The Carer #81 November/December 2025

"Grave Injustice"

The care sector has condemned government proposals that would force overseas care workers to wait up to 15 years before qualifying for permanent settlement in the UK—three times longer than the current five-year requirement and significantly longer than most other professions.

Home Secretary Shabana Mahmood announced the changes in the Commons on November 20th, introducing a new contribution-based immigration system

designed to address what she described as "unprecedented" levels of arrivals in recent years.

Speaking in the Commons she said: “As I said earlier this week, the pace and scale of migration in this country has been destabilising. This was most notable in the case of the health and care visa, where minimum salary requirements were dropped."

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This is our final print issue of the year as we approach 2026, (but there are six more digital issues to go until the end of the year), so it seems fitting to reflect on what has been an extraordinarily challenging twelve months for our sector.

Throughout 2025, the UK residential and nursing care home sector has weathered a perfect storm of pressures. Workforce shortages have reached critical levels, compounded by immigration changes that have deepened the staffing and recruitment crisis. We lead this issue with coverage of these immigration developments, recognising their profound impact on care providers across the country.

The financial squeeze has tightened further with National Insurance contribution increases and national minimum wage rises, all against a backdrop of general rising costs and inadequate funding. The funding gap between what it costs to deliver quality care and what we receive continues to widen. Meanwhile, we've navigated increasingly complex regulatory changes and compliance requirements, all whilst demand for care services continues to grow.

Yet from these challenges has emerged something truly remarkable – Providers Unite! I am immensely proud to be associated with this grass-roots movement, which has given our sector a powerful, authentic voice. I've been delighted to attend both of their protests this year: one outside Parliament and another during the Labour Party conference in Liverpool. To witness its progression from inception to a genuine force for change has been inspiring.

The passion, determination and solidarity I've seen from care providers standing together has been nothing short of remarkable. This is what happens when people who truly understand the challenges facing our sector come together with a shared purpose.

Watch out for 2026 – there's much planned, and I'm confident that Providers Unite will bring about the change our sector so desperately needs. After years of being overlooked, our voice is finally being heard.

Thank you for your continued readership and support. Here's to a better year ahead.

I can always be contacted at editor@thecareruk.com

Published by

Editor Peter Adams

Care Sector Condemns 15-Year Settlement Rule as "Grave Injustice"

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The Home Secretary continued, “An attempt to fill between 6,000 and 40,000 jobs led to the arrival of 616,000 individuals between 2022 and 2024.

“Over half were not even filling jobs in the sector at all, but were rather dependants of those who were. That will now change.”

Under the proposed framework, most migrants will face a ten-year baseline before becoming eligible for settlement, with higher earners and certain priority public service roles qualifying sooner.

However, low-paid occupations—including all adult social care roles—have been placed in the most restrictive category, requiring a 15-year wait.

The announcement follows earlier restrictions imposed in July that banned employers from recruiting care staff from abroad on health and care worker visas, measures that have already significantly reduced international recruitment.

STAFFING CHALLENGES

The adult social care sector has faced unprecedented staffing challenges in recent years, in March 2022 vacant positions reached 164,000 – representing 10.6% of all roles. This followed a concerning trend: workforce numbers had declined for the first time in recorded history.

In response to the deepening crisis, government measures were introduced to expand recruitment from abroad.

Care workers were designated as shortage occupations in 2022, building on a similar classification for senior care workers the previous year. These changes allowed care providers to bring in international staff through the health and care worker visa scheme.

The impact was significant. Skills for Care data shows that independent providers welcomed 105,000 overseas workers into direct care positions during 2023-24 – a substantial increase from 80,000 the year before and just 20,000 in 2021-22.

Whilst international recruitment helped ease pressures, with vacancy levels improving to 8.3% by March 2024, the rapid expansion revealed serious problems, with cases emerging of workers being mistreated and exploited.

The government took enforcement action, withdrawing sponsorship licences from over 470 care sector organisations between July 2022 and December 2024.

However, the newly announced proposals to limit overseas workers have created a backlash from sector leaders.

PUNITIVE AND DISCRIMINATORY

Nadra Ahmed CBE and Ian Turner OBE, Co-Chairs of National Care Association said: ‘This decision must be challenged because we do not currently have a sustainable domestic workforce or workforce strategy to support those who need care in our country. We would challenge the Home Secretary to deliver 100,000 domestic care workers willing and able to join the social care workforce immediately and a plan to deliver a further 450,000 more over the next 8 years.

“Every government has been made aware that in care and health, over generations, there has been a

reliance on international recruits to ensure the delivery of care across the country. However, nothing has been done to improve the image to support and attract people towards social care as a career. There has been no thought or investment around professionalisation, accredited training pathways or investment in pay. The only actions taken are punitive and discriminatory.

“However, it does appear that this government is willing and able to let money talk, by prioritising money over skills and recognised contribution. Perhaps over the next year they can invest in the sector which will not only save the NHS money, and could do so much more, but also contributes £77.8 billion to the economy. Creating barriers will impact those we serve and once again this government will have failed them.”

STEP BACKWARDS

Karolina Gerlich, CEO of The Care Workers’ Charity, said: “These proposals represent a deeply troubling step backwards for migrant care workers. A 15-year wait for stability is not a reasonable settlement pathway; it is unfair and an unnecessary burden. Migrant care workers make an essential contribution to our communities and to the people they support every day. Policies that diminish their security and wellbeing risk undermining the foundations of the entire social care system.”

“Forcing international care workers to wait 15 years for stability, three times longer than high earners and far longer than almost any other group, is indefensible. Suggesting they have not contributed enough is an insult of the highest order. Adult social care cannot function without migrant workers. Targeting them with punitive settlement rules is short-sighted, discriminatory and damaging to the nation’s wellbeing.”

GRAVE INJUSTICE

Professor Martin Green OBE, Chief Executive of Care England, said: “Placing care workers on a 15-year settlement route is a grave injustice to the very people who keep our care system standing. These are the people who care for our parents, our partners, our children; who bring reassurance in moments of deep uncertainty and dignity on the hardest days. To tell them they must wait a decade and a half before they can build any sense of security in this country is indefensible.

“And what makes this worse is that the decision sends a chilling message that the contribution of care workers is valued less than the contribution of others. It is wrong, it is short-sighted, and it reveals a disturbing disconnect from the reality of the workforce crisis the Government claims it wants to solve.

“These reforms will not address that crisis. They will intensify it. They will push away the dedicated people we rely on most at the very moment the country needs them. Care workers deserve dignity, respect and a fair route to security, not a 15-year barrier and a message that their work somehow matters less.”

CALLS FOR IMMEDIATE ACTION

Sector organisations are now calling on the government to:

• Withdraw the 15-year settlement requirement and reinstate fair, consistent settlement routes for migrant care workers

Reclassify adult social care within the migration model to recognise care workers as essential public service professionals

Introduce immediate transitional protections for existing international staff

Deliver a fully funded workforce plan, including implementation of the Skills for Care Workforce Strategy

What The Care Sector Need To Know About The Latest Immigration Law Changes

Running a care home has never been easy, and for many, the latest changes to the UK’s immigration rules have made staffing even more challenging for many organisations. If you rely on overseas workers, it is important to understand what is changing, how it affects your team, and what steps you can take to stay compliant and protect your valued staff.

BIG CHANGE: NO MORE NEW CARE WORKER VISAS FROM OVERSEAS

The government has now ended the option to sponsor new care workers from outside the UK. This means care homes can no longer recruit new overseas staff under the Care Worker or Senior Care Worker visa routes.

There is, however, some breathing space. A transition period until July 2028 allows those already here under this route to extend, switch jobs, or move to a new sponsor within the UK. If you already employ sponsored care staff, they can stay and continue working, provided their paperwork remains in order and their visa is renewed on time.

This change is part of a wider government plan to reduce net migration. Unfortunately, it has left many care homes wondering how to fill essential roles when local recruitment is already stretched.

OTHER IMMIGRATION CHANGES YOU SHOULD BE AWARE OF

Alongside the care worker restrictions, several other updates could affect your ability to hire and retain staff:

Higher salary thresholds: The minimum salary for Skilled Worker visas has risen sharply over the last few months to £41,700 (previously £38,700). Care roles still benefit from a lower rate under the Health and Care visa, but it is worth checking that your pay rates still meet the latest National Minimum Wage requirements.

• Graduate visa changes: An individual on a Graduate visa can be granted a visa for 2 or 3 years in length, currently. There are proposals to shorten the length of the 2-year visa to 18 months in the future, although when remains unconfirmed.

Tougher English language checks: The Home Office is intending to tighten rules around testing and verification to ensure consistency. From 8th January 2026, Skilled Workers will be expected to have English language skills at A-Level standard.

All these changes mean care providers need to stay on top of compliance and workforce planning. It is more important than ever to review who you employ, under what visa, and how future renewals will work.

WHEN A CARE HOME CHANGES HANDS: A REAL-WORLD RISK

A recent case in Scotland has highlighted a serious problem that

can happen when a care home changes ownership.

After the previous operator went into financial difficulty, the home was bought by a new company. However, the new owners did not realise they needed their own sponsor licence before taking over. The result was that the existing overseas care staff, who had worked there for years, suddenly found their legal right to work and stay in the UK was at risk. This situation could happen anywhere in the UK. Sponsorship licences do not automatically transfer when a business changes hands. If the new owner does not have a licence in place, all sponsored employees technically lose their status overnight. That can mean not only disruption for residents but also legal and reputational issues for the new operator.

HOW TO PROTECT YOUR BUSINESS AND YOUR STAFF

If you are buying or selling a care home, or even restructuring your company, take a few simple steps to protect yourself and your team:

1. Do your immigration checks early.

• Before any sale or transfer, find out if the existing operator has a sponsor licence and how many staff are on it. This should be part of your due diligence process, just like checking finances or CQC records.

2. Get your own sponsor licence.

• A new company cannot use someone else’s licence. Apply early, as it can take a few weeks for the Home Office to process applications.

3. Tell the Home Office about any changes.

• Changes in ownership, company structure, or key management staff must be reported within 20 working days.

4. Keep communication open with your staff.

• Reassure your sponsored workers that you are managing the process and will keep their visa status secure. Transparency helps maintain trust and reduces stress for everyone involved.

5. Get professional advice.

• Immigration compliance can be complex, and a missed step can have big consequences. Speaking with an immigration lawyer early can save time, money, and unnecessary worry later.

FINAL THOUGHTS

The care sector continues to face huge staffing challenges, and these new immigration rules have not made things easier. But with good planning and the right advice, care home owners can protect their workforce and stay compliant.

If your home employs sponsored workers, take the time now to review your sponsorship licence, visa expiry dates, and any potential business changes on the horizon. A little preparation goes a long way in keeping your care home and your staff secure.

Care of Dying in England Will Be

Overwhelmed Unless Government Acts Now, says Marie Curie

Marie Curie, the UK’s leading end of life charity, has fired an urgent open letter directly at Secretary of State for Health and Social Care, Wes Streeting, warning that without immediate action, palliative care in England faces catastrophe.

With more than 5.75 million deaths projected in the next decade and more than 5 million people set to need palliative care, Marie Curie says the system risks being overwhelmed unless the UK Government takes bold steps now.

The charity lays out the crisis: There’s still no national plan to close the end of life care gap for those missing out, or to support a rising number of people with complex health conditions. Financial pressures are forcing services to slash provision just as demand surges; two in five hospice providers are bracing for even deeper cuts. “Completely unsustainable,” warns Marie Curie, demanding a radical overhaul and fair, sustainable funding at the heart of a new national plan.

Referencing recent parliamentary debates and broad consensus on the need for reform, the letter is clear: “Warm words won’t fix our broken system,” it tells Streeting, “we now need decisive action”.

With the possibility of assisted dying legislation becoming law

in the coming months, the call to the UK government is urgent and clear—commit to a strong, comprehensive national delivery plan for palliative and end of life care, before it is too late.

Even with positive intentions in the 10 Year Health Plan, the facts are stark: people in their last year already account for one in six emergency admissions and nearly a third of all hospital bed days. “There is little chance of building an NHS fit for the future without a comprehensive plan to improve care for dying people,” the letter states, however.

Marie Curie calls for urgent national leadership from the UK government —guaranteeing high-quality palliative care for all, everywhere in England.

Matthew Reed, Chief Executive, said: “No one at the end of life should worry about getting the compassion and dignity they deserve. The government must deliver a plan so everyone, no matter where they live, has access to high-quality palliative care. For many, this means relief, precious time together, and avoiding needless trips to A&E. Too many families are still missing out. We cannot let people go unsupported at their most vulnerable. The government must act now and work with the charity sector to fix end of life care for good.”

Article by Fozia Iqbal, Senior Solicitor (Business Immigration and Employment) at law firm Harper James (www.harperjames.co.uk)

CQC State of Care Report Warns of ‘Erosion’ of Care Quality Without Substantial Investment

The health and social care system remains fragmented and under severe strain as it prepares for a major shift from hospital to community care, the Care Quality Commission (CQC) has warned in its annual State of Care report, which makes clear that without significant investment in both capacity and capability, the system cannot deliver the transformations envisioned in the Government’s ten-year health plan.

While there is some encouraging evidence of innovation, community services need significant investment in both capacity and capability to deliver the transformation in people’s care called for in the 10-year plan.

With demand for care rising faster than the sector can respond local authority budgets have not kept pace with the growing complexity and volume of need, resulting in thousands left without crucial support.

The pressure is being felt most by those already facing disadvantages: people in deprived areas, older people, and those with dementia, learning disabilities, autism, or complex mental health needs more likely to struggle to navigate services, often meaning their families and unpaid carers carry increasing burdens.

These inequities, the CQC warns, are deeply embedded. Without tackling their root causes – chronic underfunding, workforce shortages, and uneven local commissioning – people who rely on care will continue to face barriers to accessing support that meets their needs, leading to a “real risk of erosion in care quality”.

Since the pandemic, there has been a steady increase in the number of people referred to mental health services – with many people waiting too long to get the help they need.

CQC’s 2024 Community Mental Health Survey found 1 in 3 respondents reported waiting three months or more – rising to almost 1 in 2 for those waiting for child and adolescent mental health services. Across all respondents, 14% reported waiting more than six months between their assessment and first appointment for treatment. The longer people waited, the more likely they were to report that their mental health deteriorated.

After identifying concerns about systemic issues across community mental health care, including a shortage of mental health staff and a lack of integration between services, CQC has begun a comprehensive inspection programme of community mental health services for working-age adults and crisis services.

As part of this programme, CQC engaged with providers who said that a lack of investment in community mental health services made it difficult to attract and retain staff with the right skills and to deliver good care. People who used community mental health services described the destabilising impact of moving between different services and of not having a single point of contact for their care.

Demand for local authority-funded social care support continued to rise in 2023/24. While vacancies in the workforce have fallen to prepandemic levels, the vacancy rate in adult social care is still three times higher than in the wider job market. Homecare services are particularly affected, with vacancy rates more than twice as high as those in care homes.

The end of new care worker visas is likely to put further pressure on recruitment, making it more important than ever that a sector-wide

workforce strategy is agreed and the recently announced fair pay agreement has an impact.

Dr Arun Chopra, Interim Chief Executive of CQC, said: “The Government’s 10-year plan is a real chance to improve care by putting people’s needs first. But for the plan to succeed, community health and care services need more support. Without this, there’s a risk fewer people will be able to access good care, with vulnerable groups hit hardest.

“Right now, community services tell us they’re struggling because the way care is funded and organised is designed around hospitals. That’s also true of how data about care is collected and how outcomes are measured. All these things make it harder to move towards care that keeps people well, delivered closer to home.

“We’re calling for more investment in care outside hospital, and more emphasis on measuring quality of care, not just numbers of procedures. Services need to focus on really understanding the needs of their local population – especially in deprived areas – and on working together to address those needs.

“We’ll play our part – with a renewed focus on listening to what people tell us about their care and acting on their feedback. When we find poor care, we’ll take steps to protect people. We’ll work with healthcare providers and local systems to make care better, and we’ll find and share examples of good, innovative care that puts people first. And where we see barriers to good care, we’ll work with partners to find solutions.”

Frank Foster House Recognised Under The Veteran Friendly Framework (VFF)

Frank Foster House Care Home, part of Runwood Homes Group has officially achieved the Veteran Friendly Framework (VFF).

The VFF accreditation reflects the home’s strong commitment to supporting ex-service men and women, ensuring that all veterans living at Frank Foster House receive respectful, personalised and fully informed care tailored to their experiences and needs.

Through this achievement, Frank Foster House has demonstrated:

• Proactive identification and support of veterans within the home

• Staff training focused on the needs and experiences of ex-service personnel

• Promotion of dignity, respect and personalised support

• Ongoing improvement guided by the Veteran Friendly Framework

• Stronger connections with local veteran charities, organisations and community groups

Nicolas, Home Manager at Frank Foster House, shared his pride in the team’s accomplishment, saying:

“This is a fantastic achievement for everyone at Frank Foster House. Our staff have worked with dedication and compassion to ensure we provide the highest level of support for veterans in our care. We are honoured to be the first Runwood home to achieve the VFF and will continue standing with our veterans — yesterday, today and always.”

Why Life Enrichment Changes Everything in Care

By Ameet Kotecha, Founder & Managing Director, Boutique Care Homes

When I look back at why I founded Boutique Care Homes, it starts with my parents. Watching them age, I wished they'd experienced a richer quality of life in their later years. Too many older people, whether in residential settings or their own homes, face boredom, loneliness, and the mental health struggles that follow.

You want more for the people you love. I genuinely believe that life should be lived fully, right until the end.

When designing our homes, we asked ourselves: How do we help residents truly thrive, not just receive care?

The answer wasn't adding more care home activities to a weekly schedule. It was embedding wellness into daily life, nurturing mind, body, and soul. Creating an experience-driven environment where living fully is the priority.

That's the purpose of our Life Enrichment Programme.

THE SIX PRINCIPLES OF WELLBEING

Our Life Enrichment Programme is built on six principals of wellbeing. Every experience, event, and moment is shaped to fulfil at least one of these, touching on emotional, social, spiritual, physical, and educational aspects of a personalized, meaningful life.

• Contribute – Residents take part in fundraising, community connections, and intergenerational work. This builds self-worth and helps them feel they're giving back and staying part of society.

• Grow – Learning continues through memory work, discussions, cultural experiences, and educational sessions. Residents keep developing skills and sharing what they know.

• Reflect – We support inner peace through spiritual care, personal values, and purpose. This includes faithbased connections, discussion circles, and cognitive support.

• Feel – Emotional expression matters. Through art, music, reminiscence, and sensory experiences, residents explore their feelings in safe, inclusive ways.

• Move – Physical engagement, from walking and dancing to chair-based exercise, Pilates, and sports, keeps bodies active, independence longer, and health stronger.

• Connect – Social bonds form through dining together, entertainment, outings, celebrations, clubs, and family time, reducing loneliness and anxiety.

This isn't a checklist of care home activities. It's a complete framework ensuring everyone can participate in ways that resonate with who they are.

WHAT THIS LOOKS LIKE IN PRACTICE

At Chartwell House, musician Charlie's Tune leads dementia-friendly sessions combining vocals, guitar, instruments, and singing. These aren't passive performances, residents join in, share memories, and express emotion through sound.

This embodies Feel (emotional release via music), Connect (group participation), and Reflect (triggering personal history and nostalgia).

At The Burlington, Peggy runs creative workshops where residents explore artistic projects. She sets the direction, then supports each person individually. Residents develop manual skills, gain confidence, and feel proud of what they create.

At Brampton Manor, Lifestyle Teams design intergenerational experiences bringing residents together with younger visitors. Stories flow, laughter builds, and knowledge passes between generations.

Daily schedules bend to how people feel, not institutional routines. This flexibility defines life enrichment, it responds to individuals, not the other way around.

Welcome to Blue Rain - our activity store

NEVER TOO LATE TO FULFIL A DREAM

A cornerstone of our programme is the belief that dreams don't expire. Big or small, wishes deserve pursuit. Fulfilling them strengthens wellbeing, builds self-worth, and creates profound satisfaction.

Our teams work to make these dreams real. When exact matches aren't possible, we get creative and deliver something meaningful instead.

I've witnessed residents rediscover passions dormant for decades. I've seen them attempt things they'd always imagined but never pursued. That's what experience-driven living delivers, moments with weight and meaning.

RESIDENT-LED, NOT TEAM-DRIVEN

Traditional care home activities are designed by team for residents. Life enrichment is co-created with residents.

Regular meetings invite everyone to contribute thoughts, requests, and ideas on care home activities. We also build individual relationships, learning each person's history, hobbies, and preferences, what brought them joy years ago, what they've always wanted to explore, what comforts them now.

This feedback directly shapes programming. Calendars reflect actual interests, capabilities, and desires. Residents aren't receiving a service, they're directing their own experience.

That's dignity in action.

WHY

THIS APPROACH WORKS

Our Life Enrichment Programme delivers tangible results, not just philosophy.

Physical health improves. Active living supports healthy ageing. Movement helps manage chronic illness, strengthens bones and muscles, eases pain, and extends independence.

Mental wellbeing rises. Social bonds reduce stress, ease anxiety, lower depression risk, boost self-esteem, and create belonging.

Cognitive function strengthens. Mental stimulation sharpens memory, enhances reasoning, and generates achievement.

Chartwell House earned the 2025 Dementia Friendly Community Project Award for this exact approach, demonstrating that clinical quality and authentic warmth work together, not against each other.

Families report that their loved ones wake with purpose instead of following routines. Visits become something to anticipate, enjoying care home activities together. They watch parents, grandparents, and spouses genuinely live again.

IT'S ABOUT MORE THAN SUPPORT. IT'S ABOUT LIFE.

Care shouldn't stop at safety, nutrition, and medication. Those are foundations. The real question: What quality of life are residents experiencing?

Are they engaged or bored?

Connected or isolated?

Thriving or simply existing?

Life enrichment answers these questions. It ensures that ageing and physical or cognitive challenges don't stop people from living fully, contributing, growing, connecting, feeling, moving, reflecting through varied, meaning care home activities.

Because life is meant to be lived. Our responsibility is keeping that true for everyone, always.

• We specialise in the sale and purchase of quality used wheelchair accessible vehicles and ambulances.

• They can be bought as seen or refurbished and sign-written to your own requirements.

• Fully serviced, new mot & warranty

• Engineers inspection supplied if required.

• Free delivery service available

• All buses comply with new legislation

•

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Covid Inquiry Reveals Government’s Response was “Too Little Too Late”

The Chair of the UK Covid Inquiry, Baroness Heather Hallett, has published her second report which concludes that the response to the pandemic by the United Kingdom’s four governments was often a case of ‘too little, too late’.

The report, ‘Core UK decision-making and political governance’ (Module 2), also concludes that while the various lockdowns of 2020 and 2021 undoubtedly saved lives, they only became inevitable because of the acts and omissions of all governments. The devolved administrations were too reliant on the UK government to lead the response.

Baroness Hallett is calling for the prompt and thorough implementation of 19 key recommendations. The recommendations must be considered during the development of all future pandemic preparedness strategies.

They include the need for urgent reform and clarification of the structures for decision-making during emergencies within each of the four governments.

Other key recommendations include ensuring that decisions and their implications are clearly communicated to the public – laws and guidance must be easy to understand. There should be greater Parliamentary scrutiny of the use of emergency powers as well as improved consideration in an emergency of the impact that decisions might have on those most at risk.

Baroness Hallett said: “Today I published my second report. It follows an investigation into the responses of the four governments of the UK to the Covid-19 pandemic.

“In early 2020, Covid-19 was a novel and deadly virus spreading rapidly around the country. All four governments failed to appreciate the scale of the threat or the urgency of response it demanded.

“When they did realise the scale of the threat, politicians and administrators in the UK government and the devolved administrations were presented with unenviable choices as to how to respond. Whatever decision they took there was often no right answer or good outcome. They also had to make decisions in conditions of extreme pressure. Nonetheless, I can summarise my findings of the response as ‘too little, too late’.

“The Inquiry has therefore identified a number of key lessons learned to inform the response to a future pandemic. In all, I make 19 key recommendations that I believe will better protect the UK in any future pandemic and improve decision-making in a crisis.”

Module 2 of the UK Covid-19 Inquiry, the second of its 10 investiga-

tions, focuses on the UK’s governance and political decision-making during the Covid-19 pandemic.

Its investigation covers the actions and performance of the UK government in Westminster, as well as the devolved administrations in Scotland, Wales and Northern Ireland, the focus of Modules 2A, Module 2 report: Key findings include:

• All four governments failed to appreciate the scale of the threat or the urgency of response it demanded in the early part of 2020.

o This was compounded, in part, by misleading assurances from the Department of Health and Social Care and the widely held view that the UK was well prepared for a pandemic.

• By the time the possibility of a mandatory lockdown was first considered, it was already too late and a lockdown had become unavoidable.The lockdowns in 2020 and 2021 undoubtedly saved lives, but only became inevitable because of the acts and omissions of the four governments.

• The UK government introduced advisory restrictions on 16 March 2020, including self-isolation, household quarantine and social distancing. Had restrictions been introduced sooner, the mandatory lockdown from 23 March might have been shorter or not necessary at all.

• This lack of urgency and the huge rise in infections made a mandatory lockdown inevitable. It should have been introduced one week earlier.

o Had a mandatory lockdown been imposed on or immediately after 16 March 2020, modelling shows that in England alone there would have been approximately 23,000 fewer deaths in the first wave up until 1 July 2020.

• When entering the first lockdown, none of the four governments had a strategy for when or how they would exit the lockdown. None of the four governments gave enough attention to the possibility of a second wave, meaning there was very little contingency planning in place.

• None of governments in the UK had adequately prepared for the challenges and risks of a national lockdown. They did not scrutinise sufficiently seriously its wider societal, workforce and economic impacts, in particular, the impact on the vulnerable and disadvantaged and impact of school closures on children’s education and their physical and mental health.

• The Inquiry rejects the criticism that the four governments were wrong to impose a mandatory lockdown on 23 March 2020. All four governments received clear and compelling advice to do so. Without it, the growth in transmission would have led to an unacceptable loss of life. However, their failure to act promptly and effectively had put them in

this position.

• They all must now learn the lessons of the Covid-19 pandemic if they are to avoid lockdowns in future pandemics.

Vic Rayner, CEO of National Care Forum commented: “The publication of the Covid Inquiry’s Module 2 report into political decision making during the pandemic has found that the government did ‘too little, too late’. It has also uncovered that older people and disabled people, amongst other groups, were not adequately considered in pandemic planning or decision making.

“The evidence I gave as a core participant in module 6 of the Covid Inquiry hearings asserted that ‘the UK government did in fact receive a huge amount of information and expertise that NCF and our members provided repeatedly directly from the frontline of delivery which highlighted in real time the risks facing social care and support services’.

“We were also clear in our evidence that ‘throughout the pandemic response there was a concerning lack of understanding of adult social care by policy makers leading to an unhelpfully narrow public policy and resource focus on care homes for older people, with little consideration of the breadth and diversity of care and support settings and services. As a direct consequence guidance and policy created during the pandemic were marked by a lack of understanding of the diversity of adult social care and support services and the people using those services’”.

“The failure to listen to representatives of adult social care providers, or to involve adult social care provider experts in advisory bodies and key-decision making moments, had devastating consequences and we must never allow this to happen again. ‘Too little, too late’ represents lives that could have been saved if advice and expertise provided to government by those at the frontline of care and support delivery was listened, especially in the early days of 2020.

“While the report focuses on the core political and administrative decision making in the UK in response to Covid, it’s important to remember the amazing work of our not-for-profit members and their care and support workers. They provide an essential public service and enable people of all ages and all circumstances to live good lives, alongside the communities and people they love. The care they provide is the backbone of many communities, families and local economies as well as wider wellbeing and population health – we forget that at our peril.”

Care Staff Falling Ill as Understaffing Takes Its Toll

Hospitals and care homes in the UK are so short-staffed that nursing staff are continuing to work while unwell, with stress the leading cause of illness hitting an eight-year high, new research has revealed.

It comes as the Royal College of Nursing (RCN) separately reveals it is receiving dozens of calls a week to its advice line from burnt out staff seeking help over understaffing and spiralling pressures at work and is set to receive its highest number of calls since 2022.

The landmark survey by the College, of more than 20,000 UK nursing staff about their employment conditions, paints a stark picture of the reality of modern nursing in our NHS and care system with nursing staff being made stressed and sick as a result of the pressure they are under.

The survey found that two thirds (66%) admit to working when they should be on sick leave multiple times a year, up from fewer than half (49%) in 2017. Stress is the biggest cause of illness given by staff in the survey (65.1%), up from 50% in 2017. The numbers reporting working whilst sick and citing stress as the leading cause both hit eight-year highs.

Meanwhile, seven in ten (70.4%) are working in excess of their contracted hours at least once a week, around half (52.1%) of whom do so unpaid.

The survey reveals unsustainable pressures on staff that are being felt across the UK and in all settings.

An NHS nurse in an older peoples’ ward in England said staff “go home sick with anxiety” when asked to cover staff shortages in other areas where they cannot provide the standard of care they would like.

An NHS staff nurse in England said they developed a chronic illness related to stress but could not leave work “due to the department being overwhelmed and overstretched and not wanting to add to that.” Meanwhile, a staff nurse in an independent care home said they are “dreading going to work knowing we’d be short staffed” and will “inevitably have to work over my hours, unpaid, just to get everything done.”

An NHS community nurse in England said dealing with the amount of patients and paperwork was like “fighting fire with my hands tied behind my back”, while a social care nurse in Northern Ireland said they managed 18 residents with complex needs, and that “nurses are spread too thinly with potential for disaster.”

The College says that the findings highlight the “impossible task” of working in health and care services where there are too few nursing staff to meet demand. It says the situation is not only harmful to patients but also detrimental to the mental and physical health of nursing staff.

The College has separately revealed it is receiving an average of six calls a day from members over staffing levels in their place of work, with nursing staff saying they are having panic attacks and nightmares, unable to safely take toilet or lunch breaks or even annual leave and suffering exhaustion and burnout.

The number of calls is expected to reach 2,175 from members related to staffing issues by the end of this year, up from 2,026 in 2024 and 1,837 in 2023. The RCN says the real figures are likely much higher, with often only the most serious cases getting reported to trade unions when members seek legal advice or support.

Burnout is a common theme among the testimonies provided to the RCN’s advice line.

The RCN says responses to its landmark survey and calls to its advice line are “yet more cold, hard evidence” that there are too few nursing staff to safely care for patients.

There are currently more than 25,000 nursing vacancies across England in the NHS alone.

The College says staff are “broken” from being forced to work while unwell in the face of inadequate staffing levels and spiralling demand. It is reiterating its call for new investment to grow the nursing workforce, alongside the introduction of safety-critical nurse-patient ratios for all health and care settings.

The full findings from the RCN’s Employment Survey, the largest national survey into the nursing profession, will be released next month.

RCN General Secretary and Chief Executive, Professor Nicola Ranger, said: “Nursing staff are being driven to ill health from working in understaffed and under resourced services. And what’s worse, many feel they cannot take time off for fear of leaving their colleagues at the mercy of brutal pressures. This simply isn’t sustainable.

“Nursing staff strive to do their best for every patient on every shift, but they are left with the impossible task of caring for dozens and sometimes over a hundred at a time. This is hugely detrimental to patient outcomes, but there also needs to be action to address the devastating impact on staff themselves. The reality is they’re not breaking; many are already broken.

“These findings are yet more cold, hard evidence that there are simply too few nursing staff to meet growing demand. New and urgent investment is desperately needed to grow the nursing workforce, ensuring staff are able to work in a safe environment and that patients get the best care. This must be accompanied by the introduction of safety-critical nurse-patient ratios in all health and care settings.”

University Academic Calls for Emotionally Intelligent Dementia Care

The future of quality dementia care relies on understanding and emotional awareness that the experience of dementia heightens feelings and lessens thinking, according to Professor David Sheard from the Institute for Health and Care Improvement (IHCI) at York St John University. He explained that this approach requires emotional intelligence to support the complex emotions experienced by families, carers, and professionals working in health and social care. Speaking at the 19th UK Dementia Congress, Professor Sheard, a globally influential expert on the culture of care, said that truly effective dementia care depends on the ability to connect with and respond to people’s complex emotions, not just on clinical expertise.

Professor Sheard said: “Living with dementia is one of the key challenges of our time. Supporting people through this experience means recognising them as whole individuals and meeting them in their own reality with empathy, which requires emotional awareness and skill. By practising emotional intelligence, we can engage with people authentically and support them where they are in their journey.”

In addition to Professor Sheard’s symposium, a team from the IHCI presented their findings from past and current research on dementia. This included research on young onset dementia, undertaken by Vanessa Baxter, Service Manager and Researcher at the IHCI. Commissioned by Dementia Forward, a charity that supports people living with or caring for someone with dementia in York and North Yorkshire, the research in 2024 highlighted a lack of age-appropriate support for people with young onset dementia and their families. Findings revealed that activities and services intended to support those with young onset dementia should be age-appropriate, social, flexible, person-led, meaningful, tailored to evolving needs, inclusive and empowering.

The Institute for Health and Care Improvement will build on discussions from the UKDC to advance research into how emotional intelligence enhances care culture, leadership, and lived experience. Following an Expression of Interest at the event, the Institute will collaborate with care providers to take this work forward. Professor David Sheard will continue to share expertise in this field through consultancy, training, podcasts, and publications.

PROVIDING PRACTICAL AND STYLISH TROLLEYS TO SUIT YOUR NEEDS

Watch your resident's eyes light up when the beautiful tea trolley arrives! Euroservice trolleys can also be used as a vending trolley or to sell personal care products to residents. How about a delicious snack/pastry trolley or even a drinks trolley for that afternoon tipple? Your lovely trolley could do so much

Why Supporting Migrant Carers and Nurses is an Economic Imperative

Oliver Kent-Braham, Co-Founder and CEO of Marshmallow (www.marshmallow.com) – a car insurance provider for newcomers to the UK – explores what is required to overcome the hidden financial challenges faced by the workforce that keeps the NHS and social care system running

As this audience well knows, the UK’s health and social care system is under immense strain. Chronic staff shortages, rising patient demand and stretched budgets have created a situation where services are under constant pressure.

The health and social services sector is the single largest employer of foreign-born workers in the UK. One in three care workers, and over a quarter of nurses in England, are born outside the UK. We all know that without them, the NHS and our care infrastructure would simply not function.

However, many of these workers still face barriers to financial inclusion that limit both their personal and professional potential. This is more than a workforce issue, it’s an economic one.

A SYSTEM UNDER STRAIN

The UK is already grappling with over 100,000 vacancies across health and social care. As a result, there are more delayed treatments, a growing patient backlog and an increasing reliance on agency staff, costing the NHS billions of pounds every year. At the same time, our population is ageing rapidly, with demand for carers and nurses only set to increase in the coming decades.

Against this backdrop, migrants are playing a vital role, particularly in this sector. These workers underpin our frontline services. They make sure patients receive care, hospitals can function and care homes can continue to operate.

As newcomers to the UK, migrants make a huge contribution. But while we depend on them, the UK’s financial system largely ignores them. We regularly hear from our customers that they are not given access to essentials like fair insurance, loans, or credit. This blocks them from being able to set up their lives, whether it’s driving to work, buying a car, renting a house, applying for a mortgage, or getting a phone. Time and time again, we hear: “Here, I faced a lot of challenges. It wasn’t that I wasn’t prepared, I was prepared, but the system made it difficult.”

And this isn’t because they are high-risk customers, but because financial providers in the UK do not take into account their credit or employment history from abroad. In practical terms, for example, this means a driver with 10 years’ of experience in their home country is treated as if they are a brand-new driver in the UK.

UNLOCKING THE WORKFORCE’S FULL POTENTIAL

Supporting a modern day workforce means creating fit-for-purpose solutions that reflect differing circumstances. For example, insurers and lenders could recognise overseas financial histories and employment records, allowing migrant staff to access fair car insurance, home insurance and credit. Care employers could also provide guidance and support to navigate these systems, helping staff secure stability outside of work. Getting this right benefits the UK’s health and social care system as a whole. A more financially secure workforce is less likely to leave, reducing reliance on costly agency staff, cutting recruitment pressures and keeping patients’ care consistent. In turn, this strengthens the NHS and care infrastructure while supporting the wider economy.

THE BARRIERS HOLDING US BACK

However, the challenges in the path are complex and deep-rooted. Outdated financial systems continue to lock people out. If you arrive from overseas, you may have a decades-long financial history, but in the UK, it can often be of little value. This creates a domino effect: without credit, it’s harder to rent or secure housing; without insurance, it’s harder to get a car; without a car, it’s harder to get to work.

Failing to address these barriers comes at a real economic and social cost. NHS staff shortages already run into billions annually, and as care needs grow, barriers faced by migrant workers to access fair financial services make it harder to fill the gap. Without technology and processes that recognise their histories and support their integration to life in the UK, workers struggle to settle, plan ahead and remain in their roles.

BUILDING A STRONGER FOUNDATION

The opportunity lies in setting this workforce up for success. That means tackling the hidden barriers to financial inclusion and ensuring migrant carers and nurses are fully integrated into systems that enable stability and growth.

Technology can play a key role in making this possible. Digital tools and data-driven solutions can assess financial risk more fairly. Recognising overseas employment and credit histories can provide accessible products such as car and home insurance, loans and credit-building support. Online platforms can streamline applications and reduce bureaucracy. They can also offer guidance tailored to the unique challenges migrant workers face, making it easier for them to settle, plan ahead and remain in their roles long term.

Giving access to fair financial services strengthens the workforce, reduces reliance on costly agency staff and ensures patients receive consistent, high-quality care. Supporting those who support us isn’t just the right thing to do; it’s the foundation of a sustainable healthcare system and a resilient UK economy. If we want a care and health system fit for the future, we need to start by giving the people at its heart the support they need to build secure lives here in the UK.

For more information or to secure a quote please visit www.marshmallow.com

MPs View Covid-19 Care Home Documentary Directed By Academic

A groundbreaking documentary directed by Newcastle University academic Dr Alastair Cole which aims to change perceptions and drive change for the UK care sector, was screened to MPs and government officials earlier this week.

CARE, a film focusing on the day-to-day lives of care home residents and workers, was shown at Westminster on Monday 17th November 2025 following a successful nationwide tour.

Filmed entirely by staff at a North East care home as it emerged from the COVID-19 pandemic, CARE gives a glimpse into the dedication and compassion of the workers that look after some of the most vulnerable people in society, while raising crucial questions about whether there is adequate support for those who bring such commitment and heart to the sector.

The film’s Westminster screening, which follows the beginning of the government’s long-anticipated Covid-19 enquiry, aims to shine a light on not only the commitment of care staff, but the realities of working in a sector that is overlooked and underfunded.

Hosted by Danny Beales, the Labour MP for Uxbridge and South Ruislip and member of the Health and Social Care Committee, the event was attended by key MPs, policymakers and senior leaders from the care industry, and featured the real experiences and voices of care workers who have been at the frontline

during Covid-19 and beyond.

The screening sparked meaningful conversations around the importance of respecting and supporting the care sector, and act as a catalyst for real policy change benefitting care workers across the country.

CARE director, Dr Alastair Cole, a Senior Lecturer in Film Practice in Newcastle University’s School of Arts and Cultures, said: “CARE began as a response to the pandemic, and out of frustration at the overwhelmingly negative representation in the media of residential care in the UK. This was heightened at a time when care home staff, residents and their families were at the coalface of the global crisis.

“Bringing the film – and the voices of the care staff it represents –to Westminster has been a key goal for our whole project team, so it’s incredibly exciting to see it happening. The film’s journey around the UK has been both heartening and inspiring, as we’ve met care professionals and listened to their stories and responses.

“Now, being able to bring the film, some of the staff who created it, and the new voices we’ve heard along the way into the Houses of Parliament to speak directly with MPs gives us a vital opportunity to ensure that care professionals remain at the heart of the debate about the future of care.”

AAT Steps Up to Help Deliver Government’s Healthcare Plan for Change

Leading mobility provider AAT is stepping up to help deliver the Government’s new value-based model of care, shifting hospital to community and sickness to prevention. And it is uniquely positioned, as its equipment- the top-selling stairclimbing wheelchair S-Max Sella- is already in almost every local authority social care department and NHS Trust across the UK.

In addressing hospital to community, one of the primary causes for delay in hospital discharge is the social care support needed for patients, be it short- or long-term. NHS data reports changes to stairs is the first change required to a home.

In addressing prevention, mobility is the biggest limitation affecting people in their homes. There are 1m+ accidents on stairs every year, resulting in 43,000+ hospitalisations.

AAT’s S-Max Sella makes stairs safe for almost anyone with impaired mobility, with the help of a carer. The battery-powered stairclimbing wheelchair is “plug and play”, requiring no structural alteration nor installation. It can cope with almost every common staircase design, even turns and spirals.

It reduces risk and manual handling as it can traverse onwards from the flight of stairs

into whichever room is the final destination. It can even navigate external steps. AAT’s unique re-issue capability for the Sella further delivers value: when the original recipient no longer needs the equipment, it can be re-prescribed to another person. AAT assesses each potential recipient, their carer and their home environment, and personally trains the carer(s) in the Sella’s safe operation as part of the process. No other stair solution has that capability.

“Making stairs safe is one of the biggest obstacles to all involved in social care- be it effecting efficient hospital discharge or preventing hospital admission in the first place,” says Peter Wingrave, AAT Director.

“With our existing presence within social care equipment stores, our nationwide team and speed of resolution, we are perfectly positioned to be the first call in addressing this element of the new Plan for Change. All it takes is a telephone call…”

Full details of AAT’s S-Max Sella and its re-issue can be found @ www.aatgb.com/ots/

Cost of Discharge Delays to the Public Purse Laid Bare

The National Care Association has responded to a recent The Daily Mail which lays bare the reality of serious failings in the health system which has a direct impact on the lives of real people needing care and attention.

The NHS spends approximately £2.6 billion annually on patients who remain in hospital beds despite being medically ready for discharge, with insufficient social care resources identified as the primary cause of these hold-ups, according to newly released official data.

NHS England has published its first calculations showing that discharge delays for medically cleared patients result in monthly expenses of roughly £220 million.

The organization estimates each unnecessary overnight hospital stay at £562, noting that nearly 391,000 patients remained in facilities beyond the point their physicians deemed medically appropriate during September.

Whilst the government continues to invest billions into a healthcare system struggling with structural challenges, it is failing to consider viable alternatives, according to

industry representatives. They argue that investment in the social care system could provide a significant solution to the growing crisis.

In a statement, the National Care Association said it is “appalled” by the wastage of public funds outlined in recent reports, which it believes underestimate the true scale of the problem. With Local Authorities commissioning social care at approximately £800 per week, the organisation argues that utilising social care services would deliver substantial cost savings. “This really is not rocket science,” the Association stated.

The National Care Association has reiterated that the social care sector does have capacity across the country, but claims Local Authorities are not accessing it due to a complex funding framework of their own design. “Creating complex frameworks for the cheapest options has become an art for commissioners,” the organisation observed.

The Association also raised concerns that Continuing Healthcare Assessments are not being applied in the best interests of eligible individuals. It described the system as one where eligibility criteria are complex, opaque to the public, and applied inconsistently across the country.

Nadra Ahmed CBE, EC of National Care Association said: ‘Social Care remains the solution to ensuring that those who need care and can access it in a timely manner in their best interest. We cannot continue to pour money into a broken NHS systems led approach which continues to fail those who need care and support. The reality is our NHS colleagues should concentrate on acute care and funding should be made available through their budgets and government settlements to invest on the social care solutions.’

Hamberley’s Clifford McCrea Wins Care Home Chef Of The Year Honour

Southampton Chef Clifford McCrea is celebrating after beating peers across the region to take the title of Best Care Home Chef at this year’s Great British Care Awards South East finals.

Clifford, a multi-award-winning chef, added another trophy to his cabinet after being recognised for his work at Templeton Place Care Home.

He beat finalists from across the south in the regional finals, held at DoubleTree in Brighton on Friday, 14th November.

Now Clifford will go on to compete against chefs across the UK in the national finals, which will take place at the ICC in Birmingham next February.

Clifford said: “Food is my passion and I am delighted to win the South East title. “I love creating dishes for the residents at Templeton Place, knowing how important good food is to their health and happiness.

“I’m excited to go on to the national finals and want to thank the judges for this great honour.”

Residents at Templeton Place get to enjoy Clifford’s creations every day of the week, and if they want something extra special, they can use the private dining room and host friends and family.

During those meals, Clifford and his team up the ante and produce fine dining dishes that you might usually find in top restaurants.

Home Manager Kay Mitchell said: “We are incredibly proud of Clifford for taking home the top prize.

“Everyone at Templeton Place loves his food, and we’ll be cheering him on in the finals!”

When Safety Becomes the Quiet Strength Behind Care

By Sibtain Nandjy, Chief Medical Officer, Empathika (www.empathika.com)

THE WEIGHT CARE TEAMS CARRY, OFTEN SILENTLY

There is a moment in every care professional’s life that stays with them. For me, it was a late evening on the unit, years ago, when a nurse quietly said, “I hope everything was done right today. Sometimes I fear what I do not see.” Her words were simple, but they held the unspoken truth of our sector. Care is built on love, but it stands on safety. And safety, in the real world, is fragile. It lives in the seconds we do not have, the pressures we do not voice, the documentation that steals time from the people we came to serve.

Medication rounds, audits, handovers, stock checks, and incident reviews are essential but relentless. Behind every one of them is a carer trying to do the right thing, a senior hoping they have not missed a detail, and a manager carrying the weight of an entire home on their shoulders. For years, I watched this tension unfold. The intention was always pure, but the systems were not always kind. And that is where Empathika began. It was never just a technological project. It was a response to the tired eyes of the night nurse, the rushed signatures at the end of a shift, the quiet fear of missing a dose, and the pressure to be perfect in a world that gives little room for human error. As a pharmacist, my world has always been accuracy, governance, and risk. But as a human being raised in a family dedicated to care, my world has also been empathy, dignity, and service. Empathika is where those two worlds meet.

TURNING PRESSURE INTO CLARITY, AND FEAR INTO CONFIDENCE

Medication is one of the most sacred responsibilities in care. It is where mistakes can cause harm, where delays can cause distress, and where oversight can save lives. Yet traditional approaches relied on memory, paper trails, and hope. Empathika was created to take the weight off people’s shoulders, not add to it. She records every dose in real time. She alerts before errors happen. She tracks stock, expiry dates, and changes in treatment. She protects controlled drug processes with dual witnessing and biometric verification. She gives managers visibility before problems even surface. Above all, she protects carers from carrying fear into their work. She holds the details so they can hold the residents.

One of the greatest challenges in care is not the work itself, but the constant interruption of it. A senior searching for stock. A carer chasing signatures. A manager preparing for an unannounced inspection. Empathika brings calm into the noise. Live dashboards show managers exactly where the home stands. Incidents, handovers, and reviews are captured without confusion. Compliance becomes a natural outcome of daily practice, not a monthly marathon. Families feel the difference because they see teams who are present, not pressured.

People often ask what makes Empathika different from other systems. The answer is simple. She was not built from a boardroom. She was built from lived experience. Every feature has a why. Every process has a story. Every safeguard has a person behind it. And that is why she feels different. She listens. She steadies. She gives time back to the floor.

The future of care will not depend on technology alone. It will depend on how well technology honours the people who use it. Empathika exists for that purpose. To make safety feel gentle. To make compliance feel natural. To make care feel like care again. Because at its core, Empathika is not equipment. She is a commitment. A promise that no carer will stand alone under the weight of responsibility, and no resident will be cared for in fear or uncertainty.

Knight Frank Forecasts C. £12 Billion Of UK Healthcare Property Transactions In 2025

The UK market is on track to complete c. £12 billion of healthcare property transactions in 2025, according to the latest forecast by leading global property adviser Knight Frank.

This figure, which would represent a record for annual investment into the sector, is more than treble the long-term yearly average, driven by a significant uptick in appetite for exposure to the healthcare real estate sector from cross-border family offices, insurance firms and REIT investors who are attracted to the sector’s countercyclical characteristics amid an increasingly uncertain market environment.

As at the end of Q3, £7.85 billion of UK healthcare property deals have transacted this year, £6 billion of which have been completed by Knight Frank.

Looking forward, Primary Health Properties’ £1.8 billion deal for Assura PLC is likely to be one of the most notable deals in Q4, creating a portfolio valued at c.£6 billion and an operating platform which is expected to be well-placed to attract further investment from global fund managers.

An additional £2 billion of transactions are due to be completed by Knight Frank in the final quarter of the year. Alongside further pipeline deals transacted by active capital sources before the end of the year, this will bring full-year investment volumes to c. £12 billion for 2025.

Well-capitalised global investors increasingly value the synergies and efficiency gains inherent in platform and whole-company acquisitions, with the bulk of anticipated Q4 investment volumes materialising through M&A as opposed to single-asset or portfolio acquisitions.

Total investment volumes in 2024 were £3.2 billion, currently the highest annual figure on record but set to be eclipsed by 2025’s totals. The five-year average annual transaction volumes in the sector stand at £2.4 billion.

UK HEALTHCARE: A MAGNET FOR GLOBAL CAPITAL

Several key deals transacted this year typify the sector’s strong investment momentum. US-listed care home investor CareTrust’s £448 million acquisition of Care REIT represented the firm’s entry into the UK market, reflective of a broader trend of international REITs and sector-specialist investors capitalising on supportive dynamics in 2025 to make their entry into the high-performing UK market via significant platform acquisitions.

US capital has accounted for a high proportion of UK transaction volumes in recent years, and in 2025

several have taken opportunities to consolidate and scale newly acquired operating platforms. Foundation Partners’ £100 million deal for Hartford Care is indicative of this theme, following Welltower’s acquisition of Care UK in 2024.

Both domestic and international institutions have sought to cement their foothold in the sector this year, with RLAM and Franklin Templeton behind key deals in 2025 which saw them deepen their exposure to UK care homes. Additional opportunistic acquisitions, such as Omega Healthcare’s acquisition of the remaining Four Seasons Health Care portfolio, have continued apace.

Ryan Richards, Associate at Knight Frank, commented: “2025’s record UK healthcare property deal volume has been fuelled by a high volume of consolidation and M&A in the sector, with established domestic operators and international investors each seeking to capitalise on the efficiency gains available from whole-platform deals. While PHP’s acquisition of Assura has gained the most attention, a number of significant whole-company deals in H2 will cap off a highly active year for investment into the asset class. The trend toward platform plays looks set to continue into next year, signalling that we may be in the midst of a multi-year boom for capital inflows to UK healthcare.”

Julian Evans, Partner and Global Head of Healthcare at Knight Frank, commented:

“The strong operational performance of the UK healthcare property market over recent years has bolstered the sector’s position as a magnet for global capital. The sector’s defensive characteristics enhance its appeal to diversified global investors seeking downside protection against persistent macroeconomic and geopolitical turbulence, while a number of sector-specialist international investors have also taken advantage of supportive macro trends in 2025 to make their entry into the UK market.

“Knight Frank alone has completed on £6 billion of UK healthcare transactions in Q3, with a further £2 billion set to complete in the final quarter of the year, cementing an outstanding year for our team and the sector at large. Looking ahead to 2026, persistent uncertainty in global markets is set to channel further institutional capital into defensive and countercyclical sectors, particularly those offering a prominent operational component which provides opportunities for value creation through active asset management. The UK healthcare property market is well-positioned to capitalise on this demand, building on the record level of investment into the sector in 2025.”

Intelligent Lights For Falls Detection from Nobi

Nobi makes lives safer by preventing and detecting falls. Powered by cutting-edge AI technology, this intelligent light monitors the entire room discreetly and accurately — all while blending seamlessly into any interior with its award-winning, homelike design. Nobi supports older adults in living a dignified, carefree and happy life, with complete respect for their privacy.

A fall can dramatically change someone’s life. Rapid assistance after a fall — or, even better, preventing a fall altogether — is invaluable. It is crucial for older adults, but equally vital for caregivers who are committed to ensuring safety, comfort and independence. The moment a fall occurs, Nobi sends an immediate alert to care staff, creating the peace of mind that every incident will be seen and acted upon. “Long lies” and their harmful consequences belong firmly in the past. With Nobi’s intelligent prevention and detection working in the background, caregivers can focus on warm, meaningful and person-centred care.

From its very beginning, Nobi has carried one clear vision: to make care environments places where safety feels natural, dignity feels effortless, and ageing is embraced rather than feared. The Nobi Light was the first proof of that vision. At first glance, it looks like a simple design light — yet within it, Nobi redefined fall

detection, fall prevention and smarter care. It showed that technology does not need to look technical. It can disappear into everyday life, becoming part of the environment while quietly transforming it.

Today, the Light remains at the heart of everything we do. Around it, Nobi is building the Nobi Care Flow: a connected layer where people, technology and routines work together effortlessly. This care flow gives residents a greater sense of safety, offers caregivers more time and peace of mind, and provides leadership with clarity to run safer, more efficient communities. All intelligence, integrations and software are included, making Nobi one of the most cost-efficient and impactful upgrades in elderly care.

Nobi is more than a smart light.

It is a dignified, intelligent care ecosystem — one that helps care flow again. By bringing safety, clarity and confidence into every room, Nobi supports the people at the heart of care: the residents who deserve to feel safe, and the caregivers who deserve tools that truly help them. info@nobi.life www.nobi.life

Care Sector Marks First Anniversary of Providers Unite Movement

Providers Unite, a coalition of those who receive, deliver and invest in social care, has published its first Annual Report, marking one year since the movement's formation and chronicling a sector that has fought to make its voice heard.

What began as a single frustrated letter to the Chancellor has become one of the most powerful voices in UK social care.

In just twelve months, Providers Unite has transformed from a petition into a national movement that staged rallies outside Parliament, engaged with 70 MPs, and generated over 500,000 social interactions demanding one thing: respect for a sector that can no longer wait.

The October 2024 Budget was the catalyst for the movement, when Employer National Insurance increases threatened to tip already fragile providers over the edge. But as care home managers, homecare agencies, and charities began sharing their stories, a deeper truth emerged the report says, “This wasn't just about one tax rise. It was about decades of systemic neglect.”

By April 2025, the combination of rising ENICs and National Living Wage increases without corresponding funding reviews created what the report calls "a perfect storm." Providers weren't failing they were being failed by a Treasury that had imposed a 35% increase on the National Living Wage since 2020/21 without matching investment.

Their first annual report, released earlier this month, reveals a sector pushed to breaking point yet more united than ever before. It's a story of workforce crisis, economic injustice, and political awakening but also of extraordinary resilience and collective power.

The report captures what organisers describe as the resilience, frustration, passion and humanity of a workforce that has maintained essential services across the country while simultaneously fighting for its own survival.

Main points of the report include:

1.6 million people employed in adult social care (equal to NHS workforce)

• £332.6 billion total socioeconomic contribution to UK economy

£162 billion estimated annual value of unpaid care

85% drop in overseas care worker visas since 2024

165,000 projected unfilled posts by 2026

64% of care workers cite low pay as reason for leaving

£12.30 average hourly wage for care workers

3,400 attendees at Westminster rally, February 2025

Perhaps most damaging has been the fallout from 2024's immigration reforms. The report reveals that overseas workers, who had made up one in five new care recruits, saw an 85% drop in visa approvals following tighter sponsorship rules and rising costs.

For smaller providers already operating on razor-thin margins, international recruitment became financially impossible. The result? Vacancy rates reversed two years of progress, climbing back toward 10% by mid-

2025 approximately 165,000 unfilled posts nationwide.

"When we close the door to care workers, we close the door to care itself," the report states bluntly.

The report also highlights the contribution the sector makes to the wider UK economy.

£77 billion directly to the UK economy and £332.6 billion when indirect impacts are included. It employs 1.6 million people equal to the entire NHS workforce.

Every £1 invested in social care generates between £1.75 and £2.35 in wider economic benefit. In Northern Ireland, that return hits £3.00.

Yet despite this massive economic contribution, care workers earn an average of just £12.30 per hour less than retail and logistics roles requiring fewer qualifications. The report identifies low pay as the number one reason 64% of care workers leave the profession.

The report points to February 2025 as a watershed moment, as over 3,400 care professionals, unpaid carers, and families gathered outside Parliament for the first-ever Providers Unite Rally. The banner read:

"Social Care Cannot Wait."

"It wasn't just a protest. It was a statement of identity and unity," the report recalls. "For the first time, those who keep the system running spoke as one."

By September, the movement had travelled to Liverpool for the Labour Party Conference, this time addressing Government ministers, MPs, and national media directly. Social care was no longer at the margins it was centre stage.

Built on the mantra "Stronger Together", the movement has been recognised for bringing together workforce and providers in collective courage to speak out. According to the report, this year has proved that unity is the movement's greatest strength, showing that when people stand together without fear, hierarchy or ego, real change begins.

Nadra Ahmed CBE and Ian Turner OBE, Co-Chairs of the National Care Association, said it had been a great privilege to support the Providers Unite movement and watch it evolve.

"Bringing together a diverse sector has always only been a vision but to watch the rally in February demonstrated that it is possible and it does have an impact," they said in a joint statement.

The Co-Chairs expressed gratitude to Victoria Buyer, who led the project through to the Liverpool rally in October 2024, and welcomed Katrina's appointment to continue the work, stating it "feels positive that it remains in safe hands."

"We are hugely grateful to everyone who has taken the time to engage and support the movement this far and we look forward to working with everyone to build on the foundations set," they added.

The movement remains open to all, with organisers describing The National Social Care Narrative 2025 as more than a publication – calling it a promise and commitment that the people who hold the sector together will no longer wait for others to define their worth.

"This is the year the care sector found its voice," the Co-Chairs said, "and it's only getting louder."

Can You Afford Not to Have a Mobii?

How technology-driven engagement is boosting morale, staff retention, and wellbeing in UK care homes.

In today’s social care environment, the pressures on providers have never been greater. Rising costs, recruitment uncertainty, and increasing expectations from families and the CQC are leaving many care homes stretched thin. Yet, amid these challenges, one innovation is quietly reshaping daily life for both staff and residents - the Mobii Interactive Projection System from OM Interactive.

Drawing on OM Interactive’s 2025 Nationwide Survey of care professionals, The Mobii in Care: Executive Insights 2025 reveals powerful evidence that interactive technology can do more than engage - it can rebuild morale, reduce workload, and help care teams deliver the quality of care they aspire to.

LIFTING MORALE AND STAFF RETENTION ACROSS CARE TEAMS

Care work is among the most rewarding professions, but it is also one of the most emotionally demanding. Many care teams report that introducing the Mobii has brought back a sense of joy, pride, and connection to their daily work.

“Staff feel able to offer a more meaningful experience for service users,” says Marion Hunt, Advanced OT/Sensory Lead at The Hatherton Centre, MPFT.

That feeling matters - because it directly supports staff retention and resilience. When staff see residents light up with engagement, they’re reminded why they chose care in the first place.

Most managers surveyed said the Mobii has made a positive difference to staff workload, reducing stress and freeing up time to focus on genuine interaction. “It’s very easy to set up and use, which frees up the team’s time to spend more time engaging in a group activity,” shares Celia Milton, Activity Champion at Anchor’s Limegrove Care Home.

For carers, it’s not just about having a new tool - it’s about having something that makes their day feel easier, more purposeful, and more connected.

ENHANCING WELLBEING FOR RESIDENTS AND STAFF

The impact on residents is equally remarkable. An overwhelming 90% of care homes said the Mobii has enhanced wellbeing and engagement for both residents and staff. Through light, sound, and movement, it brings interactive experiences directly onto any surface - sparking laughter, movement, and conversation.

“The residents who would seem lethargic and unalert would be revived when the therapeutic games are played,” explains Carolyn Weisey, Activities Coordinator at St Annes Care Home.

Even residents living with advanced dementia have shown renewed participation. “Increased participation, especially from our residents living with more advanced dementia,” adds Celia Milton.

For many homes, this shared experience creates a calmer, happier environment - one where relationships thrive, and residents and carers alike feel more connected. SUPPORTING CQC EXCELLENCE

In a sector where inspections and accountability are central, the Mobii also provides measurable support for achieving CQC excellence. Homes using the Mobii report improved outcomes within the “Caring” and “Responsive” categories - both areas where person-centred engagement is critical.

“It can be used for person-centred activities as there is something to suit all needs - and CQC love that,” says Colette Yuksel, Activities Coordinator at Stocks Hall Nursing Home Burscough.

This ability to provide inclusive, evidence-based engagement demonstrates a home’s commitment to meaningful care - something inspectors, families, and staff all value highly.

WHY THIS MATTERS NOW

With the upcoming Immigration Bill expected to limit access to overseas care workers, providers across the UK face mounting pressure to retain and support their teams. Recruitment challenges, rising agency costs, and burnout are creating a perfect storm - one that demands creative, proactive solutions.

The Mobii offers exactly that. It simplifies activity planning, empowers staff to deliver more meaningful sessions, and helps build a workplace culture centred on pride, teamwork, and connection.

As Katherine Huntley, Activities Lead at Dewdown House, puts it:

“Staff love playing with this alongside the residents - it really helps with bonding.”

Real-World Results from UK Care Providers

The survey findings speak for themselves:

94% said the Mobii enables more quality time with residents.

89% saw improved mood and interaction.

81% reported enhanced wellbeing and engagement.

90% saw improved memory recall.

• 93% would recommend the Mobii to other care providers.

These numbers reflect what many care professionals already see every day - a calmer, happier, more connected environment where both residents and carers can thrive.

TECHNOLOGY WITH HEART

As social care continues to evolve, the most successful innovations will be those that combine practicality with compassion. The Mobii proves that technology doesn’t have to replace the human touch - it can enhance it, helping carers do what they do best: connect, comfort, and care.

For care providers looking to strengthen staff wellbeing, enrich residents’ lives, and demonstrate excellence to the CQC, the question isn’t whether they can afford to invest in engagement technology. It’s whether they can afford not to.

For more information or to book a demo, visit omi.uk/care, call 01442 215555, or email

Setting Care Homes on the Road to Net Zero

As sustainability rises up the agenda for care organisations, heat is a natural target for efficiency improvement. Andy Green, Head of Technical Solutions at Baxi, discusses the importance of planning a net zero pathway and some of the achievable options for care home operators

The UK’s circa 17,000 care homes may vary in size and age, but reliable heating and hot water is essential in each to prioritise the wellbeing and comfort of their residents. As this service is typically the largest user of energy in care home facilities, it’s also a good starting point for reducing operating costs and associated carbon emissions.

Let’s consider some of the achievable measures to improve the efficiency of the heating system and reduce its carbon impact

PLOT YOUR PATHWAY

In our recent survey of over 400 care homes managers, budget pressures, eligibility for funding and technical understanding of achievable options were the top challenges listed when considering decarbonising heat in their buildings. Subsequent focus group sessions also revealed that unplanned replacements are common, frequently resulting in a like-for-like distress purchase rather than enabling the care home operator to plan and implement a phased approach to net zero. But with care homes coming under increased pressure to adopt sustainable practices in line with the nation’s wider 2050 net zero target, putting a roadmap in place is absolutely key. Fortunately, care home managers have access to heat experts like Baxi for support. We work closely with care homes first to understand the viable options for improved system efficiency and then to help them plot their unique net zero pathway.

REDUCE HEAT LOSSES

The first step should always be to understand how and where energy is being used in the building. Identifying and limiting any heat loss to the environment will not only immediately improve operating costs but can significantly reduce the size or capacity of plant required when refurbishing the system – which in turn will lower the required capital expenditure.

Practical examples might include building fabric upgrades such as roof and wall insulation, draught proofing and/or improving the thermal performance of windows and doors. Adding lagging to poorly insulated pipework will also prevent heat losses within the system for improved performance. Where necessary, adjust the heating controls and thermostat settings to optimise the temperature regimes and balance energy efficiency with thermal comfort.

‘HEAT

PUMP READY’

Light refurbishment still accounts for much of the work in the care home sectors according to our focus group research, despite the willingness shown for embarking on heat decarbonisation projects.

If upgrading to more efficient gas condensing boilers or direct-fired water heaters, use this opportunity to prepare the heating system for the integration of low temperature heat pumps at a future stage. Addressing the system’s distribution pipework and heat emitters will allow the system to operate more efficiently at a maximum flow temperature of 55°C (or lower), in line with Building Regulations. This will also allow the condensing boilers and water heaters to operate in condensing mode, where they achieve their maximum efficiencies.

FULLY ELECTRIC OR HYBRID?

Replacing existing gas boilers or water heaters with heat pumps is the ultimate goal. New build care homes will be designed to require less heat for operational use and optimised for a decarbonised electricity grid. In buildings like these, a fully electric approach to heating and domestic hot water (DHW) based around renewable solutions such as our Auriga mid temperature and Auriga HP + high temperature heat pumps will be the favoured approach, particularly when combined with solar thermal and/or solar PV solutions. In care homes with complex refurbishment challenges, a phased pathway may be necessary. In such buildings, a hybrid heat pump system combining heat pumps with existing boilers and/or water heaters is often a fast, affordable solution to partial decarbonisation. This will enable a large portion of the heat in the building to be decarbonised while meeting safe operation requirements.

MANUFACTURER SUPPORT

Each care home project and building will have its own requirements, so it is advisable to consult with the experts. Experienced heating and hot water solutions providers like Baxi can help break down the complexities for care homes by clearly explaining the options and outlining the associated carbon, energy and cost impacts of each. Working together, we can help ensure that the right decision is made to meet the specific needs of your building to set it on its path to net zero.

For more information, visit: Baxi Commercial Heating and Hot Water Solutionswww.baxi.co.uk/commercial

Lifetime of Love: Liz Prebble Named Surrey’s Care Worker of the Year

Liz Prebble has been named Care Worker of the Year at the 2025 Surrey Care Awards

For more than two decades, Liz – a Shared Lives Carer with Surrey Choices – has poured her heart into caring with love, laughter, and dignity. Her compassion and unwavering commitment embody what it truly means to be an outstanding Carer. Now in her 80s, Liz has cared for a young woman named Emily in her own home since infancy, dedicating much of her life to ensuring Emily receives not only exceptional care but genuine love and belonging.

Emily lives with profound and complex needs: she is wheelchairbound, non-verbal, PEG-fed, and reliant on others for every aspect of daily life. Liz not only meets these challenges with skill and patience, but she continually looks for ways to add joy and meaning to Emily’s world. For her, care has never been about meeting basic needs; it has always been about giving Emily the fullest and richest

life possible.

One example of Liz’s tireless devotion was organising a trip for Emily to Lourdes, making it possible for her to join a meaningful and supportive pilgrimage. Emily is embraced by Liz’s family and friends as one of their own – loved, included, and given every opportunity to participate in experiences that bring joy and connection.

Liz has gone to extraordinary lengths to meet Emily’s needs, adapting her home extensively, including installing a lift so Emily can access her bedroom. She accompanies Emily to weekly hydrotherapy sessions – one of her favourite activities – as well as to London shows and specially adapted holidays. Liz ensures that Emily experiences the world beyond her condition.

Shared Lives Registered Manager Paul Dawson says, “Liz is a shining example of lifelong devotion, strength, and unconditional love. She embodies what it means to be an exemplary Shared Lives Carer. To call this a ‘lifetime achievement’ barely scratches the surface.”

476 Scottish Care Homes Have “Sold

Up Or Collapsed” In Past Decade

Hundreds of Scottish care homes have “sold up or collapsed” in the past decade, the Liberal Democrats have revealed.

Scottish Liberal Democrat MP Angus MacDonald has said the SNP are presiding over a crisis in care after new research from his party revealed that 476 care homes for older people have either sold up or collapsed over the past decade.

In response to a freedom of information request by the party, the Scottish Care Inspectorate provided the number of care homes for older people where services have been cancelled.

This refers to when services have either ceased operating entirely or where the business has changed hands. If a care home has changed hands, the new business would need to re-register the home for services to continue operating.

The figures show that over the past decade, 476 care homes have either sold up or collapsed.

This number includes 56 care homes in Glasgow, 46 in Fife, 43 in Edinburgh, 36 in South Lanarkshire and 24 in Highland.

Among the care homes who provided data, 43 care homes cited financial unviability as a reason for cancelling services, while 27 cited problems around recruiting staff. In October, Mr MacDonald, the Liberal Democrat MP for Inverness, Skye and West Ross-shire, hosted a conference on the state of the care sector in Scotland.

Contributors from across the social care sector took part, including Professor Andy Elder, President of the Royal College of Physicians, Donald Macaskill, Chief Executive of Scottish Care, and Deputy First Minister Kate Forbes.

Angus MacDonald said: “These figures expose the mammoth strains on our care sector, and the chronic lack of government action to tackle them.

“Care providers feel like they’re on their own. The SNP wasted four years and £30 million on a bureaucratic takeover of social care that they ultimately had to ditch. Meanwhile, the UK Labour Government only made things worse by clobbering providers with a cruel tax hike.

“With an increasingly ageing population, fixing the shortage of care homes has never been more important. And it’s only by delivering better care at home and in the community that we can free up space in hospitals and ease pressures right across the NHS.

“Liberal Democrats are the only party with a realistic plan to fix this crisis. We need to invest in community care, including in the West Highlands, where I have called for four new homes to be built with onsite staff accommodation.

“We also want the UK Government to exempt

Beyond the Blueprint: What Care Leaders Are Really Saying About National Standards

By Kathryn Marsden OBE, Chief Executive at the Social Care Institute for Excellence (www.scie.org.uk) and Anisa Byrne, General Manager for Care at

The government's commitment to a National Care Service underpinned by national standards has sparked necessary conversations across social care. But between the policy announcements and the final framework lies a critical question: what do national standards actually need to achieve for the people delivering and receiving care every day?

Over the past month, we’ve brought together people who draw on care and support, workforce representatives, care providers, commissioners and local and national government in a series of roundtables exploring how national standards can drive real improvement. What we're hearing challenges some assumptions about what standards are for and reveals the tensions care providers navigate daily.

WHAT STANDARDS ARE ACTUALLY FOR

The roundtable discussions revealed that effective standards must balance three aims: ensuring people's voices and choices shape their

care, maintaining safety and quality, and driving system-wide improvement. The challenge is doing all three without creating the bureaucratic burden that currently defines so much of social care practice.

One insight stood out: standards should clarify what social care is for, not just how to deliver it. This shifts the conversation from process compliance to purpose. Social care exists to enable people to live in the place they call home, with the people and things they love. Standards that start from this purpose look different from those focused on counting tasks completed or forms filled.

Standards that define outcomes - what people should be able to achieve and experience - leave room for the creativity and relationshipbuilding that personalised care requires.

TECHNOLOGY AS A TOOL

We heard inspiring examples of technology creating space for what matters. AI-powered documentation that frees care workers from paperwork to focus on conversations. Predictive analytics that identify people at risk of falls before they happen. Systems designed with care workers that prompt personal preferences before each visit, supporting continuity of relationships.

The question comes down to who technology serves. Systems designed primarily for compliance will always feel like burdens. Technology designed to support relationships and enable people's choices becomes genuinely useful. National standards have a role here: establishing that technology must enhance human connection, not replace it.

MEASURING WHAT MATTERS

Perhaps the most passionate discussions centred on measurement. Care providers described the tension between what they're required to report and what actually indicates quality. This creates an opportunity for raising standards at the point of care. This fixation on outputs actively works against the personalised, relationship-based care every-

one agrees we need. National standards offer an opportunity to shift what we measure and therefore what we value. Instead of counting tasks completed, we could track progress towards personal goals. Instead of monitoring time spent, we could assess whether people feel listened to and supported to make their own decisions.

CO-PRODUCTION: MORE THAN CONSULTATION

Every conversation returned to co-production. National standards will only work if people drawing on care and support shape them from the start. This means more than consultation after decisions are made. It means sharing power over how standards are designed, applied and reviewed.

Care providers expressed both hope and scepticism about this. Many have watched co-production become a tick-box exercise. Others shared examples of genuine partnership, where people with lived experience held equal authority in shaping services and the results transformed both relationships and outcomes.

THE PATH FORWARD

National standards will succeed or fail based on whether they support care providers to do what they know matters. Standards that add bureaucracy without enabling better relationships will be experienced as burdens. Standards that clarify purpose, focus on meaningful outcomes, and create space for the human connections at the heart of quality care could transform how social care works.

The conversations we're convening through these roundtables we hope will inform Phase One of the Casey Commission’s work as they set the foundations for a National Care Service. But their real value lies in surfacing what care providers and people drawing on care already know: that quality care happens in relationships, that standardisation must serve personalisation, and that the purpose of social care is enabling people to live the lives they choose.

Anenta Urges Action To Protect Care And Nursing

Home Staff From Dangers Of Hazardous Medical Waste

A new academic report from the University of Oradea has placed a spotlight on the urgent need for the adoption of better prevention, training, and safer treatment technologies to reduce harm from the growing volume of healthcare waste produced worldwide, says leading independent healthcare waste management company, Anenta. Shedding light on hazardous medical waste and its rising risks to clinical staff, healthcare workers, and those who handle medical waste, Anenta believes that the ‘Healthcare Waste Toxicity: From Human Exposure to Toxic Mechanisms and Management Strategies’ report is a sharp reminder that producers of healthcare waste need to be vigilant and diligent.

In Anenta’s view, this is particularly important in relation to the disposal of sharps, infectious, pharmaceutical, pathological, cytotoxic, and chemical waste, and applies to GPs, hospitals, laboratories, pharmacies, research centres, dental clinics, care and nursing homes.

“The findings of this study reiterate just how important segregation, governance, and training are in preventing harm to staff and the wider community,” said Kim Ormsby, Assistant Director at Anenta, adding: “It’s vital that every measure, including handling, transportation, treatment, storage, and disposal is properly understood, implemented, and audited, which is exactly why we’ve created a free e-learning module on healthcare waste to help businesses in the primary care sector.”

Covering a number of topics such as waste segregation, simplification of waste processes, waste reduction, and colour-coded containment, the 45-minute training module is accessible free of charge to care homes, and healthcare professional via the Health Education England online portal. These courses help those in the primary care sector meet duty of care obligations and ensure consistent adherence to environmental and CQC standards.

This, in turn, helps smooth the pre-acceptance and duty of care

audit process, which is essential for compliance under the Environmental Protection Act 1990, and helps avoid the risk of waste contractors refusing to make collections due to instances of ‘noncompliance.’

Aided further by Anenta’s remote hazardous waste audits, which give care homes, nursing homes and producers of healthcare waste the ability to conduct compulsory duty of care and pre-acceptance audits in as little as 40 minutes, Anenta has removed the need for tedious third-party on-site audits, which can take up to 6 days. In addition to saving time, Anenta’s online solution also reduces costs by up to £800.

Combined, this process helps to ensure compliance for care homes

whose staff are exposed to a range of different types of waste, including sharps, clinical, infectious, and offensive waste.

“Protecting workers and the wider community from the dangers of medical waste is critically important,” says Ormsby. “Without consistent training and clear policies, staff can all too easily be put at unnecessary risk, which is why we work closely with care and nursing homes to ensure that their waste management processes are streamlined and effective, ensuring a safer healthcare environment for all.”

Anenta, which was awarded the Healthcare Waste Management Company of the Year title at the prestigious Healthcare Business Review Europe Awards 2025, acts as an external contract manager delivering bespoke, affordable, and professional services across recycling, general waste, saniwaste, confidential, and clinical waste streams. Managing over 450,000 collections annually from more than 20,000 locations, Anenta has saved its clients over £13 million directly, while introducing workplace efficiencies that have generated a further £35 million in savings.

Much of these savings are possible thanks to Vector, Anenta’s proprietary, multi-stakeholder system, which equips all parties in the healthcare waste supply chain with real-time updates on documentation, billing, compliance and outcomes. Highlighting inefficiencies and providing data-driven insights to improve service, delivery and operational performance, Vector ensures the delivery of fair billing practices through the analysis of thousands of invoices to identify and address any instances of overcharging.

Free training module:

https://portal.e-lfh.org.uk/Component/Details/763177 Website www.anentawaste.com

Contact page https://www.anentawaste.com/contact-us/ Call 03301222143

Building Confidence, Skills and Quality in Adult Care

Settling Disputes in the Care Sector: Preparing Beyond the Day‑to‑Day

By Hannah Strawbridge, Director and Employment Solicitor, Inspire Legal

The care sector is unique: high staff turnover, frontline human interaction, intense performance pressure, emotional labour, and consequently a disproportionately large number of disciplinary and grievance matters.

Recent research shows that care employers report, on average, 53 disciplinary matters over two years, compared with 37 in other sectors.

Grievances are also+29% higher in the industry than the average. Add to that the looming changes under the Employment Rights Bill 2024 25 (ERB), and care employers are being asked not simply to keep up, but to get ahead.

WHY THIS MATTERS

When care providers mishandle disciplinary issues, whether arising from poor performance or conduct, or fail to address grievances such as bullying, health and safety concerns, whistle-blowing, or discrimination, the impact goes far beyond lost time. The risks include reputational damage, reduced staff morale, tribunal claims, and increased regulatory scrutiny. In the care sector, cases of unfair dismissal, disability discrimination, and wrongful dismissal are particularly prevalent. Looking ahead, the ERB has proposed removing the two-year qualifying period for unfair dismissal in certain circumstances, meaning employers could face exposure from “day one.” The message is clear: now is the time to ensure that policies, procedures, and resolution tools are not only in place but genuinely robust.

KEY PILLARS OF DISPUTE PREVENTION AND RESOLUTION

1.

The essential building blocks for care employers are outlined below, alongside insights from HanLaw’s practical experience 1. Clear procedure

Disciplinary and grievance procedures must be tailored, compliant, and consistently applied. This means following every stage: allegation, investigation, meeting, decision, and appeal. In care settings, line managers often balance client care with HR responsibilities, and we have seen firsthand at Han Law that this can lead to delays in investigations, incomplete records, or overly informal approaches. Each of these weakens an employer’s defence.

Equally important is ensuring contractual requirements, such as job descriptions, performance targets, probation clauses, and restrictive covenants—are aligned with the procedures. At HanLaw, we advised a care group whose contract contained a broad “performance improvement plan” clause but lacked a linked policy. When a senior carer failed to meet required turnaround speeds, the employer’s position

was undermined because the contract, policy, and process were not properly joined up.

2. PERFORMANCE MANAGEMENT WITH SUPPORT

Poor performance is one of the trickier issues in care, as this can be down to capability, training gaps, health issues, pressures of shift work, or lack of resources. One of our own experiences was for a residential care provider who brought in specialist coaching for a carer whose documentation was repeatedly late and inaccurate. The implementation of a short improvement plan, weekly supervision, and peer buddying, performance stabilised all these issues and ensured that the formal disciplinary route was avoided. The duty under the Health and Safety at Work etc. Act 1974 also remains relevant here. Employers must ensure the health and safety of employees and others (including service users), persistent performance issues can tip into a health & safety risk. Ensuring that managers intervene early, support training, offer mentoring, monitor progress, and document each step is critical. Once formal disciplinary proceedings begin without that support journey, employers are more exposed.

3. GRIEVANCE HANDLING AND DE ESCALATION

Grievances in the care sector are frequent, and often touch on sensitive issues such as bullying, harassment, shift allocation, and health related adjustments. In these situations, effective de escalation is critical. This can be achieved through early one to one conversations, mediated discussions, and informal resolution routes.

At HanLaw, we supported a case where a care worker raised concerns about being allocated double shifts. The employer’s outsourced HR team, working with our mediator, facilitated a meeting, adjusted rostering, and improved communication. As a result, the grievance was resolved informally, saving cost, time, and protecting staff morale. Equally important is documentation. Informal resolutions must be recorded with disclaimers, meeting notes, and agreed-upon outcomes. Weak or incomplete records leave employers vulnerable to claims such as constructive dismissal or whistle blowing.

4. RESTRICTIVE COVENANTS AND CONTRACTUAL LEVERS

In the care sector, staff retention is a challenge. The more you invest in training and building culture, the more you want to protect that investment. Contracts might include notice periods, garden leave, non solicitation of clients or colleagues, non competition (although non competes are increasingly difficult to enforce) — but only if they are reasonable, properly drafted, and linked to policy. At HanLaw we have supported a chain of domiciliary care providers where a senior manager resigned and immediately joined a competitor, taking client lists. Because her contract included a well drafted non solicitation clause, aligned with the employer’s client allocation process and supported by evidence of damage, the employer obtained an injunction and settlement. Without that foresight the employer would have been in a far weaker position.

5. MEDIATION AND RESOLUTION

At the sharp end of dispute resolution is mediation. Getting to a for-

mal tribunal or settlement only kicks the can down the road. Mediation offers a chance to fix root causes, preserve relationships and protect reputation. At HanLaw we are proud that our team includes a qualified mediator, and we regularly deploy that resource for care sector disputes: between employee and manager, between teams, or when a grievance and disciplinary overlap. Mediation works because it encourages open dialogue, focuses on interests (not just legal positions), and can deliver tailored outcomes: e.g., revised shift pattern, training package, role redesign, confidential exit agreement, rather than win/lose outcomes. Using mediation early saves cost and keeps staffing disruption low. In our experience, clients who engage with mediation before issuing grievance letters or ET1s succeed in reducing escalation and retaining more employees.

THE ERB AND BEYOND

6. PREPARATION FOR

The Employment Rights Bill will reshape the landscape for the care sector. Key changes include: removal of the two year length of service qualification for unfair dismissal in some cases (making “day one” rights a real prospect) and establishing a negotiating body for sector wide fair pay agreements in adult social care. Many care providers are still unclear on the details of the ERB and that lack of clarity creates risk. For employers, that means tightening the fundamentals now: reviewing and updating disciplinary/grievance policies, ensuring contractual terms are aligned, training managers, documenting support and investigation pathways, and running scenario checks. At HanLaw we offer a fixed fee “care sector readiness review” for clients: a policy audit, contract-check, training module and mock diagnostic of grievance/disciplinary capacity. Early action helps avoid crisis later.

Why should you engage an employment lawyer?

We regularly see employers in the care sector navigating multiple simultaneous risks: staffing, regulation, performance, complex people issues, and legal exposure. At HanLaw we combine employment law solicitors (used to negotiation of settlement agreements and tribunal work) with HR professionals who act as outsourced HR teams for disciplinary, grievance, performance and investigations. Plus our in house qualified mediator brings a less adversarial resolution toolset. The result: a full service offering from prevention to resolution. Whether you need a robust policy update, support for a tricky performance issue, help avoiding an expensive tribunal claim, or mediation to keep staff engaged it's important to work with a team that understands the challenges you are facing.

In the care sector, effective people management isn’t a luxury, it’s a necessity. With disciplinary and grievance cases exceeding national averages and the Employment Rights Bill reshaping the legal landscape, care employers must act decisively. Now is the time to implement clear procedures, strengthen performance support, de-escalate grievances, align contracts, refine restrictive covenant strategies, and embrace proactive mediation. These steps aren’t just protective, they’re transformative. With the right legal partner, you won’t just weather the changes, you’ll harness them to build a resilient people culture, boost retention, and elevate compliance.

Care Inspections UK: Professional, Independent, and Comprehensive

In today’s highly regulated health and social care environment, providers face the dual challenge of ensuring compliance while striving to deliver safe, high-quality, and commercially sustainable services. Care Inspections UK Limited (CiUK) has emerged as a trusted partner in this landscape, providing a professional and independent inspection service that goes beyond the standard requirements of the Care Quality Commission (CQC), The Care Inspectorate Wales (CIW) and the Care Inspectorate (Scotland), collectively “The Inspectorates”

What sets CiUK apart is its status as a registered inspection body, operating with the highest levels of professionalism and governance. This official recognition imbues care providers with confidence that inspections are carried out with rigour, objectivity, and an unwavering focus on evidence. Every report is underpinned by validated, research-based methodology, ensuring the outcomes are credible, balanced, and practical.

BEYOND CQC/ CIW/ CI STANDARDS

While CQC/ CIW/ CI inspections focus on fundamental areas such as safety, effectiveness, responsiveness, and leadership, CiUK’s approach extends further. Each CiUK inspection covers all the domains CQC/ CIW/ CI would expect, but also incorporates additional layers of analysis essential for continuous improvement. This Includes:

• Operational risk management involves identifying risks before they become incidents, reducing exposure for service users and providers.

• Quality enhancement: Assessing opportunities to raise standards in care delivery, staff engagement, and governance.

• Commercial sustainability: Offering insight into how operational practices influence financial performance, helping providers balance compliance with business viability.

The result is an inspection report that is not only regulatory-ready but also a strategic tool for improvement.

A PROFESSIONAL AND INDEPENDENT EYE

Professionalism is at the heart of CiUK’s ethos. Inspections are conducted by highly experienced professionals who bring frontline expertise from clinical, managerial, and governance roles in the care sector. This depth of knowledge allows CiUK to deliver meaningful feedback that resonates with staff at every level, from frontline carers to boardroom directors.

Independence is equally vital. As an external registered inspection body, CiUK reassures providers that its findings are unbiased and transparent. In a sector where credibility matters, this impartiality is invaluable in preparing for CQC inspections and demonstrating accountability to commissioners, investors, and the wider community.

DRIVING IMPROVEMENT AND REDUCING RISK

Care providers today operate in an environment of heightened scrutiny and rising expectations. CIUK’s inspections do more than highlight compliance gaps; they provide a clear roadmap for reducing risk, enhancing quality, and driving organisational improvement.

By identifying weaknesses early, providers can take corrective action before issues escalate. At the same time, CiUK’s focus on strengths and opportunities supports a culture of positive development. This balanced approach ensures that inspection outcomes are constructive, not punitive, fostering continuous organisational improvement.

SUPPORTING COMMERCIAL PERFORMANCE

One of the most overlooked aspects of care provision is its commercial dimension. Poor compliance and weak governance inevitably carry financial consequences, from reputational damage to contract loss. CiUK recognises this and integrates commercial insight into every inspection. CiUK helps providers achieve operational excellence and commercial resilience by aligning care quality with business performance.

THE CIUK DIFFERENCE

Choosing Care Inspections UK Limited means selecting a partner committed to professionalism, independence, and comprehensive excellence. CiUK inspections do more than prepare organisations for regulatory visits—they empower providers to deliver safer, higher-quality care while protecting their reputation and commercial future.

CiUK delivers evidence-based assurance and actionable insight for providers who want more than compliance.

Navigating Rising Sickness Absence In The Care Sector

Sickness absence in the care sector continues to rise, with NHS England reporting a monthly 5.6% absence rate.

Rising sickness absence is a significant challenge for care providers already managing high levels of grievances and employment tribunal claims.

One major change on the horizon is the reform of Statutory Sick Pay (SSP). SSP is currently not paid for the first three days of absence and is unavailable to employees earning below £123 per week. However, under the Government’s Employment Rights Bill, from April 2026, SSP will be payable from the first day of absence, and all employees will be eligible regardless of earnings. The rate will either be paid or 80% of normal earnings if the pay is lower.

While this reform will benefit employees by providing earlier financial support, it will also place additional strain on care providers. With rising National Minimum Wage rates and National Insurance Contributions, the expanded SSP entitlement could lead to increased absence rates and higher operational costs. Employees who previously worked through minor illnesses due to financial pressures may now choose to take sick leave, potentially increasing the strain on care providers.

To prepare, care providers should take proactive steps now, including:

Reviewing absence policies and payroll systems to ensure compliance with the upcoming changes.

Financial modelling to understand the cost implications.

Training managers to address sickness absence early to reduce the risk of long-term issues.

• Monitoring absence trends across the organisation.

Flexible staffing arrangements, such as maintaining a pool of bank staff and contingency planning for periods of high absenteeism, can help mitigate short-term disruptions. However, long-term solutions will be needed and will require investment in workforce wellbeing and retention strategies.

The increase in absences and the further likely increase following April 2026 highlights the importance for care employers to manage persistent sickness absences carefully, whether long-term or short-term. However, absence management is not without legal risk. Care employers must take care to avoid breaching

Judo

Jo Wins Silver In Paris

A Yeovil-based nurse who has just been awarded a silver medal at the Veterans’ World Judo Championships in Paris has credited her coach, her best friend and “wonderfully supportive colleagues” for enabling her to achieve her success.

Fifty-five-year-old Jo Gregory, who works on the nursing team at specialist care home Chestnut Lodge in Yeovil, started doing judo at the relatively late age of 42, encouraged by Shepton Judo Club coach Dianne White who discovered her when coaching Jo’s younger son.

Jo used to practise karate as a child, moving on to taekwondo as an adult, and has always been sporty – but says she was hesitant to take her first step on to the judo mat and needed a lot of encouragement from Dianne, who had intuitively identified her potential. Six years later, in 2015, Jo started competing, and in 2019 she achieved the impressive hat-trick of winning the British Championship, being a silver medallist in the European Championships and a bronze medallist in the World Championships.

However, because judo is a close-contact sport, Covid then interrupted practice world-wide and Jo did-

By Rebecca Hughes, Associate

the Equality Act 2010, especially where long-term health conditions are involved.

Research by Birketts has highlighted the legal risks facing employers in the care sector. Over the past two years, the most common employment tribunal claims brought against care businesses were unfair dismissal (including constructive dismissal) and disability discrimination.

Failure to make reasonable adjustments for employees with disabilities can lead to costly tribunal claims. It is therefore essential that HR professionals ensure absence policies are not only legally compliant but also attuned to the complexities of disability-related absences. Policies should reflect a nuanced understanding of the duty to accommodate, and managers must be equipped to apply these principles fairly and sensitively.

Before considering dismissal due to persistent sickness absence, employers should follow a structured and fair process. This includes exploring reasonable adjustments, such as modifying absence targets or offering reduced working hours, and considering alternatives to dismissal, such as redeployment. These steps should be clearly documented. When medical evidence is conflicting, employers should err on the side of caution and consider the possibility of a disability. Decisions should be reviewed if circumstances change, for example, if attendance improves. Additionally, any medical evidence relied upon must be current at the time of dismissal.

If employees are dismissed due to absences, they could bring complaints of:

Failure to make reasonable adjustments.

• Unfair dismissal

Unfavourable treatment due to disability-related absences

However, where absence levels significantly exceed sector norms, employers may be able to justify a firmer approach to absence management, including dismissal, provided the reason is fair and proportionate, and the process followed is procedurally sound.

Employers also have a statutory duty under the Health and Safety at Work Act 1974 to safeguard the physical and mental well-being of their staff. In the care sector, where emotional and physical demands are high, this duty is particularly important. Rising absence rates may signal underlying issues such as burnout, stress, or inadequate support systems. HR teams should consider implementing regular well-being checkins, mental health first aid training, and access to occupational health services.

In conclusion, rising sickness absence rates are a multifaceted challenge for care providers. By monitoring trends, planning financially, updating policies, and supporting staff wellbeing, HR professionals can help their organisations navigate this complex landscape.

n’t get back on the mat until just two months before the Paris competition.

Jo said: “I thought I’d hung up my belt, but Dianne White and my friend Donna Hopkins were insistent that I should give it another go, and my managers and colleagues at Chestnut Lodge couldn’t have been more supportive.

“I work a 36-hour week, supporting elderly residents who are living with dementia, and everyone has been so accommodating with shift changes to enable me to do the necessary training over those two months – which was a lot – and they were so encouraging. I am incredibly grateful because I really couldn’t have done it without having them behind me.”

Jo said: “There aren’t many women of my age in the UK who practise judo, so veteran female Brits often go abroad to compete because it is important to be evenly matched with your opponent in terms of age and weight.

“It’s a great sport which operates within a very friendly environment and I would encourage other women to give it a go.”

Having taken some time out of nursing, in 2021 Jo did a ‘return to practice’ course, accepting a first position as a dialysis nurse and joining the nursing team at Chestnut Lodge in November 2023.

Jo said: “I love my job at Chestnut Lodge and the wonderful team I work with.

“It can be a bit of an emotional roller coaster when one of our lovely residents is at end-of-life, but it’s our privilege to support them at all times, and so rewarding to know you’re making an important contribution.

Barchester Healthcare Celebrates Exceptional Team Members

The Barchester Care Awards 2025 were held on October 23rd at The Midland Hotel in Manchester. Regional finalists from across Barchester’s six divisions gathered in person and virtually to celebrate the outstanding achievements of Barchester’s many exemplary staff members who work tirelessly to deliver the best person-centred care to their residents and patients every day. Homes and hospitals dialled in to cheer on their nominees with banners, balloons and confetti cannons at the ready.

The Barchester Care Awards take place annually to celebrate the staff who go the extra mile for the benefit of the 13,500 residents living in Barchester’s 268 care homes and private hospitals across the country.

The 19 different categories up for grabs range from ‘Team of the Year’ and ‘Carer of the Year’ to ‘Dementia Care Champion’ and ‘Activities Coordinator of the Year’. This year, a staggering 5,258 nominations were received for teams from homes and hospitals all across the UK.

THIS YEAR’S DESERVING WINNERS WERE:

Deputy Manager of the Year – Ovi Gall, Chalfont Lodge Learner of the Year – Donna Johnston, Cherry Trees

Health & Safety Champion – Peter Laing, Crandon Springs

Volunteer of the Year – Andrew Morrison, Canmore Lodge

Resident Ambassador – Kaye Bracegirdle, Lanercost House

Carer of the Year – Yvonne Smith, Falmouth Court

Care Practitioner of the Year – Josephine Shingwele, Austen House

Barchester’s Charitable Foundation Champion – Amy Melia

Registered Nurse of the Year – Michaela Hallett, Castle Lodge Team of the Year – Hall Park

Home Administrator of the Year – Laura Hayden, Hundens Park

Lifetime Achievement Award – Ahmet Akkur, Archview Lodge

Dementia Champion – Katherine Smith, Tixover House

Activities Coordinator of the Year – Agata Prendota, Glenroyd

Maintenance Champion of the Year – Gareth Lewis, Chacombe Park

Chef of the Year – Abin Babu, Friston House

Garden of the Year – Chalfont Lodge

Hospitality Champion – Tracy Millichap, Mount Vale

General Manager of the Year – Subin Sebastian, Atfield House

Dr Pete Calveley, CEO of Barchester Healthcare, commented: “Everyone knows that my favourite day of the year is hosting the Barchester Care Awards where we recognise and thank all of our colleagues for their hard work and dedication. We have the best teams in the world and I couldn’t be prouder of each and every one of them, they are all remarkable people and it is my privilege to work alongside them.”

Photo Credit: IJF Media

AI in Residential Care: Promises and Pitfalls

Artificial intelligence is becoming part of everyday life and many residential care services are beginning to explore how it could support better care. When used responsibly, AI has the potential to reduce administrative pressure, give teams faster access to information and help staff make more informed decisions. But like any new technology, it requires careful planning, clear safeguards and open conversations with residents, families and colleagues.

At a recent roundtable hosted by Casson Consulting and the Access Group, care providers and digital specialists reflected on some of the opportunities and challenges facing the sector. The discussion echoed what we at Digital Care Hub hear from providers across the country. There is enthusiasm about using AI to free up staff time, improve consistency and spot risks earlier. Practical examples include tools that help identify trends in care records, digital assistants that help staff find policies quickly and early exploration of companion technology that could complement activity programmes. As Hallmark Luxury Care Homes noted, the aim is not to replace staff but to support them with the right information at the right time

Any use of AI in care relies on trust. Residential care is built on strong relationships, so residents, families

and staff must feel confident about why AI is being used and how their information is being protected. Katie Thorn, from Digital Care Hub and the Oxford Project: The Responsible Use of Generative AI in Care, highlights the importance of involving people at every stage. This includes explaining what a tool does, how decisions are made and how staff will continue to use their professional judgement.

A key theme from the roundtable, and from our wider work, is the need to recognise the limitations of AI. These systems can reflect the biases in the data they are trained on, so staff should be supported to question outputs rather than assume they are always correct. Good training, clear policies and safe channels for raising concerns are essential. Sharing examples where AI has not worked well is just as important as sharing successes. This helps the whole sector build confidence and avoid repeating mistakes.

Introducing AI into a residential care setting is not about rushing. It is about moving safely and purposefully. With the right digital foundations, strong governance and meaningful involvement of residents and colleagues, AI can become a valuable support for thoughtful, person-centred care.

For further information on Digital Care Hub and how they can help you, see the advert on page 37.

Karuna Manor Care Home Launches ‘Spiritual Dementia Café’ to Nurture Connection and Compassion

Karuna Manor Care Home has proudly launched its inspiring new Spiritual Dementia Café, a bi-monthly community initiative designed to bring together individuals living with dementia, their families, and residents in an atmosphere of peace, understanding, and spiritual wellbeing.

Rooted in Karuna Manor’s values of compassion, respect, and holistic care, the Spiritual Dementia Café provides a calm, welcoming space where visitors can experience moments of mindfulness, gentle music, guided reflection, and open conversation. The café’s purpose is simple yet profound to support emotional and spiritual wellbeing for all who attend, while creating opportunities for meaningful human connection.

The sessions are hosted by Karuna Manor’s dedicated business development manager and wellbeing team, who ensure each gathering nurtures the mind, body, and soul. From guided meditations and prayers to creative activities, gentle movement, and shared stories, every aspect of the café is designed to encourage inclusion, dignity, and inner peace.

“Our vision for the Spiritual Dementia Café is to create a sanctuary — a safe, sacred space where people can connect through compassion and shared experience,” said Payal Chhabra (Home Manager), of Karuna Manor Care Home.

“For those living with dementia, spirituality often provides comfort, familiarity, and meaning. We want to honour that journey with warmth, respect, and love.”

The café was met with enthusiasm from residents, families, and community guests, many of whom shared how deeply touched they were by the serene and uplifting atmosphere. The event included soothing devotional music, light refreshments, and moments of reflection guided by Karuna Manor’s wellbeing team. Guests described feeling “at peace,” “uplifted,” and “spiritually connected” after attending.

“Supporting people living with dementia goes beyond physical care,” added Ravi Joshi (Business Development Manager). “It’s about recognising the whole person their memories, emotions, faith, and sense of self. The Spiritual Dementia Café helps people reconnect with what brings them comfort and joy, even as their memory or awareness changes.”

Fast-track Care Home Bathroom Upgrades: How Spring Grove Achieved

Stylish Wet Room Refurbs in Just 1.5 Days Each

When Spring Grove Care Home in Hampstead undertook a major wet room refurbishment programme, the challenge wasn’t just to modernise. It was to do so without disrupting the daily lives of residents. With 46 en-suite bathrooms to upgrade, traditional tile-based installation methods posed clear limitations: long downtime, specialist trades, and significant disruption.

Springdene Group, which operates the care home, turned to Multipanel, the UK’s leading bathroom wall panel brand. Its rapid-installation system enabled each bathroom to be completed in just 1.5 days. For care home operators and specifiers working in live environments, that turnaround is more than a number. It is a strategic advantage.

THE INSTALLATION CHALLENGE IN LIVE CARE SETTINGS

Spring Grove is home to residents living with Alzheimer’s and other forms of dementia. Routine and consistency are essential in this setting. In any live-in care environment, prolonged bathroom refurbishments can be distressing for residents and difficult to manage operationally.

The key to Springdene’s approach was finding a wall surface solution that delivered on performance, appearance and speed. Tiling was ruled out early in the process due to the disruption it causes. Long curing times, noisy wet trades and ongoing grout maintenance were all barriers to efficiency. In contrast, Multipanel’s wall panel system provided a fully waterproof, grout-free alternative that could be installed quickly by a team of multi-skilled tradespeople.

Each bathroom was completed in just 1.5 days from start to finish, allowing entire floors to be refurbished in a matter of weeks rather than months. This helped keep disruption to a minimum, allowing residents to stay in their rooms or return swiftly.

SPEED WITH STYLE

COMBINING

For Springdene, speed was only one part of the equation. The visual appearance of the finished bathrooms also played a crucial role. The team was keen to avoid the clinical or institutional look often associated with healthcare environments. Instead, they wanted a modern, hotel-style aesthetic that felt calm, comfortable and familiar.

Multipanel’s tile-effect panels provided the perfect solution. With clean lines and smooth, gloss surfaces, the panels helped create stylish bathrooms that felt bright and contemporary. The result was a space that improved the daily experience of residents and supported a high standard of living.

“Mutipanel allows the care home to move away from an institutional aesthetic without compromising on hygiene or durability,” said Jamie Sandilands, Specification Sales Director at Grant Westfield, manufacturer of Multipanel. “The installation speed surprised even experienced contractors on-site.

Being able to complete each bathroom in just 1.5 days is a game-changer for care home refurbishment projects.”

INCLUSIVE DESIGN AND LONG-TERM PERFORMANCE

Beyond speed and style, the refurbishment also had to meet the requirements of inclusive design. Each bathroom needed to be safe and accessible for users with a range of mobility and cognitive needs.

Slip-resistant vinyl wet room flooring was combined with Multipanel’s waterproof wall panels to create level-access, easy-to-navigate spaces. The design meets both Lifetime Homes and accessibility standards, ensuring long-term safety and usability.

Multipanel panels also reduce long-term maintenance. With no grout and a smooth surface, they are simple to clean and resistant to mould or moisture ingress. This minimises the time staff spend on repairs or deep cleaning, allowing them to focus on care delivery.

FROM TRIAL TO ROLL-OUT

The project began with a free trial bathroom installation, provided as part of Multipanel’s specification support. This included complimentary product supply, installation and onsite training led by a trained installer.

The trial gave Springdene the chance to evaluate the product in real conditions and train their trades team at the same time. Following its success, 12 rooms were refurbished, with a further 12 scheduled. The group is now planning similar upgrades across its other care homes, Springview in Enfield and Spring Lane in Haringey, covering nearly 120 rooms.

SUPPORTING SPECIFICATION GOALS

For architects, developers and specifiers working in healthcare, retirement living and supported housing, Spring Grove’s approach offers a proven model for fast, specification-led refurbishment.

Multipanel panels are five times quicker to install than traditional tiles. Their 30-year warranty, FSC certification and EPD credentials make them suitable for projects with performance, compliance and sustainability targets.

As the care sector continues to face rising demand and operational pressure, solutions that combine design, efficiency and compliance are increasingly important.

“The Spring Grove project is proof that you don’t have to compromise on aesthetics or performance to gain speed,” said Jamie Sandilands. “Our approach allows specifiers to deliver contemporary, durable bathrooms that work for everyone - residents, staff and operators alike.”

EXPERIENCE IT FOR YOURSELF

Multipanel’s Free Trial Scheme allows care providers and specifiers to experience the installation, performance and support service first-hand before committing to a full rollout.

For more information, visit www.multipanel.co.uk or contact the specification team to discuss upcoming projects. 0131 290 286.

Client Contributions Now Council’s Biggest Income Source as Social Care Costs Rise

Councils in England are increasingly relying on payments from residents to fund adult social care, with client contributions now overtaking NHS income as the largest external funding source, according to newly published government figures.

The Adult Social Care Finance Report for 2024-25, released by the Department of Health and Social Care, reveals that income from client contributions surged by 14% (£0.6 billion) between 2023-24 and 2024-25, representing the highest share of local authority income at 48% of the total.

This marks a significant shift in the funding landscape, with client contributions now exceeding income from the NHS, which increased by a more modest 4% over the same period. Overall income from external sources rose by 8% to £9.7 billion.

The report paints a picture of a sector under increasing financial pressure. Gross current expenditure on adult social care reached £29.4 billion in 2024-25, representing a 9% increase in cash terms – or £2.3 billion more than the previous year.

The bulk of spending – some 80% or £23.6 billion – went towards long-term support, which saw a 10% year-on-year increase of £2.2 billion. This includes residential, nursing and community care for adults requiring ongoing support.

Care providers are also facing higher costs, with the average weekly cost of residential or nursing care rising by 7% (£77.15) to £1,185.55. Home care costs similarly increased, with the average cost of an hour of externally-provided home care now standing at £23.56, up 7% (£1.53) on the previous year.

Regional variations remain significant, with London recording the highest average weekly cost for nursing and residential care at £1,309, whilst the North East had the lowest at £1,012 per week.

The sharp rise in client contributions raises important questions about affordability and access to care. For residents aged 65 and over receiving long-term care, client contributions represented a substantial 73% (£3.5 billion) of external income sources.

The report also highlights that net current expenditure – the amount funded solely by local authorities through council tax, business rates and central government grants – totalled £24.7 billion, accounting for 72% of total expenditure.

With overall public spending on social care estimated at £27.8 billion (including Better Care Fund contributions), the sector continues to face challenges in meeting rising demand whilst maintaining quality of care.

Policy research organization the Healthcare Foundation has estimated that local authorities will require at least £3.4 billion in additional funding by 2028-29 compared to 2025-26 levels simply to address growing service demand and inflation-related expenses.

Beyond these baseline requirements, councils face further financial pressures, particularly from the rollout of the industry’s inaugural “fair pay agreement” scheduled for 2028-29. This framework establishes an Adult Social Care Negotiating Body—composed of employer and worker union delegates—responsible for determining employment terms and workplace conditions for care sector employees.

While the government has designated £500 million toward funding this agreement in 2028-29, this allocation will be drawn from the broader spending review budget, thereby limiting resources available for addressing other urgent needs. Industry organizations have broadly characterized this funding level as insufficient.

The full Adult Social Care Finance Report, England: 2024 to 2025 is available at www.gov.uk

Honouring Memory, Celebrating Service: Remembrance Across

the UK's Care Communities

Earlier this month the UK commemorated Remembrance Day and we at The Carer were once again humbled to receive dor many stories highlighting the depth of remembrance within care and nursing homes across the United Kingdom. To every reader who has taken the time to share your stories – thank you. We shared many of these stories in our special commemorative supplement, which you can view online at www.thecareruk.com/recommends/remembranceday2025

Your contributions have created something truly meaningful: a tapestry of memory, respect, and community that honours both the fallen and those who carry their stories forward.

The accounts you sent us reveal the profound ways in which Remembrance Day resonates throughout the care sector. From quiet moments of reflection in residents' lounges to elaborate commemorations involving local communities, each story speaks to the dedication of care staff who understand that remembrance is not merely an annual obligation, but a living connection to the experiences that shaped our residents' lives.

Within our supplement you will find stories of veterans who selflessly served their country, residents who lived through the Blitz, who waited for loved ones who never came home, who worked in factories and fields to support the war effort. Their memories, carefully preserved and respectfully shared by the staff who

care for them, remind us why this act of remembrance matters so deeply.

Stories included resicdents handcrafting hundreds of poppies for their displays, gentle commemorations of music, silence and stories,

Veteran Bill Wheeler, who rose to the rank of Squadron Leader during an RAF career which saw him based in Canada, Pakistan, Kenya, Germany and the Middle East, highlighted the importance of Rembrance.

He said: “During Remembrance I like to think back on my time in the RAF and the people I served with. I think Remembrance has always been important but it’s probably even more important now with all these small campaigns that the military get involved in. Unless we have some sort of remembrance afterwards they will be forgotten completely. I think it’s important to remember the sacrifices that generations have made for this country.”

To the care home managers, activities coordinators, nurses, carers, and volunteers who have shared your photographs, your residents' testimonies, and your accounts of commemoration – thank you for entrusting us with these precious moments. In doing so, you have created a lasting record of how our sector ensures that the sacrifices of past generations are never forgotten, and that those who remember them are honoured in their later years with the dignity and respect they so richly deserve.

We will remember them.

Greensleeves Care Reports Expanded Social Impact with Growth in Residents

and Campaigns

Reaching Millions

Care home group Greensleeves Care has released its latest Social Impact Report which highlights progress in delivering compassionate, person-centred care while expanding its positive impact beyond residents and colleagues and reaching into local communities and the wider environment.

The report, based on data from the financial year 2024-25, shows the leading care charity continuing to make a lasting difference to the lives of older people, not only through award-winning homes, but also through national awareness initiatives. Its Warmth of Care annual Winter campaign reached 8.5 million people nationwide, helping families feel informed, supported, and confident about care.

KEY HIGHLIGHTS

• Resident growth and continued satisfaction

• Our residents increased from 1,056 to 1,098 and the latest Resident Survey achieved its highest-ever response rate, with 95% of residents satisfied with their care and 99% happy with the support that they receive.

ENHANCED CARE AND ENVIRONMENTS

Renovation projects continue to ensure homes remain welcoming, safe, and modern, while 19 homes are now accredited under the Gold Standards Framework for excellence in end-of-life care. Meanwhile ongoing digital transformation including the rollout of digital care planning and workforce management tools is improving efficiency and modernising day-to-day operations.

National recognition sustained Greensleeves Care was again named among the Top 20 Large Care Home Groups in the UK by carehome.co.uk for the eighth consecutive year. Broadlands Care Home also ranked among the Top 20 Care Homes in the East of England, and the organisation was shortlisted in four categories at the 2025 Care Home Awards.

INVESTMENT IN PEOPLE

The charity achieved Gold Accreditation with Investors in People (IiP), recognising its culture of professional growth and staff wellbeing. We also grew our commitment to boosting apprenticeships, earning a Silver accreditation from The 5% Club.

Chris Poole, Chief Executive of Greensleeves Care, commented:

“I’m delighted to share the achievements reflected in our latest Social Impact Report, which stand as a testament to the dedication, compassion, and professionalism of everyone across Greensleeves Care. These results demonstrate on the strong social impact foundations laid by my predecessor and our exceptional teams.

“As the new Chief Executive of this remarkable group, I’m focused on building on this legacy, growing our social impact even further and ensuring Greensleeves Care remains a place where residents, families, and colleagues alike can truly feel good about care: confident, supported, and proud of the difference we make together.”

Promoting Independence

Independence isn’t about doing everything alone - it’s about having the confidence and choice to live life in your own way. For disabled adults, finding that right balance between support and self direction is essential to living well.

Across the care sector, our goal is to create environments where people can develop practical skills, make decisions for themselves, and take pride in what they achieve.

When we view independence not as separation but as empowerment, we begin to see opportunities within daily care practice to build confidence and improve quality of life.

BUILDING EVERYDAY CONFIDENCE

Confidence often begins with small, everyday experiences. A 2024 study on accessible housing found clear links between autonomy and better wellbeing for disabled adults. Those living independently, or with minimal assistance, reported higher life satisfaction and lower levels of depression and loneliness than those in more restrictive settings. The message is clear; personal control over day to day life supports mental and emotional health.

Helping people gain independence means focusing on achievable goals that build confidence over time.

Tasks such as planning meals, managing budgets, or learning public transport routes may seem simple, but they’re meaningful steps towards self belief. Even mistakes play an important role - learning by doing, even when things go wrong, often leads to the greatest progress. Staff should work alongside service users to nurture these everyday skills while also maintaining a supportive safety net. The first step is giving people the skills to complete the task, but the second step is to let them put these into action. Progress looks different for everyone, but the principle remains the same that confidence grows best in an environment of patience, trust and encouragement. ENVIRONMENTS THAT ENCOURAGE AND EMPOWER

Accessibility and independence go hand in hand. The thoughtful design of a space, along with assistive

By David Ashton Jones, CEO of Homes Together

technology, can make the difference between restriction and freedom, hesitation and confidence. Simple adjustments can empower people to carry out tasks safely and successfully.

Adaptive technology has proven particularly valuable. In kitchens, talking microwaves guide users through each step. Level indicators help service users pour drinks safely and one-cup kettles allow people to make a hot beverage at the press of a button, reducing both risk and reliance on others. For those more confident with technology, voice activated smart devices add a modern layer of convenience.

These tools are not about shortcuts, but about inclusion. Each adaptation removes a barrier and promotes participation. A well designed space changes the care environment from a place of assistance into a place of autonomy. When people have the freedom to carry out ordinary tasks in their own way, the entire experience of care becomes more dignified and fulfilling.

INDEPENDENCE THROUGH CONNECTION

We often think of independence as a solitary goal, but in reality, it thrives through connection. Relationships, shared activities, and community involvement all help people strengthen confidence and identity.

At Homes Together, we encourage service users to take part in things such as gardening, music time and community outings. These activities help build a sense of belonging. When someone feels recognised and included, their willingness to try new things naturally grows.

Being part of a community also gives people the chance to see their strengths reflected back through others. Feeling valued and contributing to shared goals builds confidence and self esteem. In turn, those positive feelings spill into other parts of life, reinforcing autonomy.

A SHARED JOURNEY

Supporting independence is something to build on gradually. It’s an ongoing partnership between individuals, carers, and the environment around them. When people have both the right support and the freedom to make their own choices, they thrive in ways that extend far beyond the tasks themselves.

Helping someone to live more independently isn’t about stepping back and letting them struggle alone. It’s about standing beside them to offer the tools and trust, as well as encouragement, so they can lead life on their own terms. That crucial balance of safety and freedom is at the very heart of person-centred care.

Ruaan Crowned Winner of MasterChef!

A gifted chef from Heathlands Residential Care Home in Pershore has claimed top honours in Sanctuary Care’s prestigious annual ‘MasterChef’ competition, showcasing exceptional culinary talent and creativity.

Ruaan Prins, Chef Manager at the not-for-profit care home, triumphed over fierce competition from chefs across England and Scotland, and after advancing through to the heats, wowed judges in a high-stakes live cook-off, crafting a stunning two-course menu in under ninety minutes.

His winning dishes reflected a twist on traditional fare. The main course featured a roasted rack of lamb accompanied by fondant sweet potato and a miso glaze, partnered with a vermicelli-wrapped king prawn, accompanied by a delicate plum dressing. For dessert, Ruaan served a rich chocolate fondant, with a refreshing mango ice cream.

Ruaan, who also won the competition in 2022 while working at another Sanctuary Care home, and has just launched hugely successful fine dining events at Heathlands, said of his victory: “I always push myself

to deliver the best, but winning first place again – along with Best Performing Chef for the Worcestershire region – was incredibly rewarding. I wanted to do this for Heathlands, to really put our home on the map. The dining experience means so much to our residents. It’s a very important part of their day and I’m so proud to do this for them and the home.”

This year’s event marked a special milestone for Sheila O’Connor, who retires as Sanctuary Care’s Director of Operations in the Spring, who oversaw the competition for the final time.

“Ruaan’s passion and culinary flair truly stood out,” she said.

“Each year, the competition grows in scale and talent, and this year was no exception.

With four intense heats, our chefs showcased the incredible skill and dedication they bring to enriching the lives of our residents. It was an honour to judge my final MasterChef event and witness the creativity and pride our chefs bring to the table.”

Mike Padgham Appointed Honorary President Of The Independent Care Group After More Than 20 Years As Chair

The Independent Care Group (ICG) has appointed Mike Padgham (Chairman at Saint Cecilia’s Care Group in Scarborough) as their Honorary President, recognising more than two decades of outstanding leadership as Chair and his tireless commitment to championing providers, people who draw on care, and the social care workforce.

“I’m honoured to take on this role,” said Mike Padgham. “ICG has always been a voice for providers on the front line and for the families who rely on them every day. As Honorary President I’ll continue to support members locally and nationally – and I’ll keep lobbying for earlier, bolder social care reform that matches the scale of need. Delays cost people, families, and communities; we have to move faster.”

Paying tribute to ICG’s Chief Executive, Mike added: “I want to thank John Patterson for his sterling work in setting the Association on a new course. John’s focus on practical support for providers, honest dialogue with councils and Government, and a relentless drive for solutions is exactly what the sector needs.”

John Patterson, Chief Executive of the ICG, said: “We’re delighted that Mike Padgham has accepted the role of Honorary President. His 20+ years of service as Chair and his unwavering advocacy – from standing up for fair funding to pushing for reform – have shaped ICG’s reputation as a constructive, solutions-driven partner. His insight will continue to guide our work.”

Sow Far, Sow Good! Care Home Residents Team Up With Local School

A care home in Hailsham has joined forces with local children for some home-grown DIY.

Residents at Care UK’s Bowes House on Battle Road have been rolling up their sleeves and getting stuck into some hands-on home improvements all in the name of sharing skills with the next generation.

As part of Care UK’s ‘Fixer Uppers’ programme, at Bowes House, residents were joined by grandchildren and family members to rejuvenate a raised bed area and give the home’s garden a makeover. Leading the efforts was keen gardener and resident Alan, 78, who planned the layout and contents of the raised beds before giving them a new lease of life, sharing his top garden tips with the young helpers and maintenance team.

Resident Alan said of the activity: “I am looking forward to watering and weeding the area to keep it looking nice. It's good to have something to focus on and to be able to use my gardening skills still, and even better to be able to pass those skills on to future generations.”

The ‘Fixer Uppers’ initiative aims to revive traditional repair skills – such as fixing furniture, mending clothes and tackling small maintenance jobs –and celebrate the invaluable knowledge older generations can pass on while promoting sustainability.

Natasha King, Home Manager at Bowes House, said: “Residents have honed their DIY skills over a lifetime, and the Fixer Uppers’ project has been a fantastic way for them to connect with young people and share practical knowledge in a meaningful way.

“It was wonderful to see everyone fully engaged and residents swapping stories, learning from one another, and genuinely enjoying the process.

“We’d like to thank our maintenance team and our residents for their help in preparing for this activity, and our residents’ relatives coming to the home and helping to give the raised beds a much-needed makeover. It was a brilliant afternoon, and I know the children are looking forward to seeing how the plants grow over their future visits.”

To find out more about Fixer Uppers, please visit: careuk.com/Fixer-Uppers.

PRODUCTS AND SERVICES

Adaptations Budgets Optimised with Extended Recycling Capability

Home adaptations teams have a unique tool to help expediate fast, efficient aids to help people be safe at home.

The number of, and wait time for, adaptations continues to grow, with stairs being the second most common hazard in the home. In conjunction with Occupational Therapists, AAT has developed its Universal Seat System for its brand-leading S-Max Sella stairclimber.

The combination amplifies adaptations teams’ ability to optimise use of budgets- usually without even requiring DFG funding- to deliver a safe stairway transfer solution within days, by recycling (re-issuing) the equipment.

The S-Max Sella provides a safe stair transfer solution in 99+% of cases which AAT assesses. The portable Class 1 Medical device certified kit requires no installation nor structural alteration to the home. The addition of the Universal Seat System means the Sella can be easily set up to ensure almost every potential user is safe and supported when using the Sella, irrespective of their physical and/or mental impairment. It is achieved without the need to purchase extra accessories. No other stairway transfer system offers such flexibility.

HipSaver Soft Hip Protectors

HipSaver Soft Hip Protectors protect the elderly and disabled people from fall-related hip fractures. Designed to protect elderly people from fall related hip fractures, HipSavers are a leading brand of soft hip protectors. Used in the NHS since 2002, HipSaver Soft Hip Protectors are user friendly, affordable and costeffective personal protective garments. Soft, comfortable, effective and compatible with incontinence protection, HipSaver Soft Hip Protectors are perfect for use in care homes and by elderly people living independently.

Available as comfortable underwear or long casual pants in several sizes for men and women,

HipSavers feature soft protective airPads permanently sewn into the garments over the hip areas prone to injuries and fractures.

HipSaver TailBone models have an additional protective airPad over the coccyx on lower back for protection during swaying, accidental knocks, bumps and backward falling. Machine washable at high temperature and tumble drier friendly, HipSavers are practical, hygienic and durable.

HipSavers should be worn day and night for 24 hour protection and especially during physical and recreational activities, when accidental falls, slips and trips can lead to hip fractures.

HipSaver Soft Hip Protectors - affordable protective garments for the elderly and disabled people! For more information, contact Win Health Medical Ltd - 01835 864866 - www.win-health.com See the advert on page 3 for further products.

Blue Rain Activity Store

At Blue Rain, our mission is simple: to provide everyday activity products that spark joy and enrich lives — whether for those who need a little extra support, a burst of motivation, or simply a reason to have fun.

We take pride in listening to our customers, understanding what truly matters to them, and sourcing or creating products that meet those needs perfectly. Many of our items are available as ready-to-go activity kits and bundles — complete with everything you need — so

you can skip the preparation and focus on the joy of the moment.

As Blue Rain Activity Store continues to grow, our heart remains the same: creating meaningful moments of happiness, connection, and creativity for people of all ages and abilities.

From rainy-day craft sessions to sunny outdoor adventures — or simply time spent together — we’re here to make every experience easy, special, and unforgettable.

See the advert on page 6 for further information.

Repose FurnitureSpecialist Seating Solutions

Repose Furniture is one of the UK’s leading manufacturers of bespoke seating solutions, with a reputation built on craftsmanship, innovation, and a strong commitment to improving the quality of life for its customers. Established in 1999 and based in the West Midlands, the company has grown from a small family business into a trusted supplier to both the domestic and healthcare markets. Every chair produced by Repose is handmade in the UK, with an emphasis on quality, durability, and comfort, ensuring that each product meets the specific needs of its user.

Whether for home use or demanding healthcare environments, Repose combines skilled upholstery techniques with modern engineering to create chairs that provide postural support, pressure management, and ease of use. Their wide product portfolio includes rise and recline chairs, hospital and care home seating, bariatric solutions, and specialist products designed to address particular medical and lifestyle needs. An essential element of their offering is flexibility: customers can choose from a range of back styles, seat cushions, mechanisms, and fabrics, allowing each chair to be tailored to the individual. Interchangeable parts mean that a chair can adapt as a user’s requirements change, extending the product’s longevity and ensuring value for money. The healthcare sector is a particular area of expertise for Repose. They strive to design chairs that balance comfort with clinical functionality. Features such as tilt-in-space mechanisms, adjustable cushioning, and pressure relief options make their healthcare seating particularly suited to long-term use in hospitals, hospices, and

As part of the offering, AAT will also support the adaptation team in the assessment process, to ensure the relevance of the solution for the person, the occupation and the environment, and personally train the carer in the Sella’s safe operation.

“We have numerous examples of community equipment services (eg Nottinghamshire & Nottingham City) now buying not just additional Sella stairclimbers, but Universal Seat Systems, to have in equipment stores ready to go, so they can quickly deliver a solution for a client,” says Peter Wingrave, AAT Director.

“Even if it is a short-term solution whilst a larger and/or more permanent adaptation is undertaken, our Sella/Universal Seat System and re-issue capability gives a highly costeffective and fast way to manage the potential risk of someone falling on the stairs: a genuine adaptation without delay.”

Full details of the Sella and Universal Seat System can be found on AAT’s website @ https://www.aatgb.com/s-max-sella/ where adaptations teams can also book a free, no obligation client assessment or team demonstration session.

Consort’s PLSTiE range of Low Surface Temperature (LST) fan heaters offers a safe, efficient, and modern heating solution. They are designed for environments where safety and comfort are paramount. With a maximum surface temperature of 43°C, these heaters adhere to the NHS Estates Health Guidance Notes standards, making them suitable for use in hospitals, care homes, schools, and nurseries.

The PLSTiE heaters are equipped with features such as intelligent fan control, open-window detection, and quiet operation, all of which contribute to

Angloplas Dispensers

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energy efficiency and comfort. Slim and splash-proof (IP24), they combine safety, performance, and flexible installation for various interiors. The PLSTiE WiFi models connect directly to the Consort Connect app, allowing remote control, scheduling, and energy monitoring. BIM downloads for the PLSTiE

Help Reduce the Risk of Cross Infection

Angloplas are a UK manufacturer who specialise in producing dispensers for the health and hygiene industry. Although these are designed to keep the workplace tidy and uncluttered they are, more importantly, built knowing the control of healthcare-associated infections (HCAIs) are a priority for healthcare providers, and who are employing a combination of infection prevention and control strategies, including hand hygiene, cleaning, training and the adoption of new technologies, to tackle the problem. As a result, a wide range of infection control products and technologies are emerging on the market, including antimicrobial technology. Angloplas’ range of dispensers are produced in the world’s first proven

Antimicrobial PVC with silver ion technology and which is exclusive to Angloplas. This helps reduce the risk of cross infection by stopping the growth of bacteria and mould and works continuously for the lifetime of the product, reducing levels of bacteria such as MRSA, E Coli, Legionella, Salmonella and mould by up to 99.99%.

For non-clinical environments Angloplas has recently launched its new Budget Range of products which are made to the same exacting standards as the antimicrobial protected ones but with lower price tags.

You can order Angloplas products directly from its website at www.angloplas.co.uk See page 4.

care homes. The company’s bariatric range demonstrates the same careful attention to detail, offering robust yet comfortable solutions for larger users.

While customisation is the centre of the Repose offering, they also recognise the urgency often faced in healthcare settings. To address this, Repose have developed their Healthcare Express Chairs, designed to deliver high-quality healthcare seating at speed. The models in this range can be despatched within just five working days. The Multi Bari Express and bestselling Boston Express, for example, are available on this five-day lead time, offering care providers a rapid solution without sacrificing quality or functionality. For less specialist needs, some homecare models are even available on faster turnaround times, demonstrating Repose’s ability to balance responsiveness with craftsmanship.

Repose’s reputation is further reinforced by its after-sales support, 5-year manufacturing warranty, and commitment to ethical and sustainable practices. With a UK-based factory, a dedicated distribution network, and close relationships with healthcare professionals, the company continues to be a trusted partner in multiple sectors throughout the country and beyond.

In combining bespoke design with reliable express options, Repose Furniture stands out as a manufacturer that truly understands the diverse needs of its customers. For over 25 years, it has delivered not just chairs, but comfort, dignity and independence — values that remain at the core of everything it does. For further information, see the advert on page 25 or visit www.reposefurniture.co.uk

CATERING FOR CARE

Guarding Against Malnutrition in Care Homes: Spotting Early Signs and Using Nutrition to Combat Frailty

By Zoe Cottrell, registered dietitian, member of

the British Dietetic Association and registered with the Health and Care Professions Council

SPOTTING THE EARLY SIGNS OF MALNUTRITION

Malnutrition remains a significant issue in care homes, where the elderly are particularly vulnerable. As a registered dietitian working in the community and in hospital wards, often with elderly people who have experienced fall, I wish more people knew about the prevalence of malnutrition and how to combat it before they ended up in hospital.

Recent statistics paint a stark picture: Around one in 10 people over the age of 65 are malnourished or at risk of malnutrition , and this figure rises alarmingly to 45% among those in their 90s. According to the British Association for Parenteral and Enteral Nutrition (BAPEN) , malnutrition costs the UK approximately £23.5 billion annually, with older adults being disproportionately affected.

As the population ages, addressing malnutrition and its associated complications, such as frailty and sarcopenia, becomes ever more critical. By focusing on early detection and strategic nutritional interventions, including the use of protein, care homes can play a vital role in safeguarding the health of their residents.

ProSauce®: The Future of Gravy

In the world of care catering, gravy is often an after though – adding some flavour and moisture to food but it can be nutritionally empty. At ProSauce, gravy is the starting point for a quiet revolution.

ProSauce Gravy is more than a condiment. It’s a nutrient-rich, flavourforward solution designed to meet the complex needs of care homes and hospitals. Developed by Stella West-Harling MBE, in conjunction with dietitians from the NHS and top UK universities, the gravy reflects lived experience and professional insight: meals should provide good nutrition and flavour, whilst being cost-effective.

Crafted for operational ease, ProSauce Gravy is shelf-stable, easy to portion, and compatible with diverse dietary needs. It delivers 12g of plant-based protein per serving, whilst being gluten-free and nutrient dense. Whether served in or over meat, or plant-based dishes, it

The first step in combating malnutrition is recognizing its early signs. The Malnutrition Universal Screening Tool (MUST) is a valuable resource for this purpose, enabling caregivers to systematically assess the risk of malnutrition in residents by considering factors such as Body Mass Index (BMI), unintentional weight loss, and the impact of acute illness on nutritional intake.

KEY EARLY SIGNS TO MONITOR:

1. Unintentional Weight Loss: A significant early indicator of malnutrition is unintentional weight loss. Regularly monitoring residents' weight and comparing it to previous measurements is essential. A loss of even 5% of body weight over a few months can signal malnutrition and warrants immediate attention.

2. Decreased Appetite: A reduced appetite is often a precursor to malnutrition. Residents may skip meals, eat smaller portions, or show a lack of interest in food. It's important to understand the reasons behind these changes, which could be linked to dental issues, depression, or medication side effects.

3. Physical Changes: Signs such as muscle wasting, thinning hair, dry skin, or dental problems may indicate nutritional deficiencies. These physical symptoms are often subtle but crucial indicators of potential malnutrition.

4. Fatigue and Weakness: Increased tiredness or difficulty performing daily activities can be related to inadequate nutrition. This could also signal the onset of sarcopenia, where the loss of muscle mass and strength makes everyday tasks increasingly challenging.

(CONTINUED ON THE FOLLOWING PAGE...)

makes supporting nutritional goals easy in a way that is familiar to the diners.

Early adopters are using ProSauce in care homes and hospices with feedback highlighting ease of use for kitchen staff and it’s cost effectiveness. With the additional protein in the gravy, chefs can use less meat in meals to reach the same nutritional standards, which in turn saves costs and improves the stainability credentials of the kitchen.

In a sector defined by improving health and care, whilst managing increasing costs, ProSauce Gravy offers possibility. It’s a small change with big impact: maintaining flavour, supporting health, and reminding us that every meal is an opportunity to care.

Visit the ProSauce website to order your free 20 portion sample box and experience how ProSauce Gravy can help transform mealtimes in care settings. www.prosauce.co.uk

CATERING FOR CARE

Guarding Against Malnutrition in Care Homes: Spotting Early Signs and Using Nutrition to Combat Frailty

(CONTINUED FROM PREVIOUS PAGE)

THE ROLE OF NUTRITION IN PREVENTING AND MANAGING FRAILTY

Frailty, a condition characterized by decreased strength, endurance, and physiological function, is closely linked to malnutrition and is a major concern in care homes. Proper nutrition is key to preventing and managing frailty, particularly through the adequate intake of protein, which is essential for maintaining muscle mass and function.

STRATEGIES FOR NUTRITIONAL INTERVENTIONS:

1. Prioritize Whole Foods: Ensuring a diet rich in whole foods is foundational. Protein-rich foods like eggs, lean meats, fish, dairy products, and legumes should be emphasized, as they not only support muscle health but also provide essential vitamins and minerals that contribute to overall well-being.

2. Incorporate Protein Supplements When Necessary: In cases where residents struggle to meet their protein needs through diet alone—perhaps due to a lack of appetite or difficulty chewing—protein powders or fortified drinks can be effective. These supplements can be easily added to meals, snacks, or beverages, ensuring that residents receive the protein they need without overwhelming them with large portions of food.

3. Distribute Protein Throughout the Day: Research shows that distributing protein intake evenly across all meals is more effective for muscle protein synthesis than consuming large amounts at a single meal.

Caregivers should ensure that residents receive adequate protein at breakfast, lunch, and dinner to maximize the benefits for muscle maintenance and frailty prevention.

ADDRESSING BARRIERS TO ADEQUATE NUTRITION

While boosting protein intake is essential, we should also address the barriers that may prevent residents from consuming enough nutrients. Factors such as taste preferences, difficulties with swallowing, or digestive issues can all impact nutritional intake. Caregivers should work closely with dietitians to develop personalized nutrition plans that accommodate these challenges, potentially incorporating protein powders and other supplements in palatable and easy-to-digest forms.

NUTRITION IS KEY TO INCREASING HEALTHSPAN

Malnutrition in care homes is a pressing issue that requires vigilant monitoring and proactive management. While the numbers alone tell us the stakes are high, intervention is more than about reducing costs. The ability to stand up from a chair unaided allows our elderly residents independence. By spotting the early signs of malnutrition and implementing strategic nutritional interventions, caregivers can help prevent and manage frailty, significantly improving the quality of life for residents. By addressing malnutrition and frailty head-on, care homes can help residents not only avoid the adverse effects of these conditions but also thrive in their later years.

A New Approach to Nutrition Support in NHS Care Homes

Disease-related malnutrition remains one of the most persistent challenges in UK residential and nursing care. It affects millions, increases vulnerability to illness, slows recovery, drives hospital admissions, and places strain on already stretched care teams. Yet despite the scale of the problem, the tools available to homes have not kept pace with the needs of increasingly complex residents.

Hiquid Food, a Norwegian medical nutrition company, is entering the UK market with a clear mission: to make effective nutritional support simpler, more acceptable for residents, and easier for staff to deliver.

Simple, seamless meal enrichment

Many residents struggle to consume enough calories and protein, even with carefully prepared meals. Hiquid Food’s freeze-dried powders, made from organic whole foods, allow caregivers to enrich everyday dishes like porridge, soups, puddings, purees, and drinks. This discreet approach reduces refusals and preserves dignity, helping residents receive the nutrition they need through meals they already enjoy.

ORAL NUTRITIONAL SUPPLEMENTS WITH HIGH ACCEPTANCE

For individuals at greater nutritional risk, Hiquid Food offers compact, nutrient-dense oral nutritional supplements designed for those with low appetite or increased medical demands. They are easy to con-

sume, well tolerated, and provide balanced support in small volumes. WHOLE FOOD GASTROSTOMY NUTRITION

For residents requiring enteral feeding, Hiquid Food’s whole-food gastrostomy products offer a gentle, reliable option created with a focus on tolerance, safety, and long-term stability.

Better outcomes and operational efficiency

Care providers face rising acuity and workforce pressure. Hiquid Food products reduce complexity through easy mixing, no additives, and no large volumes while supporting improved resident strength, immunity, and recovery. Better nutritional status means improved wellbeing and lower overall care costs. With long shelf-life, low weight, and high versatility, the products are also environmentally responsible and easily integrated into a wide variety of meals.

As Hiquid Food launches in the UK through Food Untethered, they look forward to working closely with care homes, clinicians, and NHS commissioners to strengthen nutritional care in a practical, resident-centred way.

For more information: contact@fooduntethered.com

See the advert below for further information.

SyndoraAlto Sets a New Standard for Connected Care Technology

Care homes across the UK are transforming how they deliver care thanks to SyndoraAlto, the newly rebranded name behind CHARIS, the UK’s most advanced digital nurse call system.

Fully supplied, installed, and maintained from just £6.40 per bed, per month, CHARIS delivers smarter, safer, and more connected care through real-time alerts, mobile integration, and intuitive smart displays that help staff respond faster when residents need them most.

Every CHARIS system comes fully inclusive with 15” smart displays, help buttons, pull cords, guaranteed radio coverage, and 24/7 UK technical support, all backed by SyndoraAlto’s trusted installation and maintenance team.

For care providers not yet ready to replace their existing nurse call system, AltoEnhance offers the perfect first step into digital care.

Available from just £129.00 per month, AltoEnhance seamlessly connects to your current nurse call system, bringing digital reporting, mobile alerts, and actionable insights without the need for a full system upgrade.

“Technology should make care easier, not harder,” says Louis Johnson, Managing Director. “CHARIS and AltoEnhance connect people, information, and action empowering care teams to deliver truly person-centred care.”

Meet the team & learn more at www.syndoraalto.com

See the advert on the front cover for more information.

Alarm Radio Monitoring - Wireless Nurse Call & Staff Alarm Systems

Alarm Radio Monitoring is the market leader in the design, manufacture and installation of bespoke, end-to-end, wireless alarm systems and solutions for the healthcare, leisure, custodial and education industries.

We have been providing wireless alarm and nurse call systems for over 30 years.

Supplying care homes and hospitals with an essential lifeline that supports the delivery of outstanding care.

Innovative Fall Prevention Solutions by Medpage: A Comprehensive Look

Falls are a significant concern for vulnerable individuals, especially seniors and patients at risk. Medpage, a leader in assistive technology, offers a range of cuttingedge products designed to enhance safety and provide peace of mind for caregivers and families. Here’s an in-depth look at some of their standout solutions:

MPRCG1 (2023) BED LEAVING DETECTION ALARM WITH CAREGIVER RADIO PAGER

The MPRCG1 is a comprehensive system tailored for fall prevention in domestic, commercial, and NHS care settings. This all-inclusive kit includes a bed pressure mat sensor, a BTX21-MP alarm sensor transmitter, and an MP-PAG31 radio pager. The system is designed to alert caregivers when a patient leaves their bed, reducing the risk of falls.

HDKMB2 HOSPITAL DISCHARGE KIT FOR FALLS RISK PATIENTS

The HDKMB2 is a thoughtfully curated kit aimed at supporting patients transitioning from hospital to home care. It includes essential tools to mitigate fall risks and promote recovery. This kit is ideal for caregivers seeking a comprehensive solution to enhance patient safety during the critical post-discharge period.

CMEX-21 MULTI-PORT WIRELESS SENSOR INPUT EXPANDER FOR NURSE CALL CONNECTION

The CMEX-21 is Medpage’s latest innovation, designed to integrate seamlessly with existing nurse call systems. This multi-port expander allows for the connection of multiple wireless sensors, enhancing the monitoring capabilities of healthcare facilities. Its versatility makes it a valuable addition to any care environment, ensuring timely responses to patient needs. RON-WC2 WATERPROOF DISABLED PULL CORD ALARM TRANSMITTER WITH WIRELESS ALARM RECEIVER

The RON-WC2 is a robust solution for disabled individuals requiring immediate assistance. This waterproof pull cord alarm is ideal for use in bathrooms and other high-risk areas. Paired with a wireless alarm receiver, it ensures that help is just a pull away.

For more information, visit Medpage’s official website or contact their team to explore these products further. Safety starts with the right tools, and Medpage delivers just that. www.easylinkuk.co.uk T: 01536 264 869

Wireless Nurse Call & Staff Alarm Systems

The all-new call logging software from ARM enhances the functionality of your care call system dramatically.

• It can help you track the quality of your service to your residents.

• It can help you demonstrate compliance with your aims and best practices, both to relatives and to authorities.

• It can help you find bottlenecks in service provision, track staffing requirements, and allow you to ensure staff are meeting expectations.

• Most importantly, it provides assurance that you know and can demonstrate what is happening in your care home. The

It enables staff to efficiently answer calls, making the management of resources more flexible and provides the functionality you would expect of any nurse call system.

The system is quick and easy to install and works wirelessly, using radio communication between both the call points and the system infrastructure.

TECHNOLOGY AND NURSE CALL

Virtual Pet Therapy For Care Homes

Pet therapy has become a part of the everyday routine in many care homes in the UK. The positive impact animals can have on the well-being of residents is well documented. But bringing animals into a care setting brings its own problems. It can be expensive and disruptive, they can be temperamental, and even the cleanest pets raise hygiene issues.

V-Thera virtual pets allow you to offer all the fun and engagement of a real pet, but in a clean, predictable and flexible way that fits in perfectly with your care home routine.

VIRTUAL PETS, REAL BENEFITS

From the moment the resident first puts the headset on, they are engaged and delighted as the pet sits, lies down, rolls over and feeds on command. They can even throw a ball for the pet to fetch. The experience is involving, relaxing and stimulating, enhancing a positive mood while encouraging movement and communication.

The pets themselves are wonderfully realistic, not just in the way they look, but in how they act. There are four dogs to choose from, and there’s even a moggie for cat lovers. They respond to voice or hand commands, or to big buttons on the screen. It’s ideal for previous pet owners, but also people nervous of animals.

TECHNOLOGY THAT CARES

V-Thera uses the latest Japanese mixed reality technology, meaning the virtual pet appears in the real-world, viewed through the headset. Seeing the

familiar surroundings of their care home lounge reduces any sense of anxiety or disorientation for residents. The app can also be used lying down, so it can be used in bedrooms.

The technology itself is completely intuitive, designed for people with no experience of gaming. The headset reads hand movements, so there is no need for hand controls after set-up. Setting the app up is easy and quick for staff, with no training required. It comes preloaded onto the latest Quest 3s headset, so it’s a simple matter of staff switching the headset on, selecting the V-Thera icon, selecting the dog – which you can name – then transferring the headset to the resident. They are immediately immersed in playing with the dog or cat.

The makers recommend sessions of up to ten minutes at a time, it’s very easy to accommodate the technology into the life of the home, and for staff it can create an excellent opportunity to bond with residents. A sharing function even means the sessions can be cast to other screens so all residents can share the experience.

The potential of new technologies like V-Thera for engaging with residents in a positive way points to an exciting future. The combination of advanced Mixed Reality with intuitive and thoughtful design means care homes can adopt the latest technology without disrupting the care routines already in place.

V-Thera was created in Japan by Remedy & Co and is available now in the UK through Care Activity Ltd. Managing Director Alison Lang says, “The minute we saw V-Thera, it was clear to us that this was an exciting innovation, a new way to offer something genuinely engaging to care home residents. The pets are fun, realistic and always ready to play. It is technology that brings care to life.”

Contact alison@careactivityxr.com www.careactivityxr.com

Courtney Thorne Leads the Way in Wireless Nurse Call Technology for UK Care Homes

Courtney Thorne, a long-standing innovator in healthcare communication systems, is setting new standards in the care home sector with its advanced wireless nurse call technology—designed to improve resident safety, enhance staff efficiency, and support a more responsive care environment.

With over 30 years of experience serving the UK healthcare market, Courtney Thorne’s systems are now trusted by thousands of care homes nationwide. Unlike traditional hardwired solutions, their wireless nurse call systems offer non-invasive installation, scalability, and smart analytics—making them ideal for both new builds and retrofit projects.

“At the heart of our technology is the belief that better communication leads to better care,” says Graham Vickrage, Managing Director at Courtney Thorne. “Our wireless systems not only reduce response times but also empower staff

with the tools they need to deliver safe, person-centred care.”

Care providers are increasingly choosing wireless systems for their flexibility, reliability, and cost-effectiveness. With a full suite of accessories—including neck pendants, door monitors, fall detection, and bed sensors—Courtney Thorne systems can be tailored to meet the specific needs of each home and resident.

In an industry where compliance, safety, and staff pressures are always front of mind, Courtney Thorne provides more than just products—they offer ongoing support, training, and a commitment to innovation that helps care homes futureproof their operations.

For more information or to book a free demo, visit www.c-t.co.uk or contact info@c-t.co.uk.

TECHNOLOGY AND NURSE CALL

Training, Routine & Flexibility: 3 Ways To Keep Gen Z Workers

Young people only make up 11% of care workers. When they’re the ones to pick up the mantles left by 25% of the workforce likely retiring within the next 10 years… it isn’t the most comforting news, especially when the care sector is already stretched so thinly.

We’ve previously discussed how you can attract the under-25s. But it isn’t just about recruiting young care workers. It’s about keeping them, too.

Care can already be an overwhelming career. So, imagine what it’s like when you’re first experiencing it. A lot of young care workers are dropped into the deep end, especially if it’s their first job in the industry.

Combine this with irregular, unsociable hours, and you have a recipe for burnout.

So, what can you do to keep Gen Z in the care sector?

First: training.

Despite qualifications, jumping into the real thing is something new entirely. Plus, since the typical care worker in the UK is aged 45, many vacancies are likely to be filled by those with extensive backgrounds in care. It’s possible, then, that more in-depth training could slip through the cracks for new carers.

It’s easy to get swept up in the waves of care’s responsibilities, whether you’re used to it or not. Offering new hires more in-depth training, ongoing support, and perhaps even a mentor can help them stay afloat amongst the workload.

Next: regular shifts and flexibility.

You may think routine and flexibility contradict each other, but they actually go hand-in-hand.

Burnout in shift work largely stems from poor work-life balance, resulting from staff having little to no control over when they work. Short notice of shifts, combined with irregular and unpredictable ones, leaves workers with a life revolving around work. Even for the biggest workaholics, having no time for a personal life doesn’t make for a healthy one.

Providing enough notice for shifts allows your team to plan around them. Offering rotating schedules and shift patterns also makes hours more predictable, meaning staff can plan even further in advance. (It’s easier for you, too!)

Things come up. Life happens. Ruling your rota with an iron fist gets you nowhere – apart from having unhappy staff.

Flexibility is often misconstrued as spontaneity, but it instead gives staff a voice. Allowing staff to set availability and arrange shift swaps immediately gives them that control they were missing.

You’ll agree that when you aren’t burned out or struggling with poor mental health, you’re better at, well, everything. You’re more productive, more motivated, and you care a lot more about what you’re doing.

This is what Gen Z prioritises. For that, they’re given a bad reputation – just like care gets a bad reputation for a poor work-life balance. But that doesn’t mean the two can’t work together.

By embracing what Gen Z prioritises, you’re not only attracting young care workers, but you keep them.

Decades down the line, who knows, maybe they’ll be the ones retiring and passing the mantle down to their younger counterparts.

www.rotacloud.com

Fall Savers - Affordable Fall Monitoring Solutions

The NEW Fall Savers® Wireless eliminates the cord between the monitor and sensor pad. This results in less work for nursing staff, improved safety for patients and reduced wear and tear on sensor pads. Wireless advantages include the ability to use one monitor with two sensor pads simultaneously and support for many new wireless devices.

BENEFITS INCLUDE: Safer for patients; less work for staff

Bed and chair pads available

One monitor works with two sensor pads

Integrates with most nurse call systems

A variety of options, including: Call button Pager

The TreadNought® Floor Sensor Pad is built to last with a durable construction that far out lasts the competition. Our anti-bacterial floor sensor pad is compatible with most nurse call systems or can be used with a portable pager to sound an alert when a person steps on to the sensor pad. Caregivers typically place the sensor pad at the bedside, in a doorway or other locations to monitor persons at risk for falls or wandering. An optional anti-slip mesh reduces the potential for slippage on hard surface floors.

FEATURES INCLUDE:

Connects directly to most nurse call systems

High Quality anti-bacterial Floor Sensor Pad

Large Size Pad: Measures (L) 91cm x (H) 61cm

Options (sold separately):

Anti-slip mesh for hard surface floors

See the advert on this page for further details or visit www.fallsavers.co.uk.

From Survival To Stability: Why Financial Health Is Key To Social Care’s Future

Every day, care organisations are working tirelessly to deliver essential support in the face of growing needs and rising costs. However, too many providers are stuck balancing tight budgets, having ‘just enough’ to stay afloat. The hard truth is, just enough isn’t enough—not for the providers, not for the employees, and certainly not for the clients who depend on them.

Rising operational costs—from wages and the Fair Pay Agreement to energy bills—compound historic underfunding and financial pressures. And demand for care continues to increase, creating a widening gap that organisations are often forced to fill with limited resources.

Providers then end up in survival mode, unable to invest in improving their services for today and the future.

THE NEED TO RETHINK FINANCIAL STABILITY

Care providers need to have healthy finances in social care, and that doesn’t come at odds with delivering compassionate care.

A financially strong organisation has the breathing room to improve services, retain employees, and innovate to make a meaningful difference to the lives of people they support. And having this financial security means providers can actually plan for the future rather than constantly reacting to the present.

BENEATH THE SURFACE

Social care organisations face a web of financial intricacies. Local authori-

how financial pressures continue to challenge social care providers.

ty support often comes with layers of red tape. Managing aged debt and resolving invoicing errors take a significant amount of time that few organisations can spare. Regulation and compliance require meticulous reporting, and the sheer volume of admin work to manage all these leaves teams stretched thin.

At the same time, there’s an expectation for providers to keep doing more. But without the right tools and systems in place, these compounded financial struggles threaten to overwhelm this indispensable sector.

PAVING A SUSTAINABLE WAY FORWARD

Social care providers aren’t just keeping their organisations alive; they’re safeguarding the wellbeing of countless individuals and families.

Providers need to be able to prioritise long-term financial resilience. And part of this means having the tools—including robust financial management softwaresimplify manual processes, optimise resources, and reduce inefficiencies.

By championing financial sustainability, we’re creating conditions where employees can thrive, where clients receive the quality of care they deserve, and where the sector can confidently meet future challenges.

Find out more at: www.oneadvanced.com/ai

See the advert on the back cover of this issue.

From Chaos to Clarity. Why Connected Care Software Matters

For many care managers, a normal day looks like organised chaos.

You start with care planning, then switch into scheduling. Finance needs attention. A medication update comes through. Audits are approaching. Each task lives in a different place. Another login. Another spreadsheet. Another hour lost.

It is no surprise that so many feel stretched too thin.

The challenge is not the work itself. Care managers are experts at ensuring people receive safe, person centred care. The problem is that many tools in use today simply have not kept up with the demands of modern care.

Too often, care teams are asked to work across platforms that don’t speak to each other. Notes get duplicated. Information gets missed. Important changes take too long to reach the right person. This creates stress for managers and their teams. It also creates risk.

But it doesn’t have to be this way.

When information flows through one connected system, everything becomes clearer. There is one place to update, one record for the whole team to rely on, one view of the care being delivered across every visit or shift. Tasks that once took hours can be completed in minutes. Insights that once required detective work become visible instantly.

This is why more providers are turning to all-in-one care management platforms like PASS.

With care planning, rostering, eMAR and finance in the same system, teams stay aligned and up to date. Real time records help reduce errors and support smoother inspections. Smart automation removes manual admin and frees up more time for face-to-face care.

AI also plays a role. Not by replacing clinical judgement, but by helping care teams stay ahead of change. If something looks different in a note, or if patterns in data suggest a growing risk, the system can highlight it quickly for a manager to review.

Technology becomes a helpful assistant, while care professionals remain firmly in control. Over 1,200 services across the UK are already benefiting from this clearer, more connected way of working. Many report stronger communication, improved compliance, and calmer days as a result.

Care will always be complex. People have unique needs. Things change. But systems that support care don’t need to add to the chaos. When everything comes together in one place, focus can return to what matters most. Delivering outstanding care, every day.

Learn more at www.everylifetechnologies.com

Fran Kirke, VP of Care at OneAdvanced, discusses

Cyber Security in Social Care: Why Resilience Matters More Than Ever

As cyber threats continue to rise across the UK, adult social care finds itself increasingly targeted. Phishing, credential theft, ransomware and supply-chain attacks now routinely affect small and medium providers, many of whom lack the internal infrastructure to respond. What was once an “IT issue” has become a board-level risk, capable of disrupting care delivery, compromising sensitive data, and jeopardising business continuity.

Against this backdrop, the sector has made remarkable progress. Five years ago, only 13 percent of social care providers had completed the Data Security and Protection Toolkit (DSPT). Today, that figure has risen to more than 75 percent. This shift shows a growing recognition that cyber security isn’t optional – it is foundational to safe, high-quality care.

At Digital Care Hub, we’ve learned that providers don’t struggle with willingness; they struggle with capacity. Many care organisations simply don’t have the time or expertise to produce robust cyber and data protection policies from scratch. That’s why one of the most transformative tools we’ve developed has been our Data Policy Builder. It allows providers to create clear, compliant, tailored policies, giving them a practical starting point for good governance and DSPT completion. For many services, it’s the difference between feeling overwhelmed and feeling in control.

But compliance is only the beginning. The next challenge for the sector is building true cyber resilience – moving from “ticking the box” to embedding safe digital practice into everyday operations. That means regular staff training, clear incident response plans, secure access controls, and awareness of evolving scams and threats. It also means understanding your digital supply chain and ensuring partners meet appropriate standards.

The renewed government funding for Better Security, Better Care through to 2029 signals a long-term commitment to these priorities. It will support new voluntary cyber and data health checks, help providers navigate upcoming DSPT enhancements, and strengthen local support networks that have been vital in driving progress so far.

But ultimately, resilience will be built provider by provider, through small, consistent improvements: policies that are actually used, staff who know what to do when something looks suspicious, and leaders who recognise that cyber security is now as essential to safe care as medication management or safeguarding.

Social care has already proven how quickly it can rise to a digital challenge. The next four years offer an opportunity to turn that momentum into lasting, sector-wide confidence.

For further information please visit https://digitalcarehub.co.uk/cyber-security

Rethinking Restrictive Practices: Improving Care Through Education

Restrictive practices such as physical restraint, bed rails, or lap belts remain one of the most challenging aspects of health and social care. Intended to keep patients safe, they can also cause harm, distress, and loss of dignity when used unnecessarily. Across the UK, the principle is clear: care must always use the least restrictive option.

Legislation provides the framework, but culture and staff behaviour shape daily practice. Nurses, carers, and clinicians often make quick decisions balancing safety with autonomy. Without training, restrictive practices risk becoming routine. To change this, staff need better understanding of the human impact and confidence to use alternatives.

That’s where Restrictive Practice makes a difference. Developed through codesign workshops with patients and carers, this gamified e-resource gives a voice to those most affected by restraint. Their lived experiences shaped the learning, helping staff see restraint

not as a neutral safety tool, but often as something frightening or disempowering. The results are powerful. Staff trained with the resource led Quality Improvement projects, achieving measurable reductions:

- Bed rails dropped from 360 to 277 incidents

- Bed bumpers from 303 to 227

- Lap belt use halved, from 46 to 22

These improvements represent safer, more compassionate care and reassurance for families.

Restrictive practices may never disappear entirely, but they should be the exception, not the rule. With the right knowledge and tools, staff can choose safer alternatives and build a culture of dignity, compassion, and respect across UK care services. See our advert on the front cover or visit www. RestrictivePractice.com

TRAINING & PROFESSIONAL SERVICES

The Changing Rules of Sponsorship

A recent Home Office action against Burlington Court Care Home highlights how easily care providers can fall foul of sponsor licence rules. Even small administrative oversights, such as failing to report a change in ownership, can have serious consequences for both employers and their overseas staff. 2025 IMMIGRATION CHANGES AND THE CARE SECTOR

While changes to the Immigration Rules are frequent (albeit not always groundbreaking), 2025 has shaped up to be a significant year for immigration changes, especially those aimed at the sponsored work sector. The need to reduce net migration continues to remain at the forefront of government policy making.

The Immigration White Paper, published in April, signalled the end was coming for those looking to make applications as care workers outside the NHS, along with several other jobs deemed to be of lower skill level (most roles below RQF level 6 - graduate level). The White Paper also introduced other suggestions to further tighten up the rules including increasing the required English levels and even the qualifying

period needed to reach settlement. Those in certain care worker roles had already been barred from being able to sponsor dependants and care worker sponsors faced extra scrutiny when applying for and assigning certificates of sponsorship.

In July 2025, some of the suggested amendments were implemented so that now only those who were already being sponsored in certain care roles or have lawfully been working with their employer for at least three months can apply for further permission as Skilled Workers. There is now a complete ban on recruiting new care workers from abroad. With many care worker sponsors having had their licences revoked in the last few years, there is already a large pool of workers who are at risk of having their leave curtailed. It is clear from changes made in 2024 that the government has been keen for existing sponsors to focus their recruitment efforts on these affected workers.

SPONSOR LICENCE COMPLIANCE: CHANGE OF OWNERSHIP RISKS

Change of ownership has long been one of the biggest pitfalls for those holding a sponsor licence. It catches out both large corporations and small businesses alike. A sponsor may have all the necessary dayto-day policies in place for monitoring workers yet still fail to recognise the need for a new licence or transfer when there is a majority change in ownership. Often there is no change to the operational activities of the company nor the workers’ terms of employment, so sponsors blindly carry on without even considering the need for this to be reported to the Home Office.

It was this exact scenario that Glasgow’s Burlington Court Care Home found itself in. There had been a change in majority ownership of

By Natasha Willett, Partner, Latitude Law (https://latitudelaw.com)

the company, and the workers had been transferred to the new employer under UK TUPE rules. Such action would prompt a new sponsor licence application, or transfer to the purchasing company’s sponsor licence, to be made within 20 working days of the transfer. Requesting that the existing sponsored workers have their sponsorship transferred is part of this process. It is understood that 15 sponsored workers have been affected by this change and face having their current permission curtailed for what, on the face of it, appears to be an administrative oversight. The Home Office has always taken the view that sponsorship is a privilege not a right and tends not to offer much flexibility or discretion when compliance duties are not adhered to.

COMMON REPORTING PITFALLS

Even in cases where there is a change in minority ownership, it is still something which must be reported to the Home Office. Failure to report changes in company name and address are also routine acts which could result in compliance action being taken against a licence holder if not reported. Reporting failures have seemingly become so frequent that is has recently prompted the Home Office to issue a notice on its SMS message board to remind licence holders to regularly review and update details, including those for Key Personnel. Failing to change or deactivate Key Personnel when they leave a business is another common issue we see at Latitude Law.

KEY TAKEAWAY FOR CARE PROVIDERS

The action taken against Burlington Court Care Home serves as a reminder to sponsors that if any changes occur – whether it be to the business or to a worker’s personal circumstances – this will probably require a report to the Home Office to stay compliant.

Competency That Builds Confidence: Blended Learning Designed for Real Care

Competency assessment might not be anyone’s favourite phrase, but in domiciliary, residential, and specialist care, it is the backbone of safe, high-quality support. The challenge is making it genuinely useful, not just another hoop to jump through.

Care staff need more than theory. They need time to learn, practise, and make mistakes in a safe environment before they are expected to apply new skills with real people. That is where a blended learning approach truly shines. High quality eLearning builds consistent knowledge. Virtual sessions keep teams connected and engaged. Face to face training gives carers the chance to try techniques, ask questions, and build confidence before working directly with residents

and service users in their homes or care settings.

But learning does not stop in the classroom. Competency assessments in real care environments provide the feedback carers need to know they are using best practice techniques, communicating well, and delivering safe, person-centred care. It is the bridge between “I know it” and “I can do it.”

This balance of learning plus real world assessment creates confident, capable staff who trust their own skills and feel supported rather than judged. Managers also get clear, reliable evidence for CQC and Skills for Care requirements without drowning in admin.

At myAko, we have developed tools with our long term partners,

that make this process simple and sustainable. Better learning, better practice, better competency. It is a straightforward formula that leads to stronger teams and better outcomes for residents and service users.

Because when staff feel skilled, supported, and confident, the quality of care speaks for itself.

Kevin Ashley Founder I CEO myAko https://www.myako.online/

Eden Alternative - It’s Time to Change the Way We Care

"23 years, operating 4 Devon Nursing homes, has been pretty tough, as anyone in social care, knows, only too well. And if it was hard already, after 2024 budget, it's just got harder.

Anyway, at heart, I am just customer of Eden Alternative, and it was a stroke of luck to come across this whilst on holiday in New Zealand in 2009. It started in USA in 1994 and now runs in 22 countries.

The fact that I am now involved with this not-for-profit organisation (in the UK area) came about when one of the 2 main UK directors died suddenly just before Covid. But it's something I have run with for 11 years to help make 'vision' a reality, not a struggle. So, being both a customer and helping the admin seems quite natural.

It is a modern philosophy of care, but moreover, it's a programme that is straight forward, tried and tested for 30 years and really works.

Its member care organisations generally become trainers for their own teams, and run it themselves.

The programme is run in person over 2-3 days or online 1 hr a wk for 7 weeks. You choose.

It addresses loneliness, helplessness and boredom and operates through 10 principles to underpin 7 critical domains of wellbeing.

Moreover, it's effective, transformational and really works. As residents, and team members wellbeing, matter so much , it's a must, in my opinion.

Geoffrey Cox

Southernhealthcare.co.uk

eden-alternative.co.uk"

In today’s regulated care environment, having clear, current, and wellcommunicated health and social care policies is essential for delivering safe, compliant services. The Care Quality Commission (CQC) now places increasing emphasis on how policies are implemented and understood—especially during registration and inspections.

Outdated or poorly communicated policies can significantly impact your CQC rating. Even if documentation is comprehensive, failure to ensure staff understand and follow procedures may lead to a “Requires Improvement” or even “Inadequate” rating under the ‘Effective’ domain.

Well-maintained policies promote consistent standards across care teams and help safeguard services when incidents arise. In regulatory investigations, the first request is often to review relevant policies—making accuracy and accessibility key to reducing legal and compliance risks.

However, keeping policies up to date is challenging. Constant changes in legislation, best practice guid-

ance, and case law mean that policies can quickly become obsolete.

W&P has been a trusted provider of CQC-ready care policies and procedures for over 20 years. Our expert team monitors industry developments to ensure your policies remain fully compliant.

Our Online Policy Portal simplifies policy management. With just a few clicks, providers can update content, distribute documents to staff, track confirmations, and monitor compliance via a real-time dashboard. You can even provide temporary read-only access to inspectors—demonstrating transparency and accountability instantly.

Ensure your care service meets CQC expectations with fully up-to-date, easily accessible, and well-communicated policies.

Email: info@wandptraining.co.uk

Call: 01305 767104

See the advert on page 2 for details.

Care Home Finance from Global Business Finance

Global assists clients throughout the U.K. who specialise in the healthcare sector to achieve their objectives of purchase, development and refinance.

We have organised over £1.8bn for clients in the past 30 years, providing clients with competitively priced funding to refinance existing debt, ease cashflow and develop businesses further.

From helping clients make their first purchase through to allowing groups to grow significantly in size we assist at every stage of your business expansion. Every proposal is individual and deserves to be treated that way, so we hope you will allow us to be of assistance to you and call us to chat through your plans and requirements, I am sure we will be able to tailor a facility to your requirements.