loss, together with the existing care

Construction of Liberty House care home in, Bessacarr, Doncaster.

team, to provide an optimal offering for care seekers.

“Robust infection prevention and control measures will be in place as standard to best protect everyone,” said Mr Sanders. “We look forward to the opening of Liberty House for people to be able to view the home.”

Runwood Homes, a family-run organisation with more than 33 years’ residential care

experience and with more than 70 homes across the UK, currently operates six homes in Doncaster.

The opening of Liberty House will see the start of a project, in partnership with Doncaster Council, to transfer residents from other Runwood homes, namely Plantation View, Stenson Court and, ultimately, Gattison House, into the new setting at Liberty House.

Cornerstone converts Marula Lodge to specialist use Specialist provider Cornerstone Healthcare has begun work on a nursing home in Surrey.

Marula Lodge is set to open in Mytchett near Camberley in January 2021 and will care for adults with challenging behaviours associated with

complex neurological and mental health needs.

The 42-bed home will be the latest addition to the group’s portfolio which includes Kitnocks House and South Africa Lodge, both in Hampshire, and will boost the company’s beds to 199.

34

Illustrative views of Marula Lodge, a 42-bed specialist care home now being built in Mytchett, Surrey.

Previously a purpose-built care home for elderly people, extensive alterations by Cornerstone Healthcare will adapt the building for its specialist resident group. The work is being carried out by H. Monfared Commercial Builders and project-managed by Ian Holmes from Northstar Developments.

The work includes a total upgrade of services.

The plant room has been entirely replaced and the Cornerstone property team has worked closely with Surrey Fire and Rescue to install comprehensive fire safety measures, which were absent from the building previously.

A two-storey extension will create additional bedrooms and larger communal areas to give residents more space for living and dining, and clear sight lines for staff for greater safety.

Cornerstone chief executive Johann van Zyl said the plans had been delayed slightly by the Covid19 outbreak.

“This is a considerable project and we have an excellent team on board to transform this building into a home for those who need very specialised care,” said Mr van Zyl. “Having worked closely with local commissioning groups and support organisations in the county, we know that demand for the service we offer is there, and is growing. Marula Lodge will be tailor-made to people’s needs.”

The multi-million-pound project will create more than 100 jobs in the area.

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building with care

October 2020

www.careinfo.org

Interior design – an artistic adjunct to high quality care NEIL GANDECHA, estate manager at Foxholes Care Home, outlines some considerations of interior design which can enhance the dignity, comfort and safety of residents.

38

I

nterior design is a world of artistry where designers can express their creative flair, turning spaces void of character into aesthetically pleasing environments to live, work, or relax in.

In most cases, in accordance with a company’s brand guidelines, an interior designer is free to put their stamp on an area they have been assigned to work on, whether that be to make an office open-planned, improve a hotel lobby’s grandeur, or to give a restaurant more ambience.

In healthcare environments such as care homes, however, certain

considerations must be taken into account before creating an environment for an elderly person to live in, to ensure they are as comfortable, safe, and happy as possible.

At Foxholes care home, we have just opened nine new assisted-living apartment suites, offering fully fitted independent living quarters available to couples and individuals.

Below are some of the key areas of interior design that we have had to carefully consider and implement for the suites, ensuring they offer the utmost quality for those considering making a huge life decision to move into one.

Walls The walls of a living space in a care home can be bold and colourful, decorated with aesthetically pleasing shapes or patterns. If designing a room or area for people living with dementia, however, it is best to avoid geometric designs. While appealing, these striking designs can cause confusion and be unsettling for those residing in such surroundings. This doesn’t mean walls have to be kept simple and bland with one colour of choice. Feature wallpaper designs, for instance, can include floral patterns and other shapes that evoke happy, calming emotions.

Floors While luxurious high pile carpets look great and provide an extremely soft and bouncy feel – ideal for elderly residents on foot – they aren’t practical for non-mobile residents. The length of the fibres will be a challenge to manoeuvre in a wheelchair, or even using a frame or stick. Instead,

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building with care low pile carpets should be used where possible and should be made with a material that is easy to clean. Maintaining dignity among residents is of great importance in care home environments, so flooring material with a special backing that can stop any bodily fluids from penetrating into the subfloor is ideal.

For hard flooring, opt for surfacing that can be glued down and sealed rather than floating floors. While generally cheaper and easier to install, floating floors may allow water to get underneath the surface over time due to the amount of cleaning they will require.

Chairs Resident mobility should always be at the forefront of any decisions when it comes to choosing furniture. Seating that is slightly higher than average (avoid low

back chairs!) will help residents to sit comfortably and stand without needing assistance. Such chairs should be located all over the care home too, not just in residents’ rooms. If a resident finds a chair difficult to stand up from in a communal space, for instance, they may avoid that area altogether. Also, choose a seat cushion with special fabric or vegan leather so it will be easy to clean.

Fabrics To make a resident feel comfortable and to preserve their dignity, choose fabrics that can last the test of time and be washed at high temperatures without shrinkage or fading. These fabrics are often treated and may not be as soft and luxurious as what we might like in our own homes, but they will provide a long lifespan, as opposed to soft fabrics that will potentially not be

Neil Gandecha is the estate manager at Foxholes, a residential care home set in 18 acres of serene and peaceful Hertfordshire countryside, surrounded by grazing horses and an abundance of wildlife. Built near the market town of Hitchin in 2012, Foxholes provides a luxurious standard of accommodation and facilities.

October 2020

www.careinfo.org

visually appealing in a short space of time.

It is also important to remember that when an elderly person looks at a chair, their viewpoint is different to that of a younger person. We must preserve their dignity and be able to clean up any bodily fluids without staining.

Lighting Bright lighting is best suited to care home environments to ensure enhanced visibility, but light bulb exposure to the eyes of residents should be avoided.

Lampshades and diffusers are good choices, especially for ceiling lights and if the lighting is situated above the bed. Elderly people’s eyesight can vary tremendously so the shielding of naked light is recommended as a universal solution.

Overall, there are many factors to consider when designing a living environment in a care home, but they are crucial elements to ensuring the person is safe and comfortable – something every care environment should aspire to provide its residents.

39

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building with care

October 2020

www.careinfo.org

Anti-viral measures ‘in with the bricks’ at Cramond Residence

40

Owners of a luxury care home in Edinburgh say the design of the facility has helped protect residents from Covid-19.

Cramond Residence, which cares for up to 74 older people, says its success to date in keeping the virus at bay is partly because the building was specially designed for enhanced infection control.

Bosses of the £2000-a-week service have praised staff and relatives of residents for their efforts in combating the virus, aided by the architecture.

Director Graeme Kelly, himself a qualified surveyor, said that when Cramond Residence was designed infection control had been made a top priority.

“We worked with the architects at every stage to include the most up-to-date best practice,” said Mr Kelly. “So far, those measures have stood up very well to the challenges our sector is facing from Coronavirus.”

Among the most important design elements are self-contained, small-group living units, a clever air extraction system and specially laid out bathrooms.

“We’ll never be complacent, because nowhere is immune from Coronavirus,” said Mr Kelly.

“However, the thoughtful design of our home has been an extremely important factor in protecting our residents so far, along with the professionalism of our clinical-led care team.

“It’s well known that large, communal areas can lead to the fast spread of infection throughout a care home. Our design addresses this, because Cramond Residence is designed to function as nine separate homes across three storeys.

“Each small group living area has up to eight bedrooms, with a private lounge, dining and snug facilities. When necessary, residents

reducing cross-contamination and making personal hygiene targets easier to achieve.

“These design elements have come into their own during the pandemic, but it would all be for nothing if we didn’t have such a dedicated, welldrilled and professional team,” said Mr Kelly.

“We’re incredibly proud of how our staff have responded to the pandemic. Thanks to them we were recently given a positive inspection report from the infection control and prevent experts at Health Protection Scotland.”

Cramond Residence maintains a care staff to resident ratio of at least 1:4 at all times. Even before the pandemic they undertook rigorous hygiene and infection GRAEME KELLY: These design control training, while managers elements have come into their held regular reviews to test and develop robust contingency and own during the pandemic, but emergency plans. it would all be for nothing if we During the outbreak staff have meticulously observed the didn’t have such a dedicated, strictest social distancing and well-drilled and professional team.

PPE protocols, which extend beyond the care team and applies to agency staff and also to colleagues in catering, Another innovation at Cramond Residence is the housekeeping and maintenance. negative-pressure ventilation system, the same Meanwhile visits from friends and relatives of kind of ventilation used in hi-tech hospitals and residents have been kept to an absolute minimum medical centres to prevent cross contamination. and allowed only for the most urgent reasons and Rooms contain a single air extract drawing air with strict social distancing and PPE protocols. out of each individual room - and the system is “As a relatively new care home we realise we are designed to create a negative pressure, that in an incredibly fortunate position to benefit from extracts airborne germs and droplets from each the latest protection modern design can afford us,” bedroom. This significantly reduces any drift of said Mr Kelly. “As well as bringing peace of mind to airborne infections – like Coronavirus – into those who have loved ones being cared for here, shared spaces. we hope that our experiences will help to positively The third crucial design element is that every inform and shape the many changes which are room has en-suite facilities, removing any need for likely to come to the care sector once the residents to share bathing and toilet areas, further pandemic is under control.”

can be cared for in small groups using the selfcontained facilities. This is excellent for privacy and quality of life generally, but really shows its true value when everyone is working together to reduce the potential for an infection to spread.”

The small group living philosophy also extends to staff. In periods of heightened infection risk, the care and services teams adopt a system known as “cohorting”, which sees specific staff dedicated to just one of Cramond Residence’s nine selfcontained homes, dramatically reducing possible infection spread from staff movement.

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REPUTATION

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Highly respected domiciliary care agency

/ŵƉƌĞƐƐŝǀĞ ĚĞƚĂĐŚĞĚ ƌĞƐŝĚĞŶƟĂů ĐĂƌĞ ŚŽŵĞ

,ŝŐŚůLJ ƌĞƐƉĞĐƚĞĚ Θ ůƵĐƌĂƟǀĞ ƐƵƉƉŽƌƚĞĚ ůŝǀŝŶŐ ďƵƐŝŶĞƐƐ

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Income of £512k (y/e 2018) EBITDA of £107k 33 single & 1 twin rooms with 16 en-suite

Income of £113k (y/e 2019) EBITDA of £37k

Income of £802k (y/e 2018) EBITDA of £258k

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BUSINESSES ON THE MARKET Residential Care Home, Devon ĞƚĂĐŚĞĚ ĐĂƌĞ ŚŽŵĞ ƉƌŽǀŝĚŝŶŐ ŶƵƌƐŝŶŐ ĂŶĚ ƌĞƐŝĚĞŶƟĂů care for the elderly, registered for 46 residents Fee income of £1.4m (y/e 2019) with an EBITDA of £54k. High B&M value in excess of £2.4m

,ŝƐƚŽƌŝĐĂůůLJ ŚŝŐŚ ŽĐĐƵƉĂŶĐLJ ůĞǀĞůƐ͕ ŽƉĞƌĂƟŶŐ ǁŝƚŚ ϰϯ bedrooms, 24 en-suite - Rated ‘Good’ by CQC

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Fee income of £760k (y/e 2020) with an EBITDA of £304k ŽŶǀĞŶŝĞŶƚ Θ ĂĐĐĞƐƐŝďůĞ ƐĞƫŶŐ͕ ƐƵƉĞƌďůLJ ƉƌĞƐĞŶƚĞĚ

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38-45CT1020gh.qxp_Layout 1 10/09/2020 12:36 Page 42

retirement living

October 2020

www.careinfo.org

Report – planning is the key to unlocking future development Research produced by global property consultancy Knight Frank and law firm Irwin Mitchell suggests that councils across England are underprepared to provide suitable housing for older people.

Developing suitable housing will be essential given that the country has an ageing demographic and people are living longer. The Office for National Statistics estimates that, by 2037,one in four people in the country will be aged over 65.

The research has identified the 20 opportunity areas identified as being ripe for development of both private and affordable older people’s housing across England. Knight Frank and Irwin Mitchell have distinguished areas where there is clear potential for senior living to develop, as well as those areas where local factors are creating a barrier to progress.

understand where the opportunities are, and how they can access these to help meet the needs of our seniors.”

Despite this, some local authorities are not sufficiently planning suitable accommodation for their ageing population.

“One of the clearest demographic changes in our country is the ageing population and it is worrying that we are not doing enough yet to address this. Not only for our older population, but also because encouraging downsizing and moves to appropriate housing has been shown to benefit society more broadly.

“Studies have shown that moving to appropriate seniors housing releases more family housing into the market and delays or reduces the likelihood of ‘crisis events’, such as falls, which trigger health interventions by the NHS and, in many cases,

specific planning policies in place for senior housing. A repeat of the survey in 2020 found that 161 (50%) are still in the ‘D’ category. While this represents a small improvement, the number of councils not planning for an ageing population remains significant.

However, the number of ‘A’ rated authorities that have a clear planning policy for seniors housing has almost doubled – from 9.7% of the survey in 2017 to 18.6% in 2020.

“Despite some improvement it is extremely disappointing to see that 50% of local authorities in England have neither a useful planning policy nor site allocations in their local plans to provide for such accommodation,” said Ms Gooch.

“Local authorities have moved forward in the past three years – but only by very little steps and certainly not fast enough to cover the demographic shifts. The current patchwork approach to local plans is holding back the development of the sector and needs to end. A national and local policy framework that works to promote a uniform and supportive approach to senior housing is required.”

Other key findings of the survey are: ■

42

moves into institutional care facilities. It is time for These ‘best in class’ local authorities meet the both central and local government to take the needs of the UK’s ageing population by allocating demographic shift seriously and start planning at the sites for older people’s housing in their local plans; very basic local plan level for our ageing population.” adopting a supportive planning policy that Nicola Gooch, planning partner at Irwin Mitchell recognises many key stakeholders have a role to said it was needful that all local authorities took the play in meeting the housing needs of seniors; and same approach if the potential of older people’s taking a supportive position on the Community housing in England was to be unlocked.

Infrastructure Levy (CIL).

“There has been a marked improvement in the Lauren Harwood, head of senior living research number of local authorities planning for seniors at Knight Frank, said the research results had been housing in recent years, but there is still a long way released against a backdrop of the Covid-19 to go before the necessary support is in place to pandemic, which had placed a particular spotlight deliver our population’s elderly housing needs in on people in their later life. full,” said Ms Gooch.

“This has made it clear there is a need for local Irwin Mitchell carried out a similar survey in authorities to put plans in place to ensure there is 2017, which ranked local authorities between ‘A’ a suitable, age-appropriate choice of housing for and ‘D’; in 2017, 62% received a ‘D’ ranking, seniors,” said Ms Harwood. meaning the local authority did not have any “There is currently a huge supply and demand imbalance of senior housing in England, which is widening amidst a growing and ageing Despite some improvement it is population.

It is vital to increase the provision of extremely disappointing to see that seniors housing. This is part of 50% of local authorities in England have the solution to create more capacity in the social care system neither a useful planning policy nor site while also supporting the wider allocations in their local plans. housing market. With that in mind, it is crucial that developers

■

■

Very few large cities appear to be close to addressing the challenges posed by housing an ageing population. Many major cities are a “D” rating- including Birmingham, Bristol, Derby, Leicester, Oxford, Sheffield and Southampton.

Leeds is an exception – it has an A rating for planning and performs well in the overall opportunity rankings also.

London is increasingly becoming an ageing city and London boroughs exclusively make up the nation’s top 10 ageing local authorities. Its 65-plus population is due to increase by 32% between 2017 and 2029. Despite this, London is underperforming when it comes to delivering housing for its senior citizens, with 22 boroughs currently holding a planning score of D. While the new draft London Plan recognises the importance of the sector, its record on delivery has been poor.

In the first three full years of the plan (2017-2019 inclusive) just over 700 senior living homes per annum were delivered (totalling 2,100 units), compared to the target of 4,115 units per annum (12,345 units over the three-year period).

Knight Frank and Irwin Mitchell are hopeful that the speed of gaining planning permission and the overall supply of homes for seniors will increase in London.The analysis highlights there are opportunity areas, particularly within the South West corridor of London, where there is potential for significant growth. Currently these boroughs perform relatively poorly in the planning score, but nonetheless have other factors firmly in their favour.

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October 2020

www.careinfo.org

ARCO calls for planning reform to cut speculation Research published by ARCO (Associated Retirement Community Operators) and care property consultancy Carterwood shows that 89% of successful planning applications for older people’s housing-with-care since 2015 have not been built.

The findings, revealed in the Planning, Clarity and Certainty publication, highlight a huge gulf in older people’s housing delivery rates. Looking at 2015 only, specialist providers of all forms of housing for older people tended to build out the vast majority of consented sites (93%). By contrast, only 28% of consents by non-specialist providers were delivered. The report says this is due to the speculative nature of many applications by non-specialist developers, and the fact that many applications are made without any intention of the scheme being built.

This has prompted sector leaders to call for clearer and tougher planning rules for different types of older people’s housing, doing more to reduce wasteful speculative applications and ensure that successful applications are built, and providing greater clarity on the different types of older people’s housing – for instance through a new planning use class for housing-with-care to differentiate it from traditional retirement housing and care homes.

The ‘Planning, Clarity and Certainty’ document points to a number of key barriers currently frustrating the development of older people’s housing, including housing-with-care. These include: ■

■

■

Lack of knowledge about housing-with-care among planning authorities: planning officers are often unaware of the key differences between care homes, housing-with-care and traditional retirement housing.

Lack of a clear treatment and definition in the planning system: there is a lack of consistency in approach when it comes to agreeing the planning use class for housing-with-care, often having a material impact on viability and/or slowing down the process of gaining planning consent.

Lack of a shared understanding of need: there is no accepted figure representing the level of need for housing with care, with some sources vastly underplaying need.

In the document, ARCO and Carterwood say greater clarity is needed in the planning system, whether through the creation of a new planning use class for housing-with-care or clarifying how it should be developed through existing use classes. They also argue that a shared understanding of need should be built, so the number of required units can be predicted at the local level.

‘Planning, Clarity and Certainty’ has been published following a roundtable hosted by Carterwood in February 2020, to discuss barriers and solutions to planning in the housing-with-care sector, and builds on in-depth data collection and analysis by Carterwood.

ARCO executive director Michael Voges said the low levels of development of older people’s housing highlighted by the research were very concerning at a time when the Covid-19 pandemic had shown the need for far more housing and care for older people.

“The planning system is clearly not delivering the type of specialist housing for older people that we so desperately need,” said Mr Voges. “There is an urgent need to respond with clear and tougher planning rules – no one needs consents that don’t get built out. More needs to be done to recognise the distinctions between housing-with-care, retirement housing and care homes.

A new planning use class for housing-with-care is an option that needs serious consideration.

“I’m very grateful to Carterwood for their expert contributions to this publication, which has underlined both the barriers to good housing for older people in this country, and some clear steps we can take to make radical improvements.”

■ The full report can be accessed here: https://www.arcouk.org/resource/planning-clarity-and-certainty

43

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care businesses sold

October 2020

www.careinfo.org

PROPERTIES AND BUSINESSES RECENTLY SOLD IN THE CARE SECTOR Care home development site Location Bromley, Kent – site of former Methodist Homes (MHA) St Raphael’s care home Buyer

Hallmark Care Homes

Seller

Methodist Homes (MHA)

Agent

Care home development site Location Registration

Carterwood

Tel

07526 170703

Westgate-on-Sea, Kent planning permission

Barnfield Home Care

for a 75-bed care home

Location

Buyer

Avante Care & Support

Agent

Christie & Co

Registration providing care to 80 service users and regularly delivering upwards of 1,000 hours of services per week. 75% of service users

Tel

07764 241 275

Warwickshire

stem from the private sector.

Abbotsfield Location

Seller

Mr Barnfield

Buyer

Agent

Redwoods Dowling Kerr

Agent

W

RedwoodsDK.com

Barrow-in-Furness, Cumbria

Registration

26 elderly Kim & Phil Rogerson Funding secured by Christie Finance

Tel

07590 486 356

Greenlane House Location

Brampton, Cumbria

Registration 28 elderly, with planning permission for a two-storey extension which would create an additional 19 en suite bedrooms

The Kensington Location Registration Agent W

Buyer

Kim & Phil Rogerson

Agent

Funding secured by Christie Finance

Tel

Immingham, Lincolnshire

07590 486 356

35 elderly Redwoods Dowling Kerr RedwoodsDK.com

Carr Holm Location Registration

Prestatyn, Denbighshire 20 elderly

Buyer

Dr Moore

Seller

Mr Mallows

Agent Tel

DC Care 01937 849 268

Bank House Location

44

Bury, Greater Manchester

Registration 43, dementia, old age, physical disability Buyer

Dr Rehman

Spalding, Lincolnshire

Seller

Mr & Mrs Lowe

46, residential and nursing

Agent

Gosberton House Location Registration Buyer

Mr Dhaliwal

Seller

Mr & Mrs Lee

Agent Tel

Tel

DC Care 01937 849 268

■ 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.

Ashley House Location Registration Buyer

Shalford, Surrey 23 elderly Barwood Capital and Perseus Land & Developments

Seller

Penny and Colin McKenna

Agent

Christie & Co

Tel

07764 241 346

DC Care 01937 849 268

Bought or sold a care business?

Let us know!

Email: editor@caringtimes.plus.com

38-45CT1020gh.qxp_Layout 1 10/09/2020 12:36 Page 45

business & property

October 2020

www.careinfo.org

Hamberley agrees sale and leaseback deal with Aedifica Luxury care home developer Hamberley Development, backed by Patron Capital, has sold its latest care home to European Healthcare REIT Aedifica.

The deal will see Hamberley’s operating company, Hamberley Care Homes, lease back the building over a 25-year period.

The newly completed 69-bed Richmond Manor in Ampthill, Bedfordshire, was set to welcome its first residents in late August.

The home includes luxury en-suite bedrooms, a cinema, the St George’s Café, a bar area, a hair and beauty salon (with a nail bar), luxurious lounges and landscaped gardens.

Designed with the Covid-19 pandemic mind, additional features include a bespoke Covidsecure visitation suite, in-built thermal imaging technology in the entrance lobby to ensure all visitors to the home, including staff, have their temperature taken on a daily basis and a ventilation

Audley Group enters JV to build luxury retirement village Luxury retirement villages provider Audley Group has entered a joint venture with the Royal London Pension Property Fund to deliver a new development in Buckinghamshire.

Audley Wycliffe Park will become the 21st village in Audley Group’s portfolio, with a gross development value of £80 million.

The JV agreement is Royal London’s first investment into the retirement living sector and covers a 25-acre site at Horsleys Green, between Stokenchurch and High Wycombe. The village will provide 156 high quality retirement living properties and luxury facilities.

Royal London will provide the capital for the development and retain freehold ownership when all properties are sold.

Audley Group, owned by the Moorfield Audley Real Estate Fund, will then enter a 250 year lease, taking on the operational running of the village, including the sales and marketing of all the properties.

Throughout the development phase Audley will support Royal London and oversee the design and fit out.

Audley Group has been active in this market for more than 20 years, and the 21 villages in its portfolio, when completed, will provide more than 2,000 properties nationwide.

Richmond Manor, in Ampthill, Bedfordshire, has been sold to European Healthcare REIT Aedifica, and leased back to Hamberley Development.

system which is designed to fully replace air in public spaces four times an hour. The home will also have hand washing and hand sanitising stations throughout for staff, residents and visitors.

The new development will mark the opening of the eleventh home in the Hamberley Care Homes group.

In addition to Richmond Manor the group has a development pipeline of sites in Enfield, Dorking, West Byfleet, Bedford, Hailsham, Southampton, Eastleigh, Basingstoke, Brampton, Bristol, Keynsham, Edwalton and Cofton Hackett.

The group is also actively acquiring land and existing operating businesses and has more than £180 million of equity capital allocated for healthcare investment.

Hamberley Development director Daniel Kay said the sale to Aedifica demonstrated the strength of Hamberley’s track record in delivering outstanding care home environments that are not only luxurious in design but also safe from an infection control perspective.

“Care homes like Richmond Manor set a new standard for Covid-secure settings, for which there

is a rapidly growing demand,” said Mr Kay. “The team at Richmond Manor are excited to open the doors later this month and look forward to becoming invaluable and trusted members of the local community, helping residents create new memories while staying safe and connected to their loved ones.”

Patron Capital managing director Keith Breslauer said there was growing demand for modern and attractive accommodation for older people in the UK. “Covid-19 has particularly highlighted the importance of high-quality care and a carefully monitored environment, with Richmond Manor providing specifically designed facilities and technology to counter the spread of disease,” said Mr Breslauer. “Having successfully invested in and sold elderly care provider Gracewell and specialist care provider The Badby Group, we’re pleased to be backing the strong team at Hamberley Development as we look to fund assets in this space that improve the lives of older people and make a positive contribution to society now and in the future.”

Healthcare Homes completes registration of six former Four Seasons care homes Healthcare Homes (Spring) is now officially registered as the operator of six care homes, having taken over their management from Four Seasons Health Care as part of a restructuring process in March.

Originally operating as part of a management agreement, Healthcare Homes was announced as the nominated new operator for the six homes on behalf of administrators, pending CQC re-

registration of the homes. The re-registration of the homes,which can accommodate up to 300 residents in total, has now been completed.

Healthcare Homes (Spring) chief executive Gordon Cochrane said the company had been able to ensure continuity of care provision to existing residents, alongside each home’s existing workforce, in addition to fully supporting the homes amid the Covid-19 pandemic.

45

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