Caring Times Dec 2022

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Property marketplace... Innovation... Expert analysis...

Leader’s spotlight – Joanne Balmer talks sustainability

10 questions with – Boutique Care Homes

CT on the road – Signature’s pioneering Hendon Hall redesign

Care for tomorrow – Jane Brightman NHS Digital

December 2022/January 2023

What now for social care?

As the government gets back to something approaching normal following months of turmoil, Care England’s chief executive Professor Martin Green looks at what’s next for social care

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business

8 COVER STORY Care England chief executive Professor Martin Green looks at what’s next for social care

10 LEADER’S SPOTLIGHT

18 CT ON THE ROAD

25 SUSTAINABILITY MATTERS

Chief executive Joanne Balmer on Oakland Care’s green revolution

We visit Signature Senior Lifestyle’s award winning Hendon Hall

CareTech chief executive Jonathan Freeman launches a new column highlighting the importance of sustainability in social care

business | welcome caring-times.co.uk

Property marketplace... Innovation... Expert analysis...

Leader’s spotlight – Joanne Balmer talks sustainability

10 questions with – Boutique Care Homes

CT on the road – Signature’s pioneering Hendon Hall redesign

Care for tomorrow – Jane Brightman NHS Digital

December 2022/January 2023

What now for social care?

As the government gets back to something approaching normal following months of turmoil, Care England’s chief executive Professor Martin Green looks at what’s next for social care

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A greener tomorrow The current cost of living crisis has focused all our minds on how much we spend on food, fuel and energy.

While soaring food and energy costs are placing a huge burden on care homes and their workforces, they are also spurring innovators to pursue a more sustainable alternative.

In this month’s issue, Joanne Balmer outlines how Oakland Care Homes is pioneering a more sustainable future in care home development and operations.

Oakland has become the first carbonneutral care home group and plans to launch its first net zero care home in 2024-25 which will employ alternative sources of energy such as ground source heat pumps and solar panels.

Current cost pressures may mean that many care homes view sustainable practices as a luxury they cannot afford, but Balmer highlights how even simple practices such as recycling and tree planting not only help save the planet but also engage residents in meaningful activities and attract a new generation

business contents 05 NEWS IN BRIEF

20 PROPERTY FOCUS

08 COVER STORY

22 POLICY & POLITICS

Our round-up of the big stories in social care

Professor Martin Green asks ‘what now for social care?’

10 LEADER’S SPOTLIGHT

Chief executive Joanne Balmer on Oakland Care’s green revolution

14 SURVEYS & DATA

Christie & Co says care home deals ‘significantly ahead of pre-pandemic levels’

18 CT ON THE ROAD

We visit Signature Senior Lifestyle’s award winning Hendon Hall

4 | DECEMBER 2022/JANUARY 2023

of care workers, while at the same time gaining new business from families seeking a home for their loved ones.

While banks have begun rolling out green incentives for care homes to encourage sustainability, much remains to be done to make these accessible for the wider sector, as Balmer highlights.

Despite this, as group sustainability director at CareTech Jonathan Freeman highlights in his new column this issue, the amount of time it takes to recoup initial investment through reduced energy and fuel usage is becoming increasingly shorter.

Sustainable practices are only just beginning to take root in the care home world with innovators and pioneers such as Oakland Care leading the way to a greener future. During the time it takes for the wider sector to catch up they will continue to enjoy the first mover benefits of a more sustainable model.

Lee Peart Editor-in-chief Caring Times

Knight Frank reveals rise in integrated retirement communities prices

Daisy Cooper MP, Liberal Democrat health and social care spokesperson and deputy leader, and David Sinclair, chief executive of the ILC discuss migrant recruitment proposals

24 OPINION

Grzegorz Wrzosek of Promedica24 proposes steps to ease the recruitment crisis

25 SUSTAINABILITY MATTERS

Jonathan Freeman, group sustainability director at CareTech, on the importance of sustainability in social care

CARING-TIMES.CO.UK

news | business

News in brief POLICY & POLITICS

In his Autumn Statement the chancellor confirmed reports that social care reforms, including a £86,000 cap on care costs from October 2023, will be delayed by two years. The chancellor also announced that social care funding will increase by £1 billion in 2023 and by a further £1.7 billion in 2024 to help ease hospital bed blocking.

Nurses across the UK backed strike action as they seek a pay rise of 5% above the rate of inflation. The Royal College of Nursing said the majority of NHS employers had supported its first nationwide strike in its 106-year history, which is scheduled to begin towards the end of the year and potentially run until May next year.

Scottish social care minister Kevin Stewart rejected calls to pause plans for a National Care Service over concerns about how it will be financed. The plans for a free at the point of use service similar to the NHS have been estimated

by Scottish Parliament researchers to cost up to £1.2 billion but Audit Scotland has said delivery of the service could be well above that.

Care England also called for a ‘1948 moment’ for social care to deliver a longterm and sustainable future for the sector.

The call came with the publication of a Care Provider Alliance briefing, ‘The state of the social care and support provision in England’.

Secretary of state for health and social care Steve Barclay announced details of how the £500 million Adult Social Care Discharge Fund will be spent to help easing bed blocking in the NHS

CARING-TIMES.CO.UK

Martin Green

this winter. During a speech at the NHS Providers Conference, Barclay revealed that the first tranche of the funds will be provided to integrated care boards in early December with the second tranche being rolled out at the end of January.

Fears rose of a new wave of Covid-19 in care homes with as of November only 8% of care home staff having received their autumn jabs. The latest government figures showed the number of vaccinated care home workers has dropped alarmingly with more than 84% of care home workers previously having at least two jabs.

National Care Forum member, Community Integrated Care, launched an innovative programme to help people who work in social care and the people they support with rising energy costs.

‘Taking charge’ offers vital support and guidance to help significantly cut energy bills and save people hundreds of pounds.

Care home residents are to have

the legal right to have visitors under legislation planned by the government it was reported. The Times said the legislation was being planned for care home residents and hospital patients.

Care England called for an investigation into “horrendous and financially crippling” energy bills facing care homes this winter. In a letter to Ofgem, and the Department for Business, Energy and Industrial Strategy, seen by Caring Times, chief executive Professor Martin Green accused energy suppliers of being “unduly onerous” in their practices.

FINANCE

Two directors were banned for 25 years after abusing millions of pounds of investors’ funds in a care home investment scheme. Christopher Bateman and his business partner, Nicola Fairweather were investigated by the Insolvency Service after their Cheshire businesses GCC Management and Amek Solutions went into insolvency. >

DECEMBER 2022/JANUARY 2023 | 5

business | news digital channels, highlights the wide range of opportunities available to build a career and help people live happy, healthy, fulfilling lives.

Agincare’s Training Now team

> PROVIDER & SUPPLIER NEWS

Cambridgeshire County Council cancelled a £64 million, 15-year block contract with HC-One. The move follows HC-One’s decision to close The Elms care home in Whittlesey after it was rated Inadequate by the Care Quality Commission.

An Agincare training company specialising in social care, education and business apprenticeships was rated Good by Ofsted. The Training Now team celebrated after being rated Good in all categories following an inspection in September.

Not-for-profit provider of housing and care for older people, Anchor, was accredited as a Real Living Wage employer by the Living Wage Foundation. The move by Anchor, which employs 9,000 staff across the country, followed an annual pay review each spring, which is higher than the National Minimum Wage.

Not-for-profit provider Anchor completed its biggest acquisition in recent years with the purchase of Halcyon Care Homes Topco. The acquisition comprised 11 purpose-built residential care homes, one of which is currently in development, in the East Midlands and South of England, and brings Anchor’s total number of homes to 125.

RECRUITMENT & TRAINING Skills for Care launched a campaign to support social care providers with effective workforce planning. The organisation’s ‘Planning for success’ campaign will include information and ideas to explain what workforce planning is and how to do it well.

The government relaunched its ‘Made with care’ recruitment campaign to encourage people in England to join the adult social care workforce. The campaign, which runs until March next year and aims to reach millions of people through video on demand, radio and

Care minister Helen Whately

Independent care provider, Maria Mallaband Care Group has introduced flexible working to boost its care home recruitment. The move is designed to appeal to a wider field of potential talent, including those with young children or other caring responsibilities, students and people with second jobs.

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business | cover story

What now for social care?

As the government gets back to something approaching normal following months of turmoil, Care England’s chief executive Professor Martin Green looks at what’s next for social care.

A

fter months of political turmoil, we finally have a government that will offer a bit of stability and clarity about how they will support social care. The government has given clear commitments to austerity, which will mean cuts in public expenditure. It will be challenging for social care to make its case to the Treasury when there are so many other compelling cases that want extra money. I have heard that because Jeremy Hunt is now the chancellor, health and social care will get a more sympathetic hearing. I know that this is true, but we should not delude ourselves into believing that the chancellor can deliver everything, and while his previous roles give him a better understanding of health and social care, he has the difficult job of balancing the budget and ensuring that the enormous debt that was accrued during Covid-19 starts to be repaid. The economy is well positioned to take advantage of growth as the world comes out of this long-expected and deep recession.

“Not only do we need to talk about the impact social care has on people’s lives, but we also need to put it in the context of the NHS and the broader economy. Just telling the world that we do wonderful work will not automatically deliver better

telling the world that we do wonderful work will not automatically deliver better funding.

“The biggest problem that social care faces is the workforce challenge.

Throughout the entire sector, the workforce position is critical, and Skills for Care recently reported that there were 165,000 vacancies”

What we need from the government is a clear and long-term funding policy.

The local authorities have recently gone through a cost-of-care exercise, and this has clearly shown the enormous gap between the true cost of care and what local authorities are paying. It is disappointing that the DHSC is not putting this data into the public domain because this will need to form the basis of a realistic debate about what it costs to deliver high-quality care and where we are going to get the money required to have a sustainable and long-term future for our sector.

The biggest problem that social care faces is the workforce challenge.

Throughout the entire sector, the workforce position is critical, and Skills for Care recently reported that there were 165,000 vacancies. This is leading to huge problems for people

who currently receive services and acts as an enormous barrier to the millions of people with unmet needs. I have seen in recent months many care services that have reduced capacity for no other reason than they cannot find the staff to deliver the required care. Unless we get a comprehensive workforce strategy for social care which recognises that we need to move towards professional status and remuneration, we will constantly find ourselves competing with other sectors of the economy and not being able to offer the proper pay to recruit staff.

There are now new structures in “The starting point for developing any technology must be that it provides better outcomes for those who use services. We must also be clear that it has to improve efficiency and outcomes.”

place, and integrated care systems need to engage the care sector early so we can be involved in finding solutions to enormous problems that affect local communities. Currently, most ICSs are dominated by the NHS, but they are tasked with delivering an integrated workforce strategy. This will only be achieved if they ask the social care sector to help craft the solution. The integration

funding.”

For this reason, we must make an extremely strong case to the Treasury, and we need it to be multifaceted. Not only do we need to talk about the impact social care has on people’s lives, but we also need to put it in the context of the NHS and the broader economy. Just 8 | DECEMBER 2022/JANUARY 2023

Source: Skills for Care

CARING-TIMES.CO.UK

cover story | business

Martin Green

“I cannot pretend that the next few years will be easy for social care, but we must make a compelling case to the government about our essential role as a part of national infrastructure. ”

will require staff to move seamlessly across systems just as citizens do, and we have got to address the disparity in pay between the NHS and social care staff.

In reality, much of their work is exactly the same, and they look after people with very complex needs. There is a need to see international recruitment as one part of meeting the workforce challenge, but we also need a much longer-term view on how we encourage people to join our sector. It’s also important that we start to

CARING-TIMES.CO.UK

reach out to a range of people with whom we currently haven’t engaged, who will make an excellent contribution to the social care workforce. For example, many former carers have the values and skills to contribute to our workforce, but we are very bad at engaging them.

The workforce challenge must also lead us to think creatively about technology use. Traditionally the social care sector has lagged behind in its use of technology and data. Still, we must recognise the potential of technology to deliver highquality care and to support people with complex needs. The starting point for developing any technology must be that it provides better outcomes for those who use services. We must also be clear that it has to improve efficiency and outcomes.

Social care is also in desperate need of some very robust data sets, because what was apparent during the pandemic was that there are good data sets from the NHS, but social care was lagging. In the

future, we must be more data-driven, which will help us direct our resources to those in most need and also deliver preventative and more effective services.

I cannot pretend that the next few years will be easy for social care, but we must make a compelling case to the government about our essential role as a part of national infrastructure. We are part of that infrastructure because we transform people’s lives. Still, we are also part of the national economic infrastructure, and social care is an important part of local economies. It must also be remembered that many people would not be economically active if it were not for social care supporting the people they love.

I know the chancellor is committed to social care and health, and he will do all he can to try and protect services, but he is in a very tough job, and we should not expect to get everything we need immediately.

DECEMBER 2022/JANUARY 2023 | 9

business | leader’s spotlight

A greener care choice Chief executive Joanne Balmer says all-inclusive fees and a sustainability model are key to helping Oakland Care stand out from crowd in the Southeast luxury care home market

B

almer started working in care homes as a care assistant at the age of 16.

“I always wanted to be a nurse, even when I was a toddler,” Balmer says.

“My mum has pictures of me always wearing nurse outfits. I never really wanted to do anything different.”

Having started as a volunteer in care homes and hospitals, Balmer worked in healthcare for 10 years as a qualified nurse before going into social care and focusing on quality improvement in 2010. She then joined Gracewell Healthcare and also later transitioned to work with Sunrise Senior Living as part of its acquisition by HCN, which became known as Welltower.

After spending six years with Sunrise and Gracewell focusing on care quality and operations, Balmer was approached to join Oakland in 2019.

“Sunrise and Gracewell had a fairsized portfolio of nearly 50 homes throughout England and had a corporate structure because there was also the US part of the company which had an involvement in how the group operated,” Balmer explains.

“I was able to really influence and drive growth and also to be able to foster innovation within a small business because we were able to make decisions a lot quicker and we were able to be quite agile and well connected to our people.”

“What I was really attracted to at Oakland was the ability to come into an organisation which at the time was very small with only three open homes when I joined. I was able to really influence and drive growth and also to be able to foster innovation within a small

10 | DECEMBER 2022/JANUARY 2023

business because we were able to make decisions a lot quicker and we were able to be quite agile and well connected to our people.

“I have got to know, as you would expect, all our home managers, deputies and the heads of departments as well as quite a lot of our carers.

“There comes a point when you have a certain size portfolio that you lose that personal touch. Oakland gave me a real opportunity to have that, but still have a real quality focus while also realising that ability to grow and innovate within social care.”

Since Balmer joined, Oakland has grown to eight operational care homes providing residential, dementia, nursing and respite care in Essex, Kent, East Sussex and Oxfordshire with five having opening in the last three years.

A further two homes are midconstruction, with Oakland having a pipeline of a further three identified sites.

“That will complete our shortterm growth plans under our current ownership,” Balmer says. “As long as you have a good structure to really manage the business, it really is a case of making sure you remain in touch with the people which is fundamentally important for success.”

Having worked her way up the career leader from care assistant to chief executive, Balmer is a shining example of how care can offer a career pathway.

“That’s definitely something that we focus on quite a lot in Oakland,” Balmer says.

“We have a talent management strategy and we are constantly appraising where our people are in terms of their performance and where their opportunities are, so we can look to build people’s careers with us as we grow the portfolio. We have got people who have been with us for years, who have grown from unit manager roles into managers, carers and deputy managers. We have got a head chef who has now moved into a role where he is

Joanne Balmer

head of hospitality and lifestyles. This was someone who was solely a chef and had never dreamt of doing anything with activities. He has now been able to develop into that extended role.”

Oakland has developed homes in geographic clusters to help offer opportunities for staff to work across three or four homes.

“Having smaller clusters enables people to grow into roles and that allows them to take smaller steps to moving into regional roles,” Balmer explains.

“We always develop in areas where there is a noted undersupply in the market. We also look ahead so that even where you have a geographic location that may have only a very small undersupply, if a lot of the neighbouring stock is quite old and there’s not a supply of high-quality wetroom provision for example, we know that within five or ten years a proportion of that stock will no longer be operating and the local people will

CARING-TIMES.CO.UK

leader’s spotlight | business

Elsyng House tree planting

still need a good-quality care home to go to, so we do take that into account.”

With the Southeast an increasingly saturated market when it comes to luxury care home provision, we asked Balmer what made Oakland Care different?

“One of the things that really differentiates us is our all-inclusive offering,” she says.

“When we quote our weekly fees to prospective residents, they include everything from going to the hairdressers every week, having their chiropody done when they need it, all their activities, their Sky TV, phoneline rental and telephone usage. There’s no additional billing and no extras on top.

“I think that really offers residents peace of mind and it’s more straightforward for bill payers to understand than having the care charge and then lots of itemised bills.”

Resident services are incorporated within weekly average fees which average just under £1,500.

CARING-TIMES.CO.UK

“We have got people who have been with us for years, who have grown from unit manager roles into managers, carers and deputy managers. We have got a head chef who has now moved into a role where he is head of hospitality and lifestyles.”

“We have had good growth in our average weekly fee over the last three years but also, as you would expect, our costs have also increased,” Balmer notes.

“Labour accounts for a minimum of 55% of revenue coming into the business and we need to make sure, like all care businesses, that we have

enough staff to provide a really good care offering, otherwise that is really going to have an impact on people’s experience and their quality and our reputation.

“When we are able to achieve greater revenue by average weekly fee growth, we do reinvest that into our team members through our various reward and recognition activities and also primarily through pay rates.”

Balmer highlights sustainability as the second element that made Oakland stand out from the crowd.

“We have put a lot of work in the last few years around sustainability to position Oakland Care as the greener care choice for people because we have found that it really does matter to our people, including those who choose to come to work for us, as well as prospective residents who get really quite involved in our sustainable activities and their relatives who may well be the decision-makers,” she says.

Oakland’s sustainability drive > DECEMBER 2022/JANUARY 2023 | 11

business | leader’s spotlight > began with an annual staff survey that demonstrated substantial demand for specific initiatives around recycling as well as other simple measures.

“There were quite a lot of people thinking about how we were impacting the environment and what we could do better,” Balmer says. “It’s very much still driven by our team members.”

The care group has formed a sustainability committee which comprises champions from each of its eight care homes.

“They’re the ones that generate ideas, innovation and drive change to the business,” Balmer says.

The chief executive says Oakland’s residents were “extremely engaged” with sustainability activities such as biodiversity gardens and beekeeping.

The business gives back more

Green week 2022

12 | DECEMBER 2022/JANUARY 2023

than 1,500 staff hours a year to local community projects such as tree planting, litter picking, beech cleaning and town cleans, with Balmer and her regional team also getting involved.

“People who give that time during working hours are obviously funded by Oakland, so that is an investment from us,” Balmer says.

“We have noticed it has had a real impact on our engagement. People are able to really influence what we are doing in our homes if they come up with a good idea. It’s having a real impact for our people and for the wellbeing of residents where they’re getting involved along with their relatives. It’s been a phenomenal success for us over the last few years.”

Balmer says Oakland’s sustainability ethos had helped boost recruitment,

“The business gives back more than 1,500 staff hours a year to local community projects such as tree planting, litter picking, beech cleaning and town cleans, with Balmer and her regional team also getting involved.”

especially with the younger generation as well as helping increase occupancy levels.

Group turnover is around 27%, below the sector average of 31%, with agency use less than 5% of labour hours and “reducing rapidly”.

Balmer says the business forecasts agency usage to fall under 2% by the end of December.

Occupancy, meanwhile, is more than 90% at Oakland’s mature homes and is rising well at its growth homes in Swanley and Maidstone which have recently opened.

Looking forward, Balmer says she expects Oakland to be eligible for green finance when it looks to raise capital again to drive future growth.

Despite its innovations in sustainability, Balmer says the group had yet to access green finance.

“When we last raised finance in 2021, there didn’t seem to be a clear or consistent benchmark for what providers needed to achieve in order to be eligible for green finance,” Balmer observes.

“Different lenders seem to have different expectations which isn’t very helpful for the sector. Collaboration between lenders to agree the benchmark for green finance eligibility in social care would be a big step forward for the sector.”

Having become the UK’s first carbon neutral group, Balmer says the next step for the business is to become net zero.

“We have targets we have set out to get there and are in the process of designing our first net zero care home for completion in late 2024/early 2025,” Balmer says.

“Our latest new builds will be gasless CARING-TIMES.CO.UK

leader’s spotlight | business

Beekeeping at Elmbrook Court

“Different lenders seem to have different expectations which isn’t very helpful for the sector.

Collaboration between lenders to agree the benchmark for green finance eligibility in social care would be a big step forward for the sector.”

and will employ alternative technology for utilities such as ground source heat pumps and solar panels.”

Oakland also BREEAM accredits CARING-TIMES.CO.UK

all its operational homes at a cost of around £10,000 for each site.

“To do BREEAM in construction you have to start that process even before the scheme goes in for planning and you’re looking at a minimum of £250k in extra construction costs,” Balmer explains.

The chief executive noted many care home operators may not have cash liquidity to invest into being fully sustainable, however, while observing there were smaller things they could still do.

“We have done lots of things to reduce our waste,” Balmer says. “We have reduced our delivery miles and fed that into our procurement processes, so that when we are tendering for different

services we have restrictions on how often they can deliver to the homes.

“We have invested in new technology to vacuum press our clinical waste which means that less goes to landfill and our bin does not get as full as quickly, so the lorry taking it away doesn’t have to come as frequently. It’s a whole knock-on effect in how we do business.

“We now need to ensure we are generating as little carbon as possible in the first place and minimise our footprint for the environment.”

Oakland looks set to reap the benefits of being a first mover as sustainability becomes an increasing priority for carers, residents and their families in the years ahead.

DECEMBER 2022/JANUARY 2023 | 13

business | surveys & data

Care home deals ‘significantly ahead of pre-pandemic levels’, says Christie & Co The number of care home deals is “significantly ahead of pre-pandemic levels” with completions up by 78% in 2022 compared with 2020, according to Christie & Co.

I

n its first ‘Care market review 2022’ report, the business property advisor said offers this year were at an average of 101% of asking price, reflecting strong investor appetite with competitive bidding commonplace.

Rob Kinsman, regional director, care at Christie & Co, said: “The last couple of years have presented the sector with huge operational challenges, but it is heartening to see that investor appetite has fully recovered. We have confidence that the entrepreneurial nature of the sector will ensure the transactional market continues to thrive despite the growing economic headwinds.”

New instruction levels rose by around 30% from 2020 to 2021 as operators capitalised on buoyant market conditions and strong values achieved.

14 | DECEMBER 2022/JANUARY 2023

The most active buyer type over the past five years has been independent operators with one or two homes, which accounted for 41% of sector deals.

The proportion of deals completed to corporate operators and investors stood at 22% in 2018. This dropped down to just 9% in 2021, when larger providers and investors paused their acquisitions due to the pandemic.

From 2018 to 2022, there has been a decline in first-time buyers, which accounted for 16% of transactions in 2018, dropping to only 7% in 2022. This is likely to be reflective of the increasing funding challenges for first-time buyers, and the regulatory burden of the Care Quality Commission. The decrease can also be attributed to an increase in quality, higher-value stock coming to the

Rob Kinsman

market.

Larger, regional multiple groups increased their market presence in 2021, accounting for 40% of transactions, up from 32% in 2020, showing they remained keen to expand their portfolios even though the sector was battling with the pandemic.

This year, corporate operators and investors have accounted for 33% of deals, with first-time buyers at 7%, down by 9% since 2018.

As a percentage of the overall total, deals brokered to regional multiple groups dropped in 2022.

The report says buyers were increasingly looking further afield due to a competitive marketplace and the increased use of technology in care homes which can allow for some operational work to be done remotely.

Almost half (48%) of deals this year were concluded by buyers who live 100 miles from their target business.

A large number of deals were concluded in and around urban centres, although transactions in rural and coastal areas were also up.

More than 1,500 care homes ceased trading between 2015 and 2020 with over 40% of these having Good ratings and being closed for reasons other > CARING-TIMES.CO.UK

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Join us to celebrate a year of positive campaigning for social care and fundraising for two wonderful charities

The RAC, Pall Mall, London SW1 Thursday 15th December 2022 – 12 noon till 4pm Champagne Reception, 3 Course Christmas Lunch & Drinks Tables of 11 people – £1250 Individual tickets – £125 Profits from the Christmas Lunch will go to the Care Workers’ Charity & Alzheimer’s Society To book, please email: christmaslunch@hallmarkcarehomes.co.uk

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OCTOBER 2022 | 15

business | surveys & data

> than quality, including margins and cost pressures.

A record 31% of the care homes Christie & Co sold in 2021 were on a closed basis – 56% of these were sold for ongoing healthcare use, while 26% were sold for residential conversion.

The number of closed care homes sold dropped to just 13% this year, however, an increasing proportion (80%) of these closed homes were sold to care home providers.

16 | DECEMBER 2022/JANUARY 2023

Where the sale is for ongoing use, the larger homes are commonly sold to elderly care providers seeking to reposition the care home in the market.

Smaller homes are often acquired by specialist care providers and supported living operators When analysing local authority fee rate rises across the UK in the fiscal year 2022/23, Christie & Co found that fee increases fall short of inflationary cost pressures in the sector. There was

CASE STUDIES Christie & Co is currently engaged in the high-profile mandate to sell 111 freehold care homes for Four Seasons Health Care with the assets being offered for sale on a portfolio, sub-group, or individual basis. Completed deals include Anchor’s acquisition of the entire share capital of Halcyon Care Homes Topco comprising 11 care homes in the East Midlands and the South of England. Christie & Co also facilitated the acquisition of Cornwall Care by Sanctuary Care comprising 15 residential, nursing and dementia care homes, as well as assisted living support. a large disparity between fee increases throughout the UK, from 3.1% to 12.8%, with an average residential fee increase in England of 5.4%, and nursing fees rising by 6.8%. Christie & Co said it expects the burden on self-funding clients to rise.

More than half of respondents (52%) reported widespread use of agency staff with some saying they had been successful in sourcing recruits from new overseas markets.

Additionally, 43% of providers said occupancy had returned to pre-pandemic levels, with 57% reporting occupancy was still recovering.

Larger providers reported lower overall average occupancy levels than smaller regional operators which saw rates largely back to pre-pandemic levels. The majority reported good enquiry levels, suggesting a positive outlook for 2023.

Commercial finance firm Christie Finance said it had seen 8% fewer funded deals in the sector this year with operators looking to expand their portfolios or restructure existing debt.

The average loan size increased by 5.8%, suggesting that funding in the sector is evolving to provide more refinance to buy or expand.

First-time buyers making offers on care businesses fell from 48% in 2021 to 45% in 2022 due to the perceived difficulties in raising finance.

Christie & Co noted that this area of the market has been more challenging as the recognised lenders retrench to service existing operators with proven track records.

CARING-TIMES.CO.UK

business | on the road

Caring Times on the road This month, Caring Times features editor Charlotte Goddard visited Signature’s Hendon Hall, and learned how its award-winning design combines period features with the latest innovations.

E

ighteenth century Grade II listed Hendon Manor, which hosted the England football team before its 1966 World Cup victory, opened in January this year as Signature Senior Lifestyle’s latest luxury care home. A dramatic columned portico leads to a space resembling a high-end hotel, with stylish communal spaces including a café complete with baby grand piano, a finedining restaurant, World Cup-themed Bar 66, stately private dining space and 1930s-style cinema which doubles as a multi-faith room.

“There’s a fine balance to be struck between making you feel it is glamorous enough that you are not downgrading your lifestyle, but welcoming and homely enough to feel it is a long-term stay,” said Anna Ramsden, head of design at Signature Senior Lifestyle. “We want people to feel like they are having the time of their life in their latter years, rather than how people picture it when they go into a care home.”

Signature at Hendon Hall also features an emporium with hair salon, nail bar and treatment rooms and a ‘potting shed’, lined with trugs and twine, where residents can get their hands dirty in the garden. Furniture and furnishings must be both beautiful and functional. “We want hotel-style glamour but the fabrics we use have antimicrobial benefits, are cleanable and can cope with various uses,” said Ramsden.

advantage of historical elements such as stained glass windows rescued from the hotel’s lavatories and wrought iron gates set into the brickwork.

Kicking-off in September 2019, much of the build took place during the pandemic, so took slightly longer than planned due to supply delays and labour shortages. Signature is owned by Canadian care home provider Revera, and the multimillion-pound build was funded by private equity. The team worked with architectural firm PRP, building company Farrans Construction and interior design consultancy Leisure Concepts.

The layout of the home The older part of the home houses the communal spaces, as well as an impressive bay-fronted staffroom. Most bedrooms are in the modern wings to provide lift access, wetrooms, and other essential care elements. Services including laundry facilities and a large plant room are housed in the former underground car park, while

the provisions staff need to support residents have been located throughout the home.

“We ensure staff never have too far to go for facilities such as sluice rooms and hoist stores so the homes can run efficiently,” said Ramsden, whose sister is a care worker. “If the staff have to walk three floors to find the nearest sluice room it makes their job harder.”

The old coaching arch has been incorporated into the design with large arched windows on two levels, giving passers-by the same view of the grand portico as they had before. On the first floor a library is one of many areas inspired by the home’s history.

Aeroplanes etched onto the window and a desk in the shape of a plane wing refer to Hendon’s RAF connections.

Feedback from local consultations resulted in the inclusion of a ‘village hall’, which has separate access and can be closed off from the home, or used for residents’ activities. “We wanted to be able to bring neighbours into our community should the times allow that,”

Design and build Signature is keen to build homes that allow its well-heeled clientele to remain within their existing neighbourhoods, but it can be tricky to find suitable sites. When North London-based Hendon Hall became available it was the perfect location, but there were challenges involved around introducing modern systems such as ventilation and air conditioning. Listed buildings can offer unwelcome surprises – builders uncovered damage from a 1920s fire for example – but also beautiful design features. Quirky areas have taken 18 | DECEMBER 2022/JANUARY 2023

CARING-TIMES.CO.UK

on the road | business

said Ramsden. The home has provided employment for the local community, through an agreement with the local authority to offer a large number of apprenticeships.

Sustainability and technology With an eye on climate change, all bedrooms have comfort cooling, and the home features thermal insulation, energy-efficient lighting, and occupancy light sensors. The building has around 100 solar panels on its roof, while electric car charging stations aim to support greener travel.

A hospitality TV system allows residents to chat to family members, contact housekeeping and bring up information about daily activities from their bedrooms. Staff use handheld devices to manage residents’ care plans, and family members can use a personalised gateway to check in on their loved one’s daily life.

Accommodation The home’s 102 apartments each have their own front door, with varying designs, and are located on a named ‘road’ with its own colour and theme.

Open-plan studio apartments, each with its own lavatory, shower and kitchenette, offer around 25 square metres of space CARING-TIMES.CO.UK

while one-bedroom apartments can be up to 40 square metres. Fees start at £1,595 a week for a studio apartment and rise to £2,100 for a one-bed deluxe apartment, with prices including meals, non-alcoholic drinks and snacks, optional activities, housekeeping and laundry, Wi-Fi, and one hour of care or half an hour of nursing care a day.

Additional care packages are available.

Signature has a two-year plan for occupancy, with a target of 50% in the first year and up to 93% at the end of the second year. Signature Senior Lifestyle’s sales and brand director Simon Dickinson said the home is on track to achieve this.

Dementia provision Two separate dedicated dementia households are located in a new wing, one on the ground floor and one on the first floor. Each household comprises 12 apartments, six on one side of a communal area and kitchen and six on the other. Blues, greens and greys form a soothing palette, and large prints and patterns are avoided. Simple black and white signs direct residents to facilities, and each apartment door has its own wooden ‘memory box’ with a slide-out transparent front. Small shelves inside can hold items that might help residents

connect with their own history such a tool they used in their work life or an item from a sport they enjoyed – perhaps a tennis ball. The first floor has an outside terraced area, and the ground floor household has access to a garden overlooking the portico, protected by a perforated metal screen which allows residents to feel part of the comings and goings of the courtyard without being able to wander away.

The design of the home aims to give residents independence and dignity, with support needs built into everyday fixtures and fittings as much as possible, until residents’ needs change. “It is sometimes said you shouldn’t have mirrors for people with dementia, for example, but we do fit mirrors in the bathrooms,” said Ramsden. “If we find a patient struggles, we will put a film on it, but to date we’ve not had to do that.”

Signature at Hendon Hall was recently recognised at the Knight Frank Care Home Awards, picking up the 2023 Renovation Award, but the team isn’t resting on its laurels. “We can take those lessons learned into the next design,” said Ramsden. “We are always evolving based on developments in technology, energy or changes in care needs. We are always looking for the next thing we can do with our homes.”

DECEMBER 2022/JANUARY 2023 | 19

business | property focus

Prices of integrated retirement communities rise 22% in five years Integrated retirement communities are leading the way in price growth in the later-living sector, according to Knight Frank.

K

night Frank’s Seniors Housing Price Index in this year’s ‘Senior housing annual review’ shows an IRC scheme with a deferred management fee has risen by more than 22% over the past five years, compared to just 14% for retirement housing stock and 17% for IRCs with no DMF. Knight Frank’s Seniors Housing HPI draws on the analysis of more than 36,000 seniors housing transactions which have taken place since 1995.

Lauren Harwood, associate in the seniors housing team at Knight Frank, said: “Performance across the sector has largely been in line with average house price growth over the last five years,

20 | DECEMBER 2022/JANUARY 2023

though this is predominantly due to the exceptionally strong performance of the residential property market through the pandemic.

“Given rising mortgage costs and constraints around lending, it is likely we are entering a period of price outperformance relative to the mainstream housing market, with older, wealthier downsizers tending to be less constrained by mortgage debt.”

People aged over 65 hold an estimated £1.5 trillion in property equity, according to Knight Frank.

The analysis found average new-build sales for senior housing schemes have been increasing over the past two decades

with the value of an average transaction rising from £133,345 before 2000 to £381,550 after 2020.

Harwood added: “We are seeing a significant amount of investment into the IRC part of the market. This segment is widening in terms of propositions, tenure options, locations and price points. IRC schemes are scaling up, with more being built in urban areas and an increasing focus on the mid- and upper-market.”

Knight Frank said IRCs were becoming increasingly popular with buyers seeking later-living communities that offer integrated onsite lifestyle amenities such as restaurants, bars, gyms and cinemas, alongside discreet personal and domestic care that can be provided within the home if needed.

Riverstone Kensington is one example of a recently launched IRC, offering 190 apartments for sale, with residents having access to 24/7 concierge, a fitness studio featuring E-GYM equipment, a vitality pool, spa and treatment rooms. A new restaurant run by the acclaimed chef and former MasterChef judge Robin Gill is also available.

Riverstone has opened its second scheme in Fulham offering one-, two- and threebedroom apartments on a riverside location.

CARING-TIMES.CO.UK

We talk to directors, owners, senior management and managers, and report across the care sector.

We are very excited to receive our draft* ABC audit certificate showing that we circulated up to 12,000 magazines in June across the sector.

To celebrate this we are running a promotional offer for new advertisers:

£975 EX VAT per page. *Full audit in progress

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caring-times.co.uk/contact OCTOBER 2022 | 21

business | politics & policy

Policy hot seat William Walter, managing director of adult social care PR consultancy, Townsend Communications, discusses government proposals to boost recruitment through migrant workers with Daisy Cooper MP, Liberal Democrat health and social care spokesperson and deputy leader Is the health secretary’s recommendation to hire migrant workers rejected by the NHS an effective solution to the social care sector’s staffing crisis?

Effective communication skills are important for ensuring good-quality care and the effective running of care homes. The government’s proposal to hire migrant workers rejected by the NHS for lack of language skills fails to recognise this. It’s a sticking plaster that at best will lead to a marginal increase in recruitment and at worst could impact vulnerable people’s care.

Instead, the government needs to recognise the value of care workers and invest time and resources in recruiting, retaining and rewarding them.

Unfortunately, poor pay is driving care workers to the NHS, hospitality and other sectors, leaving those in need without care packages. But, even with better pay, we will undoubtedly need to recruit care workers from abroad. In doing so, we should maintain a good level of general English language skills.

Is the skills crisis facing the social care sector part of a broader failing in other areas of government?

Many parts of our economy are facing a labour shortage and a skills crisis, creating

Daisy Cooper

22 | DECEMBER 2022/JANUARY 2023

intense competition in the job market.

However, with social care vacancies hitting a record 165,000, any responsible government would have tried to get ahead of this with serious workforce planning.

Frustratingly, the Conservative government spent months whipping its MPs against a cross-party drive to commit the government, in law, to producing annual workforce projections.

Care workers are at breaking point and quitting the industry in droves. To retain care workers they must have hope that support is on its way. Being honest and transparent about the levels of staff we will need in the years to come would be a crucial first step.

Would greater investment in nursing skills and training, as well as more effective marketing initiatives, lessen the recruitment crisis?

Yes undoubtedly, but we should also learn from what is already working well.

Values-based recruitment has reduced turnover of staff, as has the provision of continuing professional development.

But the reality is that social care workers are getting a raw deal. They are under enormous strain both financially and in their working conditions. A marketing campaign won’t change that reality.

“But the reality is that social care workers are getting a raw deal. They are under enormous strain both financially and in their working conditions. A marketing campaign won’t change that reality. ”

The Liberal Democrats support the introduction of a real living wage for care workers, the replication of NHS pay bands and career progression.

These are concrete ways to ensure more people are encouraged to take up social care work and continue in the sector.

Will the migrant proposal exacerbate a two-tier system between health and social care?

Yes. Social care is a difficult and skilled profession which should be valued more highly.

Although language requirements are different between the two sectors, we should not be moving in a direction that paints social care as a lower tier to the NHS. The two are inextricably linked – one cannot function properly without the other.

We already know that delayed discharges from the NHS are in large part down to the crisis in social care.

Supporting social care providers is the first step in bringing down wait times for NHS treatment.

Ultimately, it’s in the government’s interest to do everything it can to value and reward care workers properly so that the UK can be one of the best places in the world to age and be cared for.

CARING-TIMES.CO.UK

politics & policy | business

No more sticking plasters Short-term changes to immigration or NHS language rules might well be necessary, but such sticking plaster measures are seldom sustainable in the longer term argues David Sinclair, chief executive of the International Longevity Centre – UK (ILC).

I

n January this year, the ILC’s ‘Plugging the gap’ report warned that due to population ageing, Covid-19 and Brexit, the UK economy could see a shortfall of 2.6 million workers by 2030 – almost twice the workforce of the NHS. Post-pandemic, high vacancy rates are prevalent across the whole UK labour market, but the social care sector has even higher staff turnover and vacancies. In 2018, the ONS projected that the number of people in England aged 85 or over would increase to 3.2 million by 2041 and the latest ONS Census 21 data confirmed this trend. With the oldest more likely to have some form of disability, this demographic trend will drive a significant increase in the need for social care.

“In January this year, the ILC’s ‘Plugging the gap’ report warned that due to population ageing, Covid-19 and Brexit, the UK economy could see a shortfall of 2.6 million workers by 2030 – almost twice the workforce of the NHS.”

Pre-Brexit research published in November 2015 by the ILC and Independent Age highlighted the dependency of the sector on migrant workers. ‘Moved to care: the impact of migration of adult social care’ warned of serious shortfalls and concluded: “We project that by 2037, if working in care becomes increasingly unattractive and net migration is comparatively low, the workforce could have over one million fewer care workers relative to demand than is the case today… In order to close the workforce gap over the entire period, the proportion of working age people CARING-TIMES.CO.UK

David Sinclair

in England, working in the adult social care sector, needs to rise from around 4% today, to around 6% by 2037.”

In April this year, the Migration Advisory Commission (MAC) report ‘Adult social care and immigration’ said the sector needed an additional 66,000 full-time employees (FTEs) to fulfil current demand and a further 236,000 FTEs to keep up with growing care needs.

Social care employs around 2% of the working-age population today and may need to employ 4% to fulfil demand by 2033. While most workers were British nationals, migrant workers form a considerable part of the sector. In 2020, one-in-four social care workers were born outside the UK, many outside the European Economic Area.

However, the ILC would agree with the MAC report, that while “immigration policy may be able to help alleviate some of the workforce problems that the sector is facing, it is not the best solution to these problems”.

Aside from the issues around poaching valuable staff from deprived countries, it would be a retrograde step if the shortterm relief brought by immigration policy was an excuse not to address the more fundamental problems the sector faces.

“Social care employs around 2% of the working-age population today and may need to employ 4% to fulfil demand by 2033. While most workers were British nationals, migrant workers form a considerable part of the sector.”

Pay must clearly be improved, but we must better support the largely female workforce and plug the gaps. Employers must ensure healthier workplaces, offer support for those with unpaid caring responsibilities and allow flexibility.

Our approach to care needs to become more preventative, more people-centred and delivered more efficiently. ILC’s latest report, ‘The Mayhew review: future proofing retirement living’ shows it would be more efficient to provide more housing with integrated care.

DECEMBER 2022/JANUARY 2023 | 23

business | opinion

Recruitment crisis three-point plan UK country manager, Grzegorz Wrzosek, of live-in services provider Promedica24 outlines three steps the government must take to ease the recruitment crisis

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ew figures released in October

by Skills for Care have revealed the growing scale of labour shortages in social care, with as many as 165,000 unfilled vacancies in the sector.

This comes at a time when demand for care is equally growing – maybe in 2023 we can answer the question: how can we solve social care’s recruitment problem?

As UK country manager of Europe’s largest provider of live-in care services, Promedica24, I have overseen a successful recruitment process, which has allowed us to more than double our number of carers, and here are the three most important things that the industry and the government should consider in order to solve the issue.

First of all, while remuneration is not always an incentive for people to work in care, poor pay can certainly act as a demotivator and drive people away from the job. Thus, if care providers want to deliver a high-quality service to vulnerable people, they should not be afraid to price salaries appropriately. This will make a career in care more attractive for people with a vocation for it, but who might have otherwise chosen a less emotionally demanding job for better pay.

This might seem simple, but increasing overheads obviously poses a barrier. To this end, the government must step up and offer financial support to the local authorities which have responsibility for funding care. This will make sure that care

services remain accessible and affordable for our ageing population, especially in the context of the cost of living crisis.

Secondly, following Brexit, the UK should establish a visa and immigration system to make it easier for people to come to Britain to work in care. Just as there are special visa schemes for temporary workers, carers should benefit from a simplified process to allow them to come to our country to deliver this vital service, especially given the scale of shortages. The recruitment process in care is already lengthy and robust, to ensure that people who want to go into it have a fitting personality, but the new visa requirements introduced by Brexit have raised additional barriers for getting qualified carers in post. Currently, providers pay significant sums of money to sponsor their workers, so facilitating this process would also lower the cost of care, which would further benefit users and keep prices down.

Finally, providers should realise the importance of investing in recruitment and have dedicated recruiters whose full-time job is focused on hiring new care workers. Too often, recruitment falls within the remit of care managers who are too busy with other aspects of their role to devote enough time and resources to recruitment. This is another area where the government could support the industry, by setting up a central government recruitment agency to give

Grzegorz Wrzosek

smaller providers easy access to a pool of available talent and workers who can be quickly employed. Once recruited, retention is also key, which employers can maximise by helping their workers, acknowledging their achievements and providing accessible support networks.

While there are many industries affected by labour shortages, solving this issue in the adult social care sector is extremely crucial to the wellbeing of our population. A career in care can be highly rewarding, but the industry and the government need to step up to promote it and make it easier for people to enter this path.

Change in the adult social care vacancy rate (independent sector only)

Source: Skills for Care

24 | DECEMBER 2022/JANUARY 2023

CARING-TIMES.CO.UK

sustainability column | business

It’s the ecology, stupid!

Jonathan Freeman, group sustainability director at CareTech, launches a regular column focusing on the importance of sustainability in the social care sector

A

s I write this, world leaders (well, most of them) are convening at Sharm el-Sheikh for the COP27 meeting on climate change. United Nations secretary-general Antonio Guterres bluntly warned delegates that “we are on a highway to climate hell with our foot on the accelerator” and that the world was in the “fight of our lives and we are losing”.

Be in no doubt that we in the social care sector are in that same fight. Let’s look at just three sustainability challenges facing the sector: Climate change. Increasing pressures driving global warming are raising costs of key elements of social care, notably rising energy and fuel costs. The sector is characterised by an ageing property stock and high vehicle dependence.

Historic underinvestment and oldfashioned regulators have led to a heavily paper-based system with little investment in technological innovation.

Population growth. Global population growth is placing an increasing strain on health and social care demand. In the UK, this is exacerbated by an ageing population which is significantly raising demand for social care services, for elderly care but particularly for specialist care. The growing number of individuals with increasingly complex care needs is heightening the need for greater and more sophisticated provision.

Growing inequalities. Rising demand for social care is outstripping the public sector’s capacity to provide adequate funding through current funding mechanisms, leading to unmet need and individuals having to self-fund ever-increasing elements for their care with a disproportionate impact on the poorest. ‘Postcode lottery’ inequalities of social care provision and increasingly inappropriate distinctions between the availability of public support for different health conditions are fuelling new inequalities.

A recent environmental, social and governance report from Barclays ‘Time to

CARING-TIMES.CO.UK

act: healthcare at a turning point on ESG’ commented – diplomatically – that “the response of health and social care to these imperatives has been muted, at best”. We as a sector must join the fight for our planet’s future.

As a sector, we face enormous challenges. The economic situation is further squeezing commissioners’ budgets; inflation is driving up core costs; recruitment and retention are at crisis levels; regulators’ expectations are, rightly, increasing; the media is quick to jump on actual or perceived shortcomings; and there are growing calls to curb private operators’ profits and, indeed, to nationalise the sector.

“Some might be tempted, given these pressures, to pull back on investment in sustainability initiatives.

This would be a huge mistake – both morally and commercially. ”

Some might be tempted, given these pressures, to pull back on investment in sustainability initiatives. This would be a huge mistake – both morally and

commercially.

Higher energy and fuel costs are not going away. The cost-benefit analysis of reducing our energy and fuel usage is clear, with recouping of initial investment becoming ever-shorter. We must invest in improving our properties’ energy efficiency, boost the use of renewables and transition quickly to low-carbon vehicle fleets.

Evidence shows clearly that employees want to work for organisations with strong sustainability credentials, are more loyal and more productive. A vital component of our collective approach to tackling the sector’s recruitment and retention crisis must be to support our employees to contribute to their communities and playing their part in our sustainability agenda.

We can also boost the life chances of those at the margins of society providing them with meaningful jobs. We need to work with organisations with access to such communities to create exciting new employment pathways, opening up whole new pools of untapped talent, recognising that values not qualifications are more important for care roles.

This is not a choice between economy and ecology. Addressing the challenges of sustainability can reduce costs and accelerate transition to carbon net zero.

However strong the short-term headwinds, they must not deflect us from long-term sustainable growth.

Jonathan Freeman

DECEMBER 2022/JANUARY 2023 | 25

WINNERS 26 November 2022 Park Plaza Westminster Bridge

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WINNERS 26 November 2022 Park Plaza Westminster Bridge

Care Operations/Area Manager • Dave Ankers, Care UK Care Housekeeper • Fe Harris, Ty Enfys Care Home, Hallmark Care Homes Chef • Lorna Parsons, Bourne View, Colten Care Care Home of the Year • Hale Place Care Home, Hale Place Care Solutions Care Home Group – Under 10 settings • Stow Healthcare Group The Sara Berrio Care Champion • Shaun Moore, Home Instead South Lakes • James Samson, Sanctuary Care Care Registered Nurse • Cherelle Henery, Cranmer Court – Caring Homes Dementia Care Manager • Sherry Mills, ECL Marylands Day Centre – ECL Dignity & Respect Care Home of the Year • The Close Care Home Care Newcomer • Megan Harding, Carr Gate Care Home, HC-One CARING-TIMES.CO.UK

Carer • Corrinne Collis, Bradbury House, Caring Homes Care Home Design of the Year • Copelands, Belfast Central Mission, Northstar Projects Manager • Hazel McGwyne, Woodland Grove, Oakland Care Care Activities Co-ordinator • Emily Carver-Prue, Maycroft Manor Care Home, Hallmark Care Homes Team • Hengoed Court/Hengoed Park, Hengoed Care Business Initiative • What To Do, Community Integrated Care Care Home Group Over 10 settings • Porthaven Care Homes Leadership • Sanjay Dhrona, The Close Care Home Lifetime Achievement • Victoria Sylvester, Acacia Training Personality • Karolina Gerlich The Care Workers’ Charity DECEMBER 2022/JANUARY 2023 | 27

business | advertorial

Five ways to keep your care home’s laundry costs down With the recent rise in energy bills, keeping your energy consumption and costs down couldn’t come at a better time. So, we asked the expert team at WASHCO to share their top tips for lowering your care home’s laundry costs, without impacting the quality of your load.

Tip 1: Select the right size machines To limit your energy use and water consumption it’s vital to get the right size machines to meet your laundry demands.

It’s estimated that a care home needs 0.5 kilos capacity per resident, but when you are selecting your machines, it’s crucial to adjust this to match how much laundry your care home produces.

Tip 2: Load your machine correctly Although it can seem like you’re saving time by filling your machine to the max and doing more washing in one go, it’s actually very important to avoid overfilling, or underfilling, your machine.

Overfilling can cause damage to your machines and prevent the detergent from circulating and working effectively, whereas underfilling will result in wasting large quantities of water and energy, as well as creating a loud banging noise during the spin cycle.

For optimum results, WASHCO recommends filling the drum to threequarters of its capacity, or using the one-hand rule, making sure a hand’s width gap is left at the top of the drum. This is a great way to test if your machine is overloaded, as you won’t be able to fit your hand in if it is!

Tip 3: Regularly service your machines All elements of your machines get inspected during a service, so booking this in regularly is a great way to prevent issues from developing that 28 | DECEMBER 2022/JANUARY 2023

could cause costly breakdowns in the future.

Gas safety checks and temperature validations will also be completed, giving you peace of mind to know that everything is safe and working efficiently.

Tip 4: Clear lint filters When left to build up, lint will prevent the air from circulating properly in your dryer, which causes it to work harder and increases your energy usage.

An empty lint filter will speed up your load’s drying time and increase your machine’s lifespan, so it’s definitely worth the little extra effort.

bacteria, scale and grease inside your machine.

Some machines, including our WASHCONNECT range, come pre-programmed with a maintenance wash option. But if this programme isn’t available, we advise running the machine on a high temperature without any laundry or detergent, to keep your machine clean and odour-free.

WASHCO partners with leading brands to transform UK care homes’ laundries and lower costs. Speak to our experts on 08000 546 546 or email: hello@washco.co.uk to find out more.

Tip 5: Routinely run maintenance washes Getting into a good habit of running regular maintenance washes will ensure optimum efficiency, as well as control infection, by clearing out any dirt, CARING-TIMES.CO.UK

care

32 CHARITY & FUNDRAISING Dr Pete Calveley, chief executive of Barchester Healthcare, reflects on the work of Barchester’s Charitable Foundation

31 CPD IN FOCUS

34 CHEF OF THE MONTH

37 CARE FOR TOMORROW

Skills for Care discusses the new Forefront training programme for people from black Asian and minority ethnic backgrounds

Ruaan Prins at Sanctuary Care’s Fernihurst Nursing Home in Exmouth

Dr Jane Brightman of the NHS Transformation Directorate says social care on track to reach digital target

care | welcome care contents 31 CPD IN FOCUS

Skills for Care discusses the new Forefront training programme for people from black, Asian and minority ethnic backgrounds

32 CHARITY & FUNDRAISING 31

Dr Pete Calveley, chief executive of Barchester Healthcare, reflects on the work of Barchester’s Charitable Foundation

38

34 CHEF OF THE MONTH

Ruaan Prins at Sanctuary Care’s Fernihurst Nursing Home in Exmouth

35 CREATIVE CARING

Carers demonstrate their creativity through fun and innovative activities

32

36 WELLNESS BLOG

Why supporting carers’ financial wellbeing doesn’t just end with paying a decent livable wage

40

37 CARE FOR TOMORROW

Dr Jane Brightman of the NHS Transformation Directorate says social care digitisation is on track

40 IN PICTURES

Care homes ‘get spooky’ for Halloween

34

41 NORRMS’ BLOG

41

Autumn thoughts

42 10 QUESTIONS WITH

Susan Cruse, general manager of Hallmark’s Admiral Court Care Home

37

30 | DECEMBER 2022/JANUARY 2023

42

CARING-TIMES.CO.UK

skills for care | care

CPD in focus In this new regular column Skills for Care discusses continuing professional development for the adult social care sector. To kick-off, operations director Tricia Pereira highlights the new Forefront training programme for people from black, Asian and minority ethnic backgrounds.

F

or more than 10 years now, Skills for Care has been leading the way with our Moving Up programme, which supports social care managers from black, Asian and minority ethnic backgrounds to take the next step in their career.

Over the years, the programme has grown in popularity, with training cohorts quickly booked up, we decided to increase the programme to three cohorts each year.

Following the continuing success of Moving Up, we decided look at what more we could be doing to support more people from black, Asian and minority ethnic backgrounds working in adult social care. And so, the Forefront programme was born.

Unlike our Moving Up programme, Forefront is not just for managers.

In fact, it’s aimed at people who are working in direct caregiving roles, or ‘on the forefront’, who are at the very start of their leadership journey.

Adult social care is a very diverse sector, with 23% of the workforce being from black, Asian and minority ethnic backgrounds, that is more than one-infive of the adult social care workforce in England, playing a vital role in the day-to-day care of people in our communities. But this representation is not proportional at more senior levels. That’s why it’s vital that the entire sector takes steps to support the diverse workforce in progressing at all levels.

It’s important to note that unlike Moving Up, our Forefront programme is a fully online programme which can be self-completed at any time. This makes it flexible and accessible for all, which we know from our relationships with care providers is a key priority for training right now.

The programme comprises two digital modules which have been designed to support participants when dealing with specific challenges they face in the sector, while helping them to build

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confidence in improving diversity and inclusion within their organisations.

The programme covers topics including equality, diversity and inclusion; leadership and management; personal branding; communication skills; and career progression.

Our Forefront and Moving Up programmes are just one element of the work Skills for Care is doing to support the diverse workforce in social care.

Combined with our New Directors Programme and alumni networks we’re striving to make a transformational change within the sector.

At Skills for Care, a core strategic aim across the work that we do is supporting culture and diversity to ensure the workforce is treated equally, feels included and valued, and is supported to stay well and pursue their careers in social care.

In partnership with the Department of Health and Social Care, we’ve been working on the development of the Social Care Workforce Race Equality Standard (SC-WRES), which is a policy and standardised set of measures to monitor progress and drive up standards and practice across the sector with respect to the experiences of black and minority ethnic staff.

Tricia Pereira

This is a really positive step forward in taking an actionable and measurable approach to managing equality, diversity and inclusion.

We’re also supporting managers with adopting a compassionate leadership approach which is key to building a safe and supportive workplace culture which allows open conversation and equal opportunities for progression.

Find out more about the programme, sign up online and understand how to support a diverse workforce at: skillsforcare.org.uk/

DECEMBER 2022/JANUARY 2023 | 31

care | charity & fundraising

Making a difference Dr Pete Calveley, chief executive of Barchester Healthcare, reflects on the work of Barchester’s Charitable Foundation since it was formed in 2000

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hen I first joined Barchester back in 2014, one of the things that impressed me was finding out all about the fantastic work of Barchester’s Charitable Foundation. I was struck by how many people the Foundation had helped and how many lives had been changed for the better. The Foundation’s purpose to support people in society who are really struggling with loneliness and isolation and help them connect or reconnect with community groups is so worthwhile. I knew straight away that I wanted to carry on that vital work.

Fast-forward eight years and my work with Barchester’s Charitable Foundation is still as important to me; I really value my time spent with my fellow trustees discussing grant applications and looking at where we can make the most difference. What’s more, having the opportunity to visit some of the projects the Foundation has supported is a great part of my job.

It is wonderful to see the difference our grants make in the community, both to small charities and to individuals, and how connecting people with community groups improves their quality of life so greatly. It is amazing how a small sum can mean so much, and provide a lifeline for people.

The Foundation paid out its first grant in 2003 and since that date I

am proud to say we have awarded close to £3.2 million and helped more than 3,000 good causes – the tally stands at 1,077 small community groups and charities, and just over 2,000 individuals – so many people’s lives have been improved by the Foundation’s work. Each year, we award around 250 grants amounting to approximately £180,000. Money raised

by Barchester staff for the Foundation through fundraising initiatives such as bake sales, car washes and sponsored walks is matched pound for pound by Barchester to double the fundraising amount, which enables us to support even more community groups and individuals.

One of the groups we helped this year was Hurst Bowling Club in Reading. Its grant of £690 was used to purchase three sets of specialist woods (bowls) and three carriers.

The woods are very small with finger holds suitable for elderly bowlers and for those experiencing a reduction in hand/arm strength. The club’s elderly bowlers were delighted with their new equipment and told us the grips on the new woods were just right. A 97-yearold gentleman at the club was pleased to be able to bowl to the jack with as much accuracy as he used to have, which was made even more wonderful after two years of the pandemic. The

Barchester’s Charitable Foundation was created by Barchester Healthcare in 2000 to help people in the communities where Barchester’s care homes operate. It is a registered charity based in London and legally is completely independent of Barchester Healthcare.

The Foundation gives grants to help reduce isolation and loneliness, promote group activities and generally improve people’s mobility and quality of life. It aims to give grants that will help people lead more fulfilled lives and reach their full potential.

Its mission is to make a difference to the lives of older people and other adults with a physical or mental disability, supporting practical solutions that lead to increased personal independence, self-sufficiency and dignity.

The Foundation receives hundreds of applications for grants each year and weighs each of those applications against its criteria of helping to connect people with their local communities and helping them to lead more fulfilled lives.

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Dr Pete Calveley

new smaller woods which are stamped ‘Hurst Bowling Club’ are reserved for older members and the club tells us how our funding has been transformational for them. Feedback like this is so heartwarming for everyone involved with the Foundation; it is fantastic to know that through one of our grants, we’re achieving our objectives of tackling isolation and loneliness, improving mobility and promoting group activities to help people enjoy a muchloved pastime once again.

The passion, drive and determination of the staff here at Barchester is so inspiring. To see our team members take on wonderful challenges, on top of their day jobs, fills me with pride. For example, in intense heat this July, staff from Barchester care homes up and down the country tested their mettle by taking on a mammoth 211-mile cycling challenge – the Tour de Barchester.

Over four days, the team of care home workers and directors cycled from Yorkshire to London, stopping at 15 care homes and one hospital across all four of our divisions. At every service, they were met with a rapturous welcome from staff and residents who had organised fundraising events with all kinds of entertainment, from steel bands to fancy dress, and chocolate fountains to residents on static bikes matching them mile for mile – the

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charity | care

Hurst bowling club

teams in the homes pulled out all the stops to show their support and help raise funds. All money generated from the initiative was donated to the Foundation and in total more than £18,000 was raised. This money will make a huge difference, helping people cope with isolation and loneliness

Tour de Barchester - the finish line

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through very many grants that we will now be able to give to good causes all over the country.

As we celebrate 30 years of Barchester, we’re looking back on everything the company has achieved and the Barchester Charitable Foundation is a big part of that, making

a real difference to so many people’s lives. I am humbled and so very grateful for the tremendous support of all my colleagues, our residents and their friends and families, and our corporate partners who have joined in with all kinds of different activities over the years to help us raise funds.

It never ceases to amaze me just how inventive and generous the Barchester family is – from spending days cycling, or running and walking for hours on end, taking part in quizzes and challenges, dressing up, danceathons to sleep outs, every single activity is undertaken selflessly and with such energy and good humour. I want to thank everyone who has helped us raise funds, everyone who has given up their time to volunteer to help or to take part in whatever crazy activitiy, you are all superstars.

As chairman of the Foundation, I am dedicated to continuing our work and helping as many people as possible to get out and about, to combat loneliness and reconnect with their local communities.

DECEMBER 2022/JANUARY 2023 | 33

care | chef of the month

Chef of the month Originally from South Africa, Ruaan Prins works at Sanctuary Care’s Fernihurst Nursing Home in Exmouth and is the proud winner of Sanctuary Care’s Masterchef 2022 and a finalist for the National Care Awards Care Chef accolade. residents love making fresh juices – we make bowls of fruit and vegetables, herbs and ginger, and together create juices with their favourite combinations.

How do you cater for residents living with dementia?

The presentation of modified meals is of upmost importance to me as this is the starting point for the meal. Also finding out what texture the resident prefers can make a big difference.

It’s about capturing that flavour and presenting it really well, for example, making quenelles of potato, using ingredients like beetroot to enhance colour, fresh herbs and a really good gravy – I use lots of red wine in my gravy as it gives it a good shine.

Tell us about your background and how you joined Sanctuary Care I joined Sanctuary Care in 2018 after moving to Exeter from London, where I’d spent 10 years working in the restaurant and hotel industries and working freelance covering corporate and event catering. Before that, I worked in the hotel industry in South Africa, where I did my training with a hotel group, going from pot washer to sous chef in five years.

What’s special about working at Sanctuary Care?

Sanctuary Care is a special place to work as they have a very open-minded approach. We do have a menu that we follow, but as chefs we are free to follow our own minds and have full control over our own kitchens, creating anything that our residents ask for. Mealtimes are such an important part of the day for their residents and creating a dining experience is just one of the ways we can enrich their lives.

How do you vary your menu to provide choice for residents?

As well as our normal menu, we also 34 | DECEMBER 2022/JANUARY 2023

run an all-day snack menu with finger food, if residents fancy something different during the day, for example, breakfast is served all day, there are burgers, fish fingers, cheesy chips and home-made milkshakes. Not all our residents like having home-baked cakes for afternoon tea, so we offer savoury options – cheese and biscuits, sausage rolls and prawn cocktail.

What does your typical weekly menu look like?

In a typical week we will have roast beef or lamb, pork, chicken and fish, varying from braised dishes to grilled and fried. Every day I make two homemade soups – vegetable and meat.

One is more rustic and chunky, while the other will be more smooth, served with croutons, bloomers or homemade bread.

How do you meet residents’ nutritional and health needs?

Meeting our residents’ nutritional needs is very important and if someone is not eating well, I will go and see them on a daily basis to assess what we can do, for example, cooking them something that reminds them of their past. Our

What is your most popular dish?

The most popular dish here at Fernihurst is by far the braised lamb in red wine, served with wholegrain mustard mash, green beans and carrots.

The residents love this.

What is your own favourite dish?

The braised lamb (above) is one of my favourite dishes to cook, with a winter root mash. I love cooking warm, hearty food and am a big fan of stews.

How do you make the dining experience special for residents and their families?

I take time to talk to our residents, find out about their family and what they did for work, these conversations very often come round to food. There might be something they really miss – someone might say they haven’t had deep fried goats cheese balls for years, so I make it for them. They love it and might remember when they had it years ago. We offer a wide range of drinks, including wine and beer at every service, with full table settings and background music. I like to go out after the service and get feedback on the meal and visit the residents that prefer to dine in their rooms.

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activities | care

Creative Caring As always, carers have been demonstrating their creativity through fun and innovative events for their residents…

Animal magic Exotic animals including a tortoise, gecko and chameleon, as well as snakes, snails and beetles, proved a big hit at Czajka Care Group’s Beanlands Nursing Home. The animals were brought along by local firm Predators and residents were able to ask questions about how they are cared for and their natural habitat. Residents, many of whom have owned their own pets, also enjoyed interacting with Pets As Therapy dog Cocoa and chatting with her owner Mary Hebden.

High fliers Luxury care home Signature at Camberley granted the wishes of four residents as part of its Bucket List initiative, designed to help people try new things or revisit treasured experiences. Patrick Fell, a 96-yearold former RAF navigator, flew an aeroplane courtesy of charity Aerobility, accompanied by 80-yearold ex-paratrooper Terry Wiles. Fellow residents Roy Pankhurst, 91, and Brian Best, 81, watched their favourite team Southampton take on Everton in the Premier League.

Picture perfect Residents at Camilla House Care Home

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in Fife channelled their inner Da Vinci as part of a programme of activities.

A local visual artist led the group in a variety of artistic endeavours, including flower mandalas and watercolour paintings, and residents’ work is now proudly on display within the home. Art has been linked to improved health and wellbeing in care settings and helps to nurture a sense of social inclusion and personal accomplishment.

Wedding bells After 42 years as partners, 81-yearold Jim Hawkins and his 64-year-old sweetheart Lynne were married at The Orders of St John Care Trust care home Grevill House. The wedding cake and refreshments were made by the catering team and other team members organised the decorations and drinks for the toast.

Power of poetry Residents from Care South’s Dorset House residential care home in Hamworthy joined forces with two-yearolds from a local nursery to write and film ‘Found’, a poem based on the words and phrases of residents. The poem has been entered into the Poetry Together competition which aims to highlight the benefits of learning and reciting poems, including improved memory and speech development and increased confidence.

Ultimate goal Middlesbrough fan Paul Brown, a resident at Astune Rise care home, was

speechless when former Middlesbrough and England star Stewart Downing turned up at the Eston care home for a surprise visit, inviting Paul and his key workers to be his guests at a forthcoming match. Home manager Caroline Bowstead worked with the football club and commercial partner Vertu Motors to make Paul’s dream come true.

Thank you for the music Residents and staff members at Cramond Residence in Edinburgh took centre stage as part of Cramond’s Got Talent, with performances including Abba tributes, traditional Spanish dancing and a piano symphony. A judging panel of residents with a range of experiences, including a dance teacher, a former RAF engineer, a pianist and a singer, unleashed their inner Simon Cowell to rate the performers.

Hammer time Staff at Colten Care’s Hampshire dementia care home Linden House teamed up with Southampton Football Club to take resident Nigel Bendall for a ‘lads’ day out’ at St Mary’s Stadium, to mark his 60th birthday. West Ham fan Nigel had a close up view of the action as the Saints took on his favourite team, as well as enjoying a burger and a beer.

DECEMBER 2022/JANUARY 2023 | 35

care | wellness blog

Money worries Wellness company Empower Plan’s managing director Nadine McCabe explains why supporting carers’ financial wellbeing doesn’t just end with paying a decent livable wage

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lot of emphasis and support is offered to care workers now to support their mental wellbeing and with extremely good reason. The pressure and stress that UK care workers are under, affects their mental health dramatically.

What about financial wellbeing?

Financial wellbeing covers an individual’s relationship with money, and whether or not they feel financially secure and in control.

With the cost of living crisis now affecting a great number of families, it’s becoming more important for employers to do what they can to enhance financial wellness along with physical and mental health.

How does an employees’ personal finances affect an organisation?

Financial pressures have a huge impact on the mental wellbeing and performance of care workers. If employees’ minds are focused on financial worries, they’re going to be more likely to make mistakes and have poor decision-making skills. These kinds of mistakes and judgement errors can cost companies a great deal of money and in the care industry, it can result in loss of lives too.

Recommendations for support While income is one sure fire way to help people out with their financial pressures, is it enough simply to pay a decent and liveable wage?

More support is needed and it can actually be provided with little or no additional costs to organisations already struggling with tight budgets. Some of the ways support can be given are: 1. Get to know the employees The first step to offering the correct type of support to staff is to have open discussions. Listen to the little things they say and pick up on what they may need from their open dialogue with managers and other colleagues.

36 | DECEMBER 2022/JANUARY 2023

2. Provide effective financial education It’s important to provide education for carers about topics such as creating effective and manageable budgets, debt management and future planning.

In this current climate, education on what to do if the outgoings exceed the income is also needed for many carers.

The answer doesn’t simply end with ‘getting more income’ and educating staff on how to manage these struggles effectively can give them peace of mind and relieve stress.

3. Check in regularly Things can change very quickly for people when it comes to financial burdens. It is important not just to ask questions once or hold ‘one-off ’ conversations – managers should have regular check-ins with carers to ensure all is still well and there are no changes to support needed.

4. Managers don’t need to have all the answers If an employee opens up about a serious financial concern, it’s important to

be reassuring and practical with the response. Let them know they are not alone and that support is available and then provide information about where they can best find good professional support. The manager doesn’t need to have the answer, but simply the ability to listen and react accordingly.

5. Other things employers can do There are a number of other ways organisations can support and help out a little with lightening the burden of the cost of living crisis such as: • Employee discount schemes (retailer discounts etc) • Employee assistance programme (to support wellbeing and provide resources) • Salary sacrifice schemes • Save as you earn schemes • Company pension Many of the options above don’t cost a lot to implement including the educational workshops. Care homes with little to no budget for providing support can still support their staff effectively.

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care for tomorrow | care

Digital care plans on target Social care is “on track” to hit the government’s target of 80% adoption of digital care plans by March 2024, Dr Jane Brightman of the NHS Transformation Directorate, tells Caring Times

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he 80% target, which was included in the government’s policy paper ‘A plan for digital health and social care’ in June, is the key commitment the directorate is working towards.

Speaking to us in November, Brightman said she was “optimistic” of hitting the 2024 goal as the sector was on track to reach 60% adoption by March next year.

The directorate monitors the level of provider uptake through information returns shared by the Care Quality Commission.

NHS Transformation Directorate is responsible for an assured supplier list of nine digital care record providers that meet specified technical and delivery standards at the time of writing, with a further two suppliers about to receive approval.

“The list is permanently open and we are constantly encouraging suppliers to become assured because a care provider can only access funding for a digital social care record if they are on the assured supplier list,” Brightman told us.

The NHS Transformation Directorate

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unites staff from across NHS England and the Department of Health and Social Care.

“It exists to drive innovation at scale where it can improve care for people and support staff,” Brightman said.

Brightman, who has worked in social care for almost 30 years, is an assistant director in the directorate’s Digitising Social Care team.

Brightman and the team were major contributors to setting out the digitising social care programme in the government’s Adult Social Care White Dr Jane Brightman

Nourish Care is one of the directorate’s assured suppliers

Paper which came out in December 2021.

“We have quite an ambitious transformation programme in social care for the next three years,” she highlighted.

Funding for digital social care planning adoption flows through integrated care systems.

“We work directly with each ICS and they will be working with the care providers in their geographical footprint,” Brightman explained.

The directorate published a report assessing the digital skills of the adult social care workforce in September this year and has created a digital skills framework to support adoption.

“That’s a real enabler to helping care providers digitise more generally because without those skills it’s really hard to move forward on the digital journey,” Brightman said. “We aim to roll out the final version of the framework by March 2023 and hope to roll out some of our e-learning modules quite quickly after that. Other things will follow in the next financial year.

People will be able to access the digitisation adoption support tools through the digital social care website at: digitalsocialcare.co.uk Keep an eye out for a further update from the directorate on progress towards its digitalisation commitments in our February issue.

DECEMBER 2022/JANUARY 2023 | 37

care | promotion

Congratulations to our overall winner Nicola Mould, home manager, Orchard Mews, HC-One

Nominated by Jennifer Dodds, community nurse, whose mum was a resident at Orchard Mews Care Home.

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icola was responsible for leading the care given to my mum when she lived at Orchard Mews during the last few weeks of her life. My mum suffered from Alzheimer’s and was discharged from hospital post Covid-19 with deteriorated condition for palliative care.

Nicola made every effort to support my mum, myself and my siblings during such a traumatic and sad time. She and her team helped my mum settle in and allowed us to visit her (obviously within strict Covid-19 guidelines).

They were all amazing and Nicky co-ordinated all mum’s care brilliantly. She managed to support mum and all of us during this very sad time. Nicola could not do enough for mum and all of us.

During the last week of mum’s life, she was unconscious, and we were allowed to be with her during such a horrible time.

Nicola went above and beyond her role to support and help us all, often staying at work hours past her shift ending when mum deteriorated to wait for the GP to review and implement a plan and ensure she was comfortable and pain free.

“I am so proud and humbled to have been selected as the overall winner of the Caring Times Care Home Heroes Competition 2022. It’s a huge honour to have been recognised for the work I do at HC-One’s Orchard Mews.”

Nicola supported me and my siblings through a horrific time. She has an amazing team at Orchard Mews and their care philosophy is totally patient-centred. Nicola remained professional, empathetic, knowledgeable and supportive throughout mum’s time at Orchard Mews.

Nicola delivers amazing nursing care and management of an amazing care team. We will never forget Nicola who looked after mum and want to say a massive thank you to her and we truly believe she deserves recognition for the outstanding nursing care and coordination of care she delivers.

38 | DECEMBER 2022/JANUARY 2023

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promotion | care

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DECEMBER 2022/JANUARY 2023 | 39

care | wellness blog

In pictures From Hampshire to Fife, care homes throughout the country got creepy for Halloween. In Scotland, Holmes Care Group residents transformed their homes into Halloween haunts with ghostly decorations and giant spiders. Meanwhile Colten Care’s homes in Winchester welcomed young guests for spooky treats, and residents at Sanctuary Care’s Ridgewood Court Residential Care Home tucked into Scouse stew and enjoyed live music with loved ones at a Hallowe’en party.

Trail of terror: Abbotts Barton resident Jillian Cambrook takes to the Halloween trail with staff member Sarah Kingston.

Trick or treat: Nursery children sample Halloween food with resident Nalini Bhagwat at Colten Care’s St Catherines View care home.

Web sight: A Holmes Care Group resident shows off her spooky spider

Canine costumes: Therapy dog Eddie got in on the act at Sanctuary Care’s Ridgewood Court care home in Pensby.

40 | DECEMBER 2022/JANUARY 2023

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norrms’ blog | care

Welcome to my world of dementia The knowledge of new growth to come in the spring offers comfort and hope to our columnist Norrms McNamara

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s we enter the later months of the year it always reminds me of those who are in the autumn of their lives. Some with dementia are sadly already there because of their illness regardless of age, but this time of year is usually when we put the garden to bed for the winter. Gone are the poppys with their nodding heads, the multiple colours of the annuals swaying in the wind, the smell of roses and the wonderful tomato plants laden with fruits, all but a distant memory now as the temperature drops and there’s a nip in the air. It’s always a sad time in our house but one of the jobs that has to be done.

It was a very breezy day but strangely warm as well as we set to. As always, while picking up the leaves that had fallen (with huge help from my wife Elaine I might add) and collecting all the conifer needles that had turned brown and fallen, my thoughts drifted and I thought of not only those we had lost to this disease, but also those living with it at the moment. What are they thinking?

Are they also lamenting the closing of another summer, dreading the colder months, and more so the darker nights where the sundowning in their lives could become much worse? What crosses their minds at this time of year when it feels it is all closing in, or is that just me?

It’s tough enough living with this disease, but we must give a thought to those who are conscious of what’s going on who know there’s no cure on the horizon. As the dark nights draw in and the days get shorter in terms of daylight, please remember the days are so very much longer for those with dementia, as I said recently, the definition of dementia is: the days are longer, but the memories shorter.

This is why at this time of year we must take even more notice of people’s moods, mannerisms and general demeanour because, without you knowing, the time of year may well be a huge weight on their minds and with Christmas around the corner even more so. But it’s not all doom and gloom, oh no, once the garden

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was tidied it was time for the packets of bulbs to come out. Just the sight of these, the pics on the packages is enough to cheer anybody up, the rainbow of colours on the front and of course the wonderful expectation of spring to come and warmer days ahead. These are our little bags of hope; these are dreams for the future, right here in our hands. As I planted each one with care I whispered ‘good luck’ to each and every one of them as they went down into the deep dark soil in the hope that in just a few months they will burst forward to announce the

arrival of spring 2023.

Suddenly I found my dark mood lifting as the hope of what was to come filled me with excitement. It’s funny how such a simple thing can change people’s moods and lift their spirits; it can be something so simple as planting bulbs for the future, but the future is what it’s all about, we can’t change what’s happened but we can change what may happen, and with hope in our heart, the magic of mother nature, and support all around us, suddenly everything didn’t seem too bad.

Till next time…

Norrms McNamara

DECEMBER 2022/JANUARY 2023 | 41

care | 10 questions

10 questions with…

In our monthly feature showcasing our amazing care home managers we find out more about Susan Cruse, general manager of Admiral Court Care Home, a CQC-rated Outstanding Hallmark care home in Leigh on Sea, Essex Why did you join the social care sector?

I joined the social care sector in 1995, after working as a manager of a main post office for three years. I wanted a new challenge in my life. I decided to go to night school to study psychology, which spurred me on to go to university to study mental health nursing. I qualified in 2005 along with my daughter.

What do you enjoy most about your job?

The thing I enjoy most about my job at the home is making a difference to people’s day and enhancing the quality of life for those that live here.

Who is your social care hero and why?

The person I admire in social care is Mary Marshall who works in dementia services development. She is a long-term member of Sir Stewart Sutherland royal commission on long-term care for the elderly. She works behind the scenes, making a difference.

What is the one thing you would change about social care?

The one thing I would change is the stigma about the role of carer. It was always believed that you needed no qualifications to do the role, but in fact to work in care it takes something special to draw you in. Everybody has something different to give, of which we acknowledge.

Susan Cruse

before reaching the end of the book.

What, in your opinion, makes a great care worker?

Someone that listens, shows empathy and has good communication skills and shows a real passion to want to do the job and learn along the way.

What advice would you give your younger self ?

The advice I would give is do it a lot sooner, as I came into the care sector at 37 years of age. Had I known the fulfilment I would get I would definitely have done it sooner in life.

What do you do when life all gets a bit too much?

I do one of two things: I go to the gym, it’s me-time to think through the events of the day; and I like to read crime books, trying to guess the outcome

Which three famous people would you like to have dinner with and why?

Henry VIII as I am interested in history around this time. Sigmund Freud, the Austrian psychoanalyst – I studied his theories years ago and would like to

42 | DECEMBER 2022/JANUARY 2023

discuss some of them with him. Paula Radcliffe – the three times London marathon winner – as a long-distance runner myself I admire her talent and the fact that she’s a mum and this hasn’t stopped her.

What three items would you bring with you on a desert island?

I would take my family for company (I hate my own company), a library of books and a torch as I’m afraid of the dark.

What’s your secret talent?

Seeing the good in everyone!

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advertorial | care

The importance of lighting in care home design Lighting plays a pivotal role in care home design, primarily because, as we age, our eyes can deteriorate so much that by the age of 75 we require twice as much light in order to see things properly. In what follows, we will look at the different types of lighting and how they can be utilised in a care home setting.

Natural light Natural light is the most important source of light in a care home – or indeed any home –which is why we want to maximise it as much as possible. Natural daylight can boost our levels of vitamin D, something which barely any of us gets enough of, and also boosts our serotonin, which affects our moods. It also affects and helps regulate our sleep patterns, which is extremely important as we get older because sleep becomes harder to come by.

Here are some tips to help you boost natural daylight through care home design: • Utilise large, floor-to-ceiling windows: not only do these windows give a room a real sense of space, they also let natural light flood in, which is ideal in communal areas like living spaces.

• Be mindful of where you place furniture: furniture placement is extremely important in care home living spaces and choosing to place things like sofas and armchairs in front of windows can really obstruct the flow of natural light into a room.

• Get your windows cleaned regularly: not only will regular cleaning let more daylight pass through, it will also allow residents to have a clearer view of the outdoors, both of which will contribute to an overall improvement in quality of life.

• Keep the interior bright: keeping the colour scheme in the care home light and bright will ensure that more light is reflected while giving the space an overall cheerier feel.

Artificial light Unfortunately, even with the most optimal design in the world, natural daylight won’t be able to account for the entirety of a care home’s lighting needs. Here are some different areas where artificial light can be utilised: • in dining areas and corridors, brighter ceiling lights can be appropriate to help residents more easily focus on the tasks of eating and walking • in living spaces and bedrooms, softer wall lights might be a good option as these spaces tend to be less task-focused, so brighter lights aren’t as necessary. However, it’s also worth having stand-alone light sources such as lamps in these areas as they can be very useful for things like reading.

Aedifice Partnership manages new care home construction as well as refurbishment projects throughout the UK. For further details on the services Aedifice Partnership offers, please visit: aedifice.co.uk or call 0800 151 0234.

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DECEMBER 2022/JANUARY 2023 | 43

care | business & property Cornwall Name of property sold:

Trewiston Lodge

Location:

St Minver, near Wadebridge

Registration:

32 Nursing

Purchaser:

Karlyon Care

Seller:

Blakeshields

Price:

Undisclosed

Business transfer agent:

Christie & Co

Contact person:

Simon Harvey – 07764 241310

Devon Name of property sold:

Bodmeyrick Residential Home

Location:

Holsworthy

Registration:

29 Residential

Purchaser:

Southern Coast Care

Seller:

Holsworthy Health Care

Price:

£1,650,000

Business transfer agent:

Christie & Co

Contact person:

07764 241310

Devon Name of property sold:

Moorgate Residential Home

Location:

Bedford Bridge, near Yelverton

Registration:

37 Residential

Purchaser:

Undisclosed

Seller:

Shadrick Care Homes

Price:

£3,100,000

Business transfer agent:

Christie & Co

Contact person:

Simon Harvey – 07764 241310

Dorset Name of property sold:

Millbrook House

Location:

Child Okeford

Registration:

Residential Care for 33

Purchaser:

R&G Quality Care

Seller:

Millbrook House (Dorset)

Price:

Undisclosed

Business transfer agent:

Christie & Co

Contact person:

Charles Phillips – 07764 241346

Dorset Name of property sold:

St Cecilia Care Home

Location:

Poole

Registration:

15 Dementia and Mental Health

Purchaser:

Nisi Dominus Frustra

Seller:

Mr and Mrs R Eshelby

Price:

Undisclosed

Business transfer agent:

Christie & Co

Contact person:

Charles Phillips – 07764 241346

IF YOU’RE THINKING OF SELLING YOUR CARE BUSINESS, SPEAK TO THE EXPERTS: Contact our award-winning team on: 0207 448 8826 | care@christie.com 44 | DECEMBER 2022/JANUARY 2023

CARING-TIMES.CO.UK

business & property | care Pembrokeshire Name of property sold:

Ashdale Nursing Home

Location:

Pembroke

Registration:

43

Purchaser:

Undisclosed

Seller:

Undisclosed

Price:

Undisclosed

Business transfer agent:

Christie & Co

Contact person:

Oliver McCarthy – 07702 809 198

Vale of Glamorgan Name of property sold:

College Fields Nursing Home

Location:

Barry

Registration:

68 Nursing

Purchaser:

Undisclosed

Seller:

Mike & Rachel Kemp

Price:

Undisclosed

Business transfer agent:

Christie & Co

Contact person:

Oliver McCarthy – 07702 809 198

West Midlands Name of property sold:

Beechcroft Residential Home

Location:

Oldbury

Registration:

50 Residential (closed)

Purchaser:

Undisclosed

Seller:

Carlton Care Group

Price:

£1,100,000

Business transfer agent:

James Buist-Brealey and Paul Reilly

Contact person:

James Buist-Brealey – 07917 630 318

Leicestershire Name of property sold:

Kibworth Knoll Care Home

Location:

Kibworth Beauchamp

Registration:

36

Purchaser:

Undisclosed

Seller:

Undisclosed

Price:

Undisclosed

Business transfer agent:

NGA Care

Contact person:

Nick Greaves – 07943 107 887

Leicestershire Name of property sold:

Woodheyes Residential Care Home

Location:

Leicester

Registration:

38

Purchaser:

Undisclosed

Seller:

Undisclosed

Price:

Undisclosed

Business transfer agent:

NGA Care

Contact person:

Nick Greaves – 07943 107 887

IF YOU ARE LOOKING TO SELL YOUR CARE BUSINESS, Contact our managing director Nick Greaves on: 07943 107 887 | nick@ngacare.co.uk | ngacare.co.uk

CARING-TIMES.CO.UK

DECEMBER 2022/JANUARY 2023 | 45

Contact our award-winning team on

0207 448 8826

FOR SALE

LOOKING TO SELL? TALK TO THE EXPERTS. We have a large pool of buyers ready to invest in the UK social care sector.

Malvern House, Cornwall

Ashbourne House, Bristol

Freehold £1,350,000

Freehold £1,250,000

• Town centre location

• Registered for 17

• Registered for 22

• Excellent location

3270341

3470692

T: 07764 241 310

T: 07702 809 198 Drayton House, Bridport Freehold £699,000 • Detached care home, now closed • Previously registered for 19 3270370 T: 07764 241310

Care Home, Romford

Nursing Home, Derbyshire

Freehold OIEO £3,500,000

Freehold £1,400,000

• Managed care home with good reputation

• Registered for 40

• Rated ‘Good’ by CQC

5771003

• CQC rated ‘Good’

2470388 T: 07736 615 870

T: 07703 716 156

Confidential Property

Confidential Property

Former Rowley House Nursing Home, Stafford

Care Home, Hampshire

• Registered for 21

Freehold £1,300,000

• Registered for 35

• Excellent reputation

• Previously registered for 35

• Retirement sale

3470701

• PP for an additional 9 bedrooms

3878217

Nursing Home, Wiltshire Freehold £1,000,000

T: 07702 809 198

5873247

Freehold £2,950,000

T: 07764 241346

T: 07917 630 318

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