The Carer Digital - Issue #272

One In 10 Councils With Social Care Responsibilities Facing Funding Cuts

Welcome to the latest edition of The Carer Digital! CHALLENGES CONTINUE

INTO 2026

As we navigate the opening weeks of 2026, the outlook for residential and nursing care provision in England is once again “challenging”.

The Local Government Association's recent warnings about councils facing real-terms cuts paint a picture that should alarm everyone who cares about the future of adult social care in this country.

The statistics are sobering. The LGA has confirmed what many in our sector have long suspected: despite government promises of a multi-year settlement, the low rate of grant funding growth will be insufficient to halt the alarming trend of councils requiring Exceptional Financial Support simply to keep the lights on.

Twenty-nine councils in England required Exceptional Financial Support (EFS) to set a balanced general fund budget for the 2025/26 financial year. The actual number of councils granted support for 2025/26 later rose to 30, and the LGA warns this number will likely continue to rise. These emergency bailouts, which were designed as temporary measures, are becoming normalised – a damning indictment of systemic failure within local government finance.

For the adult social care sector, the implications are stark. Budgets have, as we often report, already been stretched to breaking point.

As we reported in November, adult social care budgets in England are facing a £623 million overspend this year, driven by mounting demand from people with complex needs. The Association of Directors of Adult Social Services predicts directors will need to find £869 million in savings for 2026-27 just to balance their books, leaving care homes operating on impossibly tight margins, and staff working under relentless pressure.

The government's provisional settlement, while offering the welcome return to multi-year planning after a decade of uncertainty, fundamentally fails to address the scale of the crisis. The projected funding assumes councils will raise council tax to maximum levels – meaning over half of core spending power will come from local taxation by 2028-29. This represents a massive shift in the burden of funding essential ser-

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vices from central government to local communities, at a time when many households are already struggling with the cost of living.

What makes this situation particularly galling is that it was entirely predictable.

Sector leaders and organisations have repeatedly warned of these shortfalls.

The LGA's own analysis shows that councils face a £6.2 billion funding gap across 2025-26 and 2026-27. Adult social care spending has increased by £3.7 billion since 2019-20, an 18.1 per cent rise driven by demographic pressures and increasing complexity of need. Yet the funding settlement fails to keep pace with these realities.

The government speaks of care reform, of preventative approaches, of building a sustainable system. These are worthy ambitions, but they ring hollow when set against the immediate crisis facing councils and care providers. Reform that will not take effect until 2028 offers little comfort to the care home that may not survive until next winter, or to the person with dementia whose care package is being cut this spring.

We acknowledge that the government faces difficult fiscal choices.

However, adult social care cannot continue to be the poor relation of the health service, perpetually underfunded and expected to absorb ever-increasing demand with ever-diminishing resources.

Nearly a quarter of London boroughs now rely on emergency financial support – a situation that would be unthinkable in the NHS yet is becoming normalised in social care.

As we move through 2026, our sector must continue to make the case, loudly and persistently, for adequate funding.

The LGA is right to warn that unless sustainable solutions are found, more councils will require exceptional financial support, 2026 must be the year of change – before it is too late.

Once again many thanks for the uplifting stories we have received of fundraising, awards, celebrations, we are always delighted to include them and “spread the cheer” so please do “keep them coming”!

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I can always be contacted at editor@thecareruk.com

Editor

Peter Adams

One In 10 Councils With Social Care Responsibilities Facing Funding Cuts

(CONTINUED FROM FRONT COVER)

FUNDING FAIL

While some councils will benefit from additional resources through the Government’s Fair Funding Review, others will see their funding fail to keep pace with inflation and demand pressures. Despite positive transitional protection, the LGA said some councils are still facing real-terms reductions.

In its response to the Government’s consultation on the provisional Local Government Finance Settlement, the LGA warns: 10.5 per cent of social care councils are projected to experience a real-terms cut in core spending power next year, rising to 14.5 per cent over the three-year period to 2028/29. Such reductions will be hugely challenging given escalating demand and costs in adult and children’s social care and home-to-school transport for children with special educational needs and disabilities (SEND).

• More than two-thirds (67.1 per cent) of shire district councils face a real-terms cut in 2026/27, increasing to 70.1 per cent over the full three-year settlement period. These councils are already under intense pressure from rising costs in areas such as homelessness and temporary accommodation, planning and environmental services.

The LGA anticipates there will be an increase in the number of applications for Exceptional Financial Support (EFS) arrangements to help set budgets for 2026/27. GROWING BURDEN

These arrangements have allowed councils to cover day-to-day revenue costs by borrowing or with capital receipts. In some cases, this has seen councils able to increase council tax above current referendum limits. The LGA remains clear that council tax increases alone are not the answer to the funding pressures facing local services, placing a growing burden on local taxpayers while failing to resolve underlying funding gaps.

The LGA has concerns about the use of Exceptional Financial Support (EFS) agreements which are) agreements in local government are temporary, government-approved, bailout-style arrangements in England designed to prevent councils with severe, unmanageable financial pressures from issuing a Section 114 (bankruptcy) notice to support councils experiencing severe financial pressure.

There is a risk, the LGA say that the EFS, as currently designed, could load struggling councils with further debt and/or undermine future capital programmes by eroding councils’ capital receipts. It said government also needs to commit to deeper, long-term reform of local government finance, including a cross-party review of council tax, business rates retention and other funding sources. Councils also urgently need clarity on SEND funding and a credible plan to address growing high-needs deficits, which are the result of structural under-funding rather than local mismanagement.

SPIRALLING COSTS

Cllr Louise Gittins, LGA Chair, said: “Councils have welcomed the first multi-year settlement in a decade and support the principle of funding reform, but all councils need adequate funding to fully meet spiralling cost and demand pressures.

“Government should urgently provide additional new funding to protect councils from real-terms cuts and work with councils on deeper, long-term reform so local services remain financially sustainable and communities get the support they need.

“Councils remain committed to strengthening localism by working constructively with government to secure greater funding, enhanced local flexibility, and new powers, so councils can lead place-based solutions and deliver for communities.”

As previously reported, concerns were first raised by the County Councils Network in December 2025 when the government unveiled its provisional Local Government Finance Settlement for 2026/27. SYSTEM “OUT OF DATE”

Cllr Steven Broadbent, Finance Spokesperson for the County Councils Network, said:“The County Councils Network (CCN) has long-argued that the funding system for councils is out-of-date and in desperate need of reform. The network has engaged positively with the government as they have developed their proposals.

“The CCN recognises that the Fair Funding Review 2.0 will result in vastly different outcomes for our county and unitary authorities, and today’s provisional settlement reveals that some areas will see a welcome increase in government funding over the next three years.

“However, many of our councils will see their government grant cut and the simple fact remains that county taxpayers, the length and breadth of this country, will foot the bill for these reforms. At least 90% of CCN member councils’ much-vaunted increase in total ‘core spending power’ will come from presumed council tax rises of 5%, we estimate.

“It is abundantly clear that recent changes to the original government proposals have disproportionately benefitted London and metropolitan boroughs at the expense of all county and rural areas. The continuation of the Recovery Grant and the removal of ‘remoteness’ from almost the whole funding formula will mean hundreds of millions of more funding will be diverted from rural to urban areas over the next three years. These last-minute changes, implemented against the available evidence, raises serious questions over whether ministers are unfairly cherry picking which councils benefit from extra funding.

“Overall, the three-year settlement outlined today will be extremely challenging and will leave many of member councils facing a substantial funding shortfall over the course of this parliament. It is simply unrealistic to expect them to provide vital care services while receiving deep reductions in government grant and more councils may now have to apply for exceptional financial support.

“The CCN will analyse this settlement in full and set out its consultation response but it is vital that the government makes more money available to mitigate the impact of the most recent – and unfair – changes to their proposals and ensure all councils have the resources they need to prevent severe cuts to services.”

New Umbrella Company Legislation – Through A Healthcare Lens

: By Martin Innes, Board Director of Payroll Compliance Authority (PCA),

Imminent and long-awaited legislation to protect contract workers is coming in 2026. Its impact will span many sectors with a troubling lack of awareness among many stakeholders that need to consider potential scenarios and prepare.

Healthcare is one such sector.

What’s coming?

As first announced in the 2024 Autumn Budget, a new piece of legislation is targeting disguised remuneration tax avoidance schemes run by a minority of payroll suppliers – known as umbrella companies - that employ contract workers on behalf of recruitment agencies.

Lack of sector regulation has led to a proliferation of fraudulent schemes and activities by a small number of umbrella companies, including incorrect tax deductions, pay skimming, and withholding of holiday pay. These activities undercut honest umbrella companies, put workers at risk of unexpected tax bills, and prevent significant sums of money owed from reaching HM Treasury.

From April 2026, recruitment agencies will be responsible for accounting for Pay As You Earn (PAYE) and Class 1 National Insurance (NIC) on payments made to workers supplied through umbrella companies. In some cases, ‘end clients’, for example a nursing home or hos-

pital, may engage an umbrella company directly, without an agency in between, and in this case, the new measure will make these end clients liable.

The rationale is that agencies and end clients are in control of which umbrella companies enter the supply chain and so this move will urge them to tighten up due diligence processes to ensure that they only work with honest and compliant firms. The new measure is projected to protect billions of government revenue. It will also protect workers from unexpected tax bills after coming onto the books of non-compliant operators and restore a level playing field so that unscrupulous operators can no longer undercut compliant umbrella companies.

The legislation being introduced will mean employment agencies or end clients are joint and severally liable for any amount required to be accounted for under the PAYE provisions where an umbrella company forms part of a labour supply chain.

IS LEGISLATION GOOD FOR HEALTHCARE?

Health and social care are known for having a sizeable contract workforce, the subject of much scrutiny and debate. Of this workforce, at least 10,000 people are paid through umbrella companies.

There is a public perception of contract work being for ‘expensive’ roles. This is a misconception, in health and social care many contractors are frontline, critical care workers often on lower salary brackets and much more financially vulnerable should they get caught up in non-compliant payroll schemes. For these workers, legislation will protect them from risk.

Legislation is also a good move for the more than 700 recruitment agencies that support the sector. It will tighten up supply chains, and compliant umbrella companies will no longer be undercut by unscrupulous competitors.

Legislation means HMRC will collect the correct taxes owed, and more money in public coffers means more funds available to invest in

healthcare.

RIPPLE EFFECTS

As with any legislative shift, there will be consequences. With agencies targeted by NHS spending cuts, a potential scenario is a greater push away from recruitment agencies to rely even more on temporary ‘bank staff’, run directly by individual Trusts or their partners.

There are several potential risks. Firstly, workers not included on staff banks may be lost, something the UK healthcare system can ill afford. Secondly, staff banks generally only supply individual Trusts or healthcare providers, whereas agencies provide workers for multiple different providers. Where urgent staffing needs arise, the resource pool would be dramatically reduced in the absence of agencies.

Equally, recruitment agencies under pressure from rising costs and less business may also absorb this by pushing down contractors’ pay to offset the increased costs.

What is crucial, is for agencies and any healthcare organisations that engage umbrella companies directly to thoroughly review their suppliers, due diligence procedures, and paperwork on an ongoing basis, including regular training, to protect against non-compliant operators.

THE OPPORTUNITY

The proof will be in the metaphorical pudding. Legislation presents an opportunity for agencies to double down on their supply chains and push for growth after a period of contraction. It’s a chance for umbrella companies to demonstrate their unequivocal compliance, such as through reputable accreditation. For our valued healthcare professionals, it should offer greater protection for their hard-earned pay.

It is also an opportunity for complete transparency from all stakeholders, including accreditors, with a chance to level the playing field so that honest and compliant businesses are not limited by frameworks and they continue to provide a vital service to our health and social care providers and support all of us.

Big Garden Birdwatch 2026: Care Homes Prepare for Nation's Favourite Wildlife Event

Care homes across the UK are gearing up for this weekend's Big Garden Birdwatch, the world's largest garden wildlife survey that has become a beloved annual tradition in the care sector.

Running from Friday 23rd to Sunday 25th January, the RSPB's flagship citizen science project invites everyone to spend just one hour counting the birds that land in their garden, from their balcony, or in their local park. For care homes, it represents far more than a simple bird count – it's an opportunity for residents to connect with nature, engage with their community, and contribute to vital conservation research.

A BELOVED CARE HOME TRADITION

The Big Garden Birdwatch has established itself as an unmissable event in the care home calendar, with providers nationwide embracing the opportunity to bring nature into residents' lives during the heart of winter. Last year, over 590,000 people participated across the UK, collectively counting an impressive 9.1 million birds.

"This is when garden birds need us most," explains the RSPB. The late January timing means birds are more likely to visit gardens in search of food and shelter during cold weather, making counting easier whilst providing a meaningful way for residents to support local wildlife.

MORE THAN JUST COUNTING

Many care homes extend the Birdwatch far beyond the core weekend event, creating week-long programmes of bird-themed activities. Popular activities include making fat balls and seed feeders with residents, setting up feeding stations near windows for easy viewing, creating bird identification displays, and hosting birdwatching sessions with binoculars and field guides.

The beauty of the Birdwatch lies in its simplicity and accessibility. Residents can participate from the comfort of indoor viewing areas, making it ideal for those with limited mobility. The activity encourages gentle physical movement, stimulates conversation and social interaction, provides cognitive engagement through bird identification, and offers a sense of purpose through contributing to conservation.

HOW CARE HOMES CAN TAKE PART

Taking part couldn't be easier. Care homes should choose one hour during the weekend (23-25 January) and count only the birds that land in your garden or outdoor space. Record the highest number of each species seen at any one time, not the total coming and going. This avoids counting the same bird twice. Even if no birds are spotted, that information is valuable to the RSPB.

WHY IT MATTERS

Results can be submitted online at the RSPB website or by post to: BIG GARDEN BIRDWATCH, Freepost RSPB BIG GARDEN BIRDWATCH (no other address details needed). The deadline for submissions is 17th February 2026.

WHAT WILL RESIDENTS SEE?

Last year's results revealed House Sparrows maintaining their 22-year reign as Britain's most commonly spotted garden bird, followed by Blue Tits in second place. Woodpigeons claimed third position, reflecting their long-term population increase, whilst Starlings dropped to fourth place, recording their lowest average garden counts since the survey began, highlighting ongoing conservation concerns.

The RSPB provides free identification guides featuring the most common garden birds, which can be downloaded from their website or ordered by post. These visual aids help residents and staff distinguish between similar species and add an educational element to the activity.

The Big Garden Birdwatch provides conservationists with a vital snapshot of bird populations across the UK. In the past 50 years, Britain has lost more than 38 million birds, with one in four species now under serious threat. The data gathered helps the RSPB track which species are thriving, which are struggling, and how best to protect them.

For care home residents, participation offers something equally valuable: connection to the natural world, engagement with a nationwide community project, and the knowledge that their observations contribute to important conservation work.

SHARE YOUR PHOTOS

Here at THE CARER, we hope care homes across the country are all signed up and ready for a wonderful weekend of birdwatching. We'd love to see how your residents get involved – whether it's a resident with binoculars, homemade bird feeders, or that perfect snapshot of a robin at your feeding station. Share your photos and stories with us to inspire other care providers and celebrate the important role care homes play in this national tradition. Let's make this year's Big Garden Birdwatch the biggest and best yet for the care sector.

To sign up or find out more, visit www.rspb.org.uk/birdwatch

Happy birdwatching!

Christie & Co Forecasts 2026 Care Market Growth As Prices Rise 7.1% And Investor Demand Surges

Specialist business property adviser, Christie & Co, has today launched its Business Outlook 2026 report, which reflects on the themes, activity and challenges of 2025 and forecasts what 2026 might bring across the sectors in which Christie & Co operates, including in the care sector.

The report begins with an overview of the care home investment market. Christie & Co notes that the market continues to attract significant interest, particularly from US-based funds. A notable trend is the emergence of management contracts under the RIDEA structure, which allows REITs to own both the operating company and the underlying property – this model has already been adopted by major players, with Welltower acquiring Care UK, Barchester, and HC-One under this framework. Despite these structural shifts, yields have remained relatively stable, ranging between 6 per cent and 10 per cent.

At the same time, international investors are showing increased appetite for exposure to the UK market, reinforcing its position as a key sector for global capital.

In the development market, the pace of new care home builds continues to lag behind market demand, largely due to a drawn-out planning process and the limited appeal of certain areas where private pay is scarce, resulting in 77 new build care homes opening over the course of the last year, providing an additional 4,795 beds at an average size of 62 bed spaces.

In the past year, there has been a larger number of beds created by extending existing care facilities, with an additional 6,551 beds being built via the extension of 156 existing care homes. Although construction costs remain high in many regions, there were signs of this easing during the second half of 2025, which is a positive shift for the development sector.

In the going concern market, trading performance has generally improved, supported by strong occupancy levels and a reduction in reliance on agency staff. Positively, the number of distressed cases handled by Christie & Co’s team decreased by 22 per cent in 2025, reflecting improved trading conditions across the sector. Transactional activity heightened across assets of all sizes in 2025 – from small seven-bed homes to large facilities with over 100 beds. Meanwhile, not-for-profit providers continue to rationalise their portfolios, adding further momentum to market dynamics. Many operators are now seeking opportunities to expand, even as the number of care homes coming to market has fallen by approximately 15 per cent. Bank appetite for lending within the sector remains positive, and there is a notable emergence of a strong first-time buyer market.

PRICE MOVEMENT

Occupancy rates are now generally exceeding pre-pandemic levels, and staff costs are under control. The sector is benefiting from foreign sponsorship licenses, which have led to a decline in agency costs over the past couple of years. Despite some press indicating otherwise, the majority of providers are showing improved profits as a result. This, combined with the limited supply of stock entering the market, led to competitive bidding in 2025 and a 7.1 per cent increase in the average price paid for care homes sold through Christie & Co. Many lenders are also turning on the tap once again, and the industry continues to attract new investors seeking a more defensive-oriented market.

MARKET SENTIMENT

As part of its annual sentiment survey, Christie & Co surveyed care providers across the country to gather their views on the year ahead. The results highlight the funding and operational challenges that care operators continue to face, as 38 per cent of respondents said they feel negative about the year ahead. The overall position, however, feels more optimistic, with 62 per cent of respondents saying they feel either positive or neutral about the sector in 2026. When asked about their sale and acquisition plans, 58 per cent stated that they are looking to buy and/or sell this year, which is in line with responses from the 2024 survey.

PREDICTIONS FOR 2026

In the care market in 2026, Christie & Co expects:

• Momentum in the transactional market will continue as the cost of debt eases

• Healthcare will remain an attractive asset class for both UK and international investors, with REITs acquiring portfolios to provide traditional leasehold or management agreement models

• We’ll see the continued emergence of new entrants providing a going concern exit route for smaller care home owners

• An ongoing shortage of new-build openings will limit new bed supply, and occupancy levels will remain strong Richard Lunn, Managing Director – Care at Christie & Co, comments, “2025 was an exceptional year of activity for our Healthcare team, with nearly £1 billion worth of individually transacted care homes across hundreds of deals. As we move through the new year, appetite remains strong, and our forward pipeline of deals for 2026 is already set to be ahead of 2025, which shows the desire for growth in the sector.”

The Largest Ever Conversation About the NHS

Most of us will know someone who has really struggled to get a GP or dentist appointment. For those who rely on the NHS more regularly, poor communication and fragmented services mean many feel they have to manage their health condition. These everyday stories reflect a gloomy national picture. Public satisfaction with the NHS is at a record low, with just 1 in 5 (21%) saying they are satisfied with the way it is run.

Against this backdrop in 2024, the Secretary of State for Health and Social Care, Wes Streeting, announced plans for a new 10 Year Health Plan. The Plan aimed to transform the NHS and ensure it is fit for the future. But importantly, the government said the Plan must be shaped by those who use and work in the NHS and that ‘patient and staff have their fingerprints all over’ it. So that’s where we came in… to deliver the biggest conversation ever about the NHS with those who use and work in it!

We wanted the conversation to be as wide-reaching and inclusive as possible. To do that, we designed lots of different ways for people to take part.

By Allie Jennings, Director, Thinks Insight and Strategy (www.thinksinsight.com)

Firstly, there was the Change NHS website. This was open to anyone to share their experiences of the NHS, ideas for change and answer surveys about important elements of the Plan. We received over 240,000 responses – a huge number!

Secondly, we held 15 events with the public and NHS staff across the country, including a specific event with children and young people. These were full day events to discuss the challenges facing the NHS and possible solutions for the future. In total, over 1,000 people participated in these events.

To expand the reach of the conversation, we provided training, materials and support to organisations in communities across England to hold their own events. 658 events took place with 17,601 members of the public and staff.

• Finally, the conversation culminated in a national summit held in London where almost 300 members of the public and staff came together to discuss ideas for the Plan.

With over 250,000 contributions, I think we succeeded in our mission to have the largest conversation ever about the NHS! As far as we know, it’s the largest consultation the government has run. So, what did we hear?

Firstly, those challenges with accessing care and poor communication came through loud and clear. But despite these challenges, both the public and staff were incredibly proud of the NHS. They were clear about

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what needs to be protected in the future: care should continue to be free at the point of need and available to everyone. They wanted this to remain at the heart of the NHS.

“NHS help has been sadly absent. My local GP surgery, we call it ‘the ghost’, the ghost surgery. Because if you go down there, well, you can no longer actually make an appointment”

There was also real openness to change. The government set out 3 ‘big shifts’ to reform the NHS: to make better use of technology; to move care out of hospitals and into communities; and to focus on preventing illness, rather than just treating it. In principle, these were all well received. For example, public and staff could see how improving technology – such as better devices for NHS staff and being able to book appointments online – would address some of the challenges with the NHS. Likewise, there was recognition that focussing on preventing illness would have the benefits of making people healthier and reducing pressure on stretched NHS services.

“You’d be able to get your appointments faster. You could choose your own and cancel it as well [on the app]. You won’t have to ring up - that takes forever.”

However, through the course of the conversations there were some clear red lines and recommendations about change.

While there was support for the greater use of technology, the public and staff also emphasised the importance of keeping high-quality, offline alternatives. This was partly about inclusion, with many noting that not everyone feels confident using digital systems. However, it was also about preserving something uniquely human about healthcare. Many of the public said that the level of compassion and understanding they received from healthcare professionals could not be fully replaced by technology, and staff said that interactions with patients are often the part of the job they love the most.

Similarly, there was support for moving care out of hospitals and into local communities due to the potential for it to make services easier to access. However, both audiences were clear this should not be done if it would make services more fragmented or less safe. They therefore recommended the shift has to be supported by the right staff with the right tools – such as shared patient records - to support communication.

Across the piece, the commitment to the conversations really demonstrated the care people have for the NHS and ensuring it remains fit for the future. You can watch a video of the story of Change NHS here

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Adult Social Care Fair Pay Agreement Is ‘Unworkable’ Without Funding, LGA Says

The Local Government Association (LGA) has thrown its weight behind efforts to improve pay for adult social care workers, but has issued a stark warning that the government’s proposed Fair Pay Agreement model cannot succeed without adequate funding and meaningful local authority representation in negotiations.

As the single largest commissioners of social care in their areas, local authorities have a statutory responsibility for providing adult social care that ensures all who draw on care and support can live independently and with dignity in the places they know and love. In 2025/26, this came at a total cost of £26.7 billion to councils – a sizeable 40 per cent of local council budgets.

In its submission to the FPA in Adult Social Care consultation, conducted by the Department for Health and Social Care, the LGA calls for local government to be at the heart of the FPA process.

The Government has announced £500 million will be available for the first FPA in 2028, drawn from the £4 billion that was previously announced in the Spending Review, a figure incorporating income from council tax increases. With 1.6 million workers in adult social care potentially in scope, the LGA is concerned that even this amount would not be sufficient to cover a FPA in full and would put further pressure on already stretched council budgets.

The LGA, on behalf of all councils in England, is calling for full central government funding for all costs including implementation and consequent legal liabilities, direct local government representation within the Adult Social Care Negotiating Body (ASCNB), a full Equality Impact Assessment, and a recognition of the legal and bureaucratic burdens placed on councils.

Cllr Pete Marland, Chair of the LGA’s Local Government Resources Committee, said:

“The focus on improving pay in adult social care is important and a vital step towards securing long-term sustainability for the sector and its workforce.

“However, current funding proposal is not likely to be sufficient to cover the full cost of a Fair Pay Agreement and councils cannot be expected to fork out for the additional costs associated with implementation. Councils need assurances that all costs arising from the introduction of FPAs will be covered by central government.

“Local government has a critical role in adult social care for local people but is proposed to have minimal engagement in the development of an FPA. Local government needs to be part of decision-making to avoid a scenario where the introduction of an FPA jeopardises the supply of care and sustainability of council finances.”

Residents Brew Up for Samaritans at The Denby Care Home

Residents at HC-One’s The Denby Care Home in Huddersfield, West Yorkshire, came together with family members this morning to support the Samaritans as part of the charity’s annual Brew Monday campaign.

The Denby hosted a special coffee morning in aid of the Samaritans, welcoming residents and their loved ones to enjoy time together while raising awareness of the importance of listening and supporting one another.

Guests enjoyed a relaxed and sociable morning over cups of tea or Baileys coffee, accompanied by a delicious selection of cakes freshly prepared by The Denby’s kitchen team. The event created a warm and friendly atmosphere, giving residents the opportunity to chat, laugh and spend quality time with friends and family.

The celebrations also included a series of activities, starting with a quickfire quiz which soon turned into a lively game of “Name That Tune”, enjoyed by everyone taking part.

To round off the morning, residents and their relatives took part in a raffle, with prizes including boxes of biscuits, chocolates, body sprays and other treats.

Victoria Blogg, Wellbeing Coordinator at The Denby Care Home, said: “Brew Monday is a wonderful opportunity for our residents to come together, enjoy each other’s company and support such an important charity. It was lovely to see everyone getting involved, from the quizzes and music to the raffle at the end. Events like this really highlight the sense of community we have here at The Denby.”

Social Care: The Undervalued Bedrock of Britain's Health System

By Nadra Ahmed CBE on behalf of the National Care Associaton

If 2025 has proved anything, if further proof was needed, it is that the priority in the minds of ministers is firmly fixed on our beloved NHS. Despite a crumbling infrastructure both physically and in human resources, the NHS continues to attract funding to paper over the ever-widening cracks, with investment made available as and when needed. The same applies to primary care with GP’s, who are funded to support every initiative that they need to lead on, social care attracts no such attention sadly. Some changes and savings will be made through the merging of supported bodies, but the reality is what is needed is a complete route and branch reform programme across the organisations to make it fit for purpose and to rebuild trust in a service envied by the world across many generations.

THE MYTH OF A 'BROKEN SYSTEM'

It has become increasingly obvious that there is a focus on ‘reforming’ social care, based on a deeply held belief that it is broken and so needs ‘fixing’; to the point that it has become a regular and almost compulsory election promise by every party. Once elected amnesia sets in, and the progressive response, by successive governments is to announce a commission! This Labour government sadly, did not deviate from the norm: we have moved from a firm plan by Labour on how they were going to achieve it, to the announcement of a Commission led by Baroness Casey who will fully report in 2028. The cynic in me wonders if this has the potential of enabling a further period of inaction for another parliament. This will follow from the previous four decades of commissions with the same remit and pretty much the same findings. Meanwhile, the inequalities increase Am I cynical or a pessimist? I feel that I have always been an optimist, because I see what social care achieves every single day by changing and supporting the lives of those who may have lost hope. As an optimist, I always believe that there is hope that a politician with conviction and understanding will emerge to break the cycle of inactivity.

However, I believe it is important to examine the evidence about the ‘broken social care system, which needs fixing and the move towards the vision of a National Care Service. The reality is that the term ‘social care’, which supports over 1.5 million individuals needing care and support, is misleading in this day and age. The reality is that we no longer exclusively deliver social care to the strictest meaning of the term, which was primarily to tackle loneliness or self-neglect; it is now delivering care and support which mimics a hospital model, but without the clinical staff.

'NEW'

TASKS

Over the past four decades we have seen a steady but consistent transference of health care tasks to social care services, without any additional financial investment from central government and with the NHS retaining the funding to deliver those ‘new’ tasks through social care. Very quickly these additional tasks become expectations and subliminally the sector continues to respond in the best interest of the people we care for. The impact of this over time has steadily changed how a care service must operate. Indeed, very often we see inspections of services expecting a much more clinical and sterile approach but still expecting the ‘homely’ support for individuals.

It is essential that Social Care, as a sector, in its own right, is acknowledged as the bedrock of our health system. The importance of understanding its value and role has been lost in the narrative of politicians and commentators alike who want us to believe that it is a ‘broken’ system. A system which is so ‘broken’ and so must carry the burden of blame at every turn for the failings of healthcare. In my view there is a lack of any real evidence to justify this narrative, and the reality is what needs fixing is sustainable funding. Our sector has moved at rapid pace from being a home for those who were lonely or needed care and support at the early stages of physical or mental health challenges, to those who have complex health care conditions needing regular and consistent monitoring. We have gone from people choosing our services

and walking into them to arriving by ambulance. The fact is that we create and develop services daily, which were once delivered in long stay geriatric and specialist wards, costing the state thousands of pounds, at a third of the cost in many cases. One week’s stay in a hospital for an individual is more than £2700 whilst local authority commission care, for the same individual averages between £700 - £900. It is important to understand that staff in a care setting will carry out the same tasks as an Health Care Assistant and more; social care workers are trained to administer medication, as an example, which in a hospital setting would be carried out by a nurse, and yet the value of their duties as a care worker is seldom recognised.

DIVERSITY OF OPTIONS

In the 1990’s the sector took on the call for delivering care and support in people’s own homes in what was seen as a cost-cutting measure by the government of the day. This was a diversification opportunity for providers and for many others it enabled growth in the sector with new entrants. As a new delivery model, it enabled choice for those who had minimal care needs, to remain in their own homes for longer. Local Authorities and providers embraced the concept, but it soon became obvious that the costs, in a like-for-like model, were going to be greater with hospital admissions beginning to rise steadily especially through the winter months. This led to winter planning becoming a central part of government strategy.

I believe that diversity of options is a key component of choice - it enables people making crucial decisions to have sustainable options for their care and support based on assessed care needs. For that reason alone, it is key that all services across our sector are within the mix, creating a patchwork quilt of care and support in social care in the best interest of those we support. The importance of choice is often lost in current process driven discussions, which is one of the failings of the system drivers for both local and national government. If real choice and control were put into the hands of those receiving care services, we would see a more positive perception of care.

The need for a confident and competent workforce began to rise with homecare coming into the delivery and the need for social care to respond to ever more complex support packages. Entrepreneurial providers used every opportunity to invest in their services with training and education: workforce skills stepped up a notch too, the skills matrix for social care provision and delivery grew. They were supporting people with complex care and health needs, so their training needs were enhanced to meet and ensure quality service delivery consistently. Importantly, expectations of our sector began to rise, not only from stakeholders but also the public. Navigating your way around the care system for those seeking care and support for the first time became ever more sophisticated.

Local Authority commissioning regimes came under strain and despite warm words, processes and budgets took precedent over person centered care. Central government funding was woefully inadequate, but sector change needed to happen to ensure that care and support delivery was fit for 21st Century and beyond. The irony is and remains that expectations of the social care sector as a whole have increased but successive governments chose not to invest in it, recognise it or acknowledge the value of a sector that is worth over £68 billion to the economy.

EMBRACING

NEW INITIATIVES

Social care providers continue to invest with every new initiative they embrace which enhances delivery of care. Digitalisation has been recognised as one of the many new ways of working and our workforce have had to not only learn how to use it effectively but also ensure they keep up to date with it. We continue to evolve and create services to support people with complex needs, but real term investment in social care from government declines with every announcement. We face increased costs from every piece of legislation passed and face workforce challenges at the whim of the Home Office at a time when it is a substantial challenge.

This year will bring further chances by virtue of the Employment Rights Bill, and this will undoubtedly have an impact on providers across the sector. The funding required to enable a positive change will rest with the government’s commitment to ensuring and enabling it. They have to understand that delivering quality care for vulnerable members of our society should be a priority not a by product of propping up a health service which has become ever reliant of regular handouts to make it sustainable.

The cycle is tiresome and disingenuous. It is no wonder that trust and confidence in politicians is at an alltime low throughout the social care sector.

Employee of the Month Award Celebrates Dedication and Kindness

Celep and her

Bottisham.

Aldona, who works as an Activities Coordinator at Hilton Park, was praised for her outstanding commitment to residents and their families, and for the warmth and enthusiasm she brings to her role every day.

Geanina Tinca, General Manager at Hilton Park Care Home, said: “I’m delighted to have such a caring and talented individual as part of our team, and I hope this award goes some way towards showing how much Aldona’s hard work is valued.

As an Activities Coordinator, Aldona brings genuine passion and dedication to enhancing the lives of residents and supporting their

families. Known for her warm smile and approachable nature, she creates engaging, meaningful activities that promote wellbeing, connection, and joy.

Aldona was presented with a certificate and award in recognition of her dedication. Her daughter, Amy, who occasionally visits the home to share stories with residents - many of whom affectionately call her their ‘grandchild’ - also received a small token of appreciation for her kindness.

Aldona said: “This came as a big surprise to both my daughter and me - we really weren’t expecting it.

I absolutely love my job, so to receive this kind of recognition for doing something that means so much to me is incredibly rewarding.”

Aldona

daughter, Amy, have been recognised with an Employee of the Month award at Hilton Park Care Home in

Finger-Prick Blood Test Could Transform Early Alzheimer’s Diagnosis

A groundbreaking international study is investigating whether a simple finger-prick blood test could revolutionise the early detection of Alzheimer’s disease, potentially offering care providers a faster and more accessible diagnostic pathway.

An international research initiative involving 1,000 participants across the UK, USA and Canada is exploring whether a low-cost finger-prick blood test could help diagnose Alzheimer’s disease in its earliest stages, before symptoms become apparent.

The Bio-Hermes-002 study represents a significant step forward in addressing the diagnostic challenges that have long plagued dementia care services across the UK.

Despite dementia being the UK’s leading cause of death, one in three people living with the condition remain without a formal diagnosis. Overstretched dementia services continue to struggle with growing demand, creating what experts describe as a postcode lottery in access to diagnosis.

Recent research has revealed that approximately 22 per cent of people with dementia wait more than a year for a diagnosis after their initial GP consultation. Currently, Alzheimer’s disease diagnosis typically relies on memory and cognitive assessments alongside symptom evaluation.

The most accurate diagnostic methods, including expensive brain scans and invasive lumbar punctures, are usually conducted in hospital settings. However, many dementia care teams lack the resources to

Care Home Fundraisers

offer these tests to patients.

The finger-prick test being evaluated detects three key proteins commonly found in the brains of people with Alzheimer’s disease: pTau217, GFAP and NfL. Researchers will compare results from the finger-prick test against current gold standard diagnostic methods.

Should the study prove successful, this approach could enable widespread screening for Alzheimer’s disease, facilitating earlier intervention than current diagnostic pathways allow. The technology is similar to the newborn heel prick blood test already used by the NHS to screen for rare but serious conditions.

The test offers several practical advantages for care settings. Blood samples do not require refrigeration, unlike conventional blood tests, and the overall cost is significantly lower than existing diagnostic methods.

The study aims to recruit 1,000 volunteers, including individuals showing no symptoms, those with mild cognitive impairment and people with early Alzheimer’s disease. Crucially, at least 25 per cent of participants will come from under-represented communities.

This focus on diversity addresses long-standing gaps in dementia research. People from non-white backgrounds remain significantly under-represented in clinical studies, despite some ethnic groups being twice as likely to develop Alzheimer’s disease.

The study, led by LifeArc and the Global Alzheimer’s Platform Foundation with support from the UK Dementia Research Institute, is

Amass £3,000

Residents and staff at a north Dorset care home have raised nearly £3,000 for the community charity that looks after their town’s historic mill.

The Sturminster Newton Heritage Trust was chosen as charity of the year by Colten Care’s Newstone House in early 2025.

Over the rest of the year, the home staged a series of fundraising activities to help their campaign.

Families, friends and community contacts attended in-home events such as a summer festival, concerts, a Christmas gala and lunch, and a ‘trash or treasure hunt’ featuring a money tree sprouting donated Lottery tickets.

The relationship between Newstone House and the trust was already strong due to residents visiting the landmark mill in recent years and heritage experts such as miller Peter Loosemore giving talks back at the home including the showing of old photos and film footage.

Three residents, Pat Gee, Jim Freer and Derek Martin, attended a cheque

expected to complete in 2028.

Dr Susan Kohlhaas, Executive Director of Research and Partnerships at Alzheimer’s Research UK, explained the significance of early detection: “We know changes to the brain that are associated with Alzheimer’s disease can begin up to 15 years before memory problems are detected, creating a long window where the disease is present but unseen.”

She added that as dementia research moves towards earlier detection and diagnosis, identifying people at higher risk becomes increasingly important, allowing them to access further assessment and participate in research opportunities.

Early and accurate diagnosis provides residents and their families with answers whilst unlocking access to appropriate support and care services. For care home providers, earlier diagnosis could enable more effective care planning and intervention strategies.

The Bio-Hermes-002 study forms part of wider efforts to transform dementia diagnosis in the UK. Alzheimer’s Research UK is also supporting the Blood Biomarker Challenge, a multi-million-pound programme aiming to introduce blood tests into the NHS by 2029.

With clinical trials increasingly focusing on the earliest stages of disease and prevention, scalable screening approaches could play a vital role in making early intervention accessible to more people living with dementia across the UK.

to Help Maintain Ancient Dorset Mill

presentation at the home to round off their year-long campaign.

Pat said: “It’s very important to remember the history of the town. We’re so pleased we have been able to support the trust in keeping history alive.”

Kate Seck, Companionship Team Leader at Newstone House, who was also at the presentation, said: “The mill is very much the photographic star of our town and one of the few surviving local mills that still grinds flour. Our residents were only too keen to join forces with the trust and do their bit in support. Altogether, Newstone House has raised the wonderful sum of £2,876.”

Kate added that the money will be used to update and install displays within the museum and the mill itself. “As the mill is prone to flooding, specialist displays are needed,” she explained.

PROVIDING PRACTICAL AND STYLISH TROLLEYS TO SUIT YOUR NEEDS

eyes light up when the

products to residents. How about

Taking Ownership of Change: Why the Isle of Man is Using Innovation to Enhance its Health and Social Care

By Mark Fuller, Director of Health and Social Care Transformation, Isle of

After more than 20 years working within the NHS, I’ve seen first-hand the pressures of transforming complex health and social care systems. Joining the Isle of Man Government’s Department for Health and Social Care, I found similar challenges: workforce shortages, fragmented digital infrastructure and balancing financial pressures with rising expectations. But what stood out was the scale of the opportunity.

Rather than allowing constraints to define us, the Isle of Man has made a clear decision: to take ownership of change. Our annual Innovation Challenge signals that intent. In 2026, the Challenge is focusing entirely on Health and Social Care - inviting global innovators to work with us to solve real problems and improve outcomes for the people we serve, tackling our challenges head on.

A SYSTEM READY FOR CHANGE

Like the UK, our services are under strain, but they are filled with passionate individuals, eager for progress. My experience working closely with Manx Care has revealed a deeply committed workforce who want to make things better for patients, service-users, carers, and colleagues. What holds us back isn’t enthusiasm, it’s infrastructure. With over 140 digital systems in play, data sharing is cumbersome and the administrative burden is high – hindering efficiency and patient care. However, the public purse is not bottomless, and we can’t hire our way out of these challenges. We need a platform to trial, refine and scale solutions that work.

THE INNOVATION CHALLENGE: TURNING POTENTIAL INTO PROGRESS

With appetite for digital innovation growing, there is an appreciation that technology can deliver massive efficiencies: streamlining administration, improving workforce management, and enabling data-driven decision-making.

That’s where the 2026 Innovation Challenge comes in. Born from early conversations with the Department for Enterprise, which highlighted the impact of innovations the Island has already implemented in areas Data, EdTech and Fintech from previous finalists. The Challenge was quickly recognised as the ideal vehicle to bring new thinking into our health and care systems. Through this year’s focus, we want to signal the Isle of Man is open to innovation, partnering with global companies to co-create solutions.

WHAT WILL WORK AND WHY

Having led NHS transformation projects, I know that targeted innovation delivers real progress. On the Isle of Man, we’re focused on practical solutions that enhance care, support professionals, and improve outcomes. Integrated records, digital tools, and AI can reduce administrative burden - for example, automating patient correspondence or streamlining workforce planning with smart rostering. Better use of data can shift staff time from manual reporting to genuine service improvement.

These changes free colleagues to focus on high value work rather than paperwork. For service users, digital resources and apps can also increase independence, moving from paternalistic care to true partnership. These are just some of the opportunities we’re ready to explore.

A TESTBED FOR THE FUTURE

The Isle of Man is uniquely positioned as a “petri dish” to lead digital transformation. Our integrated health and social care structure allows for rapid implementation and meaningful evaluation. Broader than a typical “integrated trust” in the UK, Manx Care is responsible for primary, secondary, health, social care, community, mental health and prison healthcare.

We’re big enough to generate robust data, but small enough to innovate quickly and “fail fast”, testing solutions on a manageable scale before expanding further. We have the infrastructure and policy alignment of the NHS, but with the agility to adapt swiftly across all specialities in the sector.

Businesses from as far as Singapore are already using the island to test and refine solutions before scaling globally. For entrepreneurial organisations, this is a rare opportunity to gain traction, gather evidence and showcase impact in a real-world setting.

FROM CHALLENGE TO OPPORTUNITY

Technology is the lever to drive efficiency, improve care, and create a sustainable working environment. This year’s Innovation Challenge is our call to action, investing in better services to ease long-term pressures and unlock new possibilities.

Emerging from our workshop earlier in the year, the 2026 Challenge will focus on solutions across three themes:

Working Smarter: Transforming healthcare operations to boost capacity, enhance experiences, and deliver better outcomes.

• Wellness: Shifting from reactive care to proactive prevention through self-care, early intervention, and community support.

Home First: Providing personalised, high-quality care outside hospitals, integrated into daily life. These goals reflect daily realities - social care assessments that take weeks and untapped data that could boost quality and performance. Even basic insights, feeding into population health data, are desperately valuable if we break silos and invest in digital maturity.

A CALL TO ACTION

2026 marks the fifth and final year of the current Island Plan, which prioritises digitisation. Coupled with the government’s efficiency programme targeting £50 million in savings over five years, momentum for change is clear.

This is more than a challenge—it’s an invitation. We’re opening our doors to global innovators to help shape the future of care on the Isle of Man. It’s a broader story about modernising public services for everyone on the island. By opening our doors to new ideas and global expertise, we’re demonstrating what’s possible when a system chooses to own its future.

Care Home Donates Over £1,000 to Time is Precious Charity

Somer Valley House care home in Midsomer Norton presented a donation of over £1,000 to local charity, Time is Precious, raised over the festive period.

Based in Midsomer Norton, Time is Precious is dedicated to improving the hospital experience for children and their families, particularly through enhancing facilities at the Royal United Hospital’s Children’s Ward.

The donation was raised at Somer Valley House’s Christmas Fayre in December, which welcomed over 200 community members for independent stallholders, Santa’s Grotto, a festive Photo Booth, Christmas crafts with Santa’s elves in their workshop, seasonal food and drink, and a Christmas tree lighting.

85-year-old resident, Pauline Barratt, said, “What a joy it was to be there when the donation was handed over. I was thrilled to have

been part of the whole journey, from raising the money to the presentation of the cheque.

“Many of us have used children’s departments in local hospitals at some point, so knowing this wonderful amount is going to a fantastic cause fills me with happiness.”

Emma Curtain, the Front of House Manager at Somer Valley House, added, “We are delighted that the event was so successful and that we managed to raise such a fabulous amount of money to support this charity.

“We’d like to thank the volunteers who gave their time to sell raffle tickets, take photographs in the photo booth, and serve food and drink, and everyone who came along to support such a worthy cause in our community.”

Constantia Healthcare Group Launches “Resident Quality Partner” Initiative

Constantia Healthcare Group has launched a new resident-led quality initiative designed to place lived experience at the centre of service improvement.

The Resident Quality Partner role enables residents to voluntarily share honest feedback about daily life in care homes, including environment, staff interactions, food, activities and wellbeing.

Unlike traditional feedback mechanisms, the initiative focuses on peer insight and conversation rather than formal inspection. Residents can choose how and when they take part, and may also visit other Constantia homes with support to provide wider perspective across the group.

Participation is entirely voluntary, requires no previous experience, and does not affect benefits. Residents are thanked for their time with a gift card and can withdraw at any point.

Emily Whitehurst, CEO at Constantia Healthcare Group said:

“Quality in care cannot be fully understood from policies, audits or paperwork

alone. It is felt in the everyday moments - how people are spoken to, how safe and comfortable they feel, and whether life in a home truly reflects dignity, choice and respect.

The Resident Quality Partner initiative is about listening properly to the people who live with us. It gives residents a genuine voice, not as a tick-box exercise, but as trusted partners in shaping and improving our services. Their insight is invaluable, and this programme reflects our belief that those with lived experience should help lead the conversation about quality.”

The Resident Quality Partner programme reflects Constantia’s ongoing commitment to transparency, resident empowerment and continuous improvement across its homes.

The Social Care Institute for Excellence’s

Chief Executive, Kathryn Marsden OBE, Announces Departure

Kathryn Marsden OBE, Chief Executive of the Social Care Institute for Excellence (SCIE), will step down from her role at the end of February 2026 after almost six years at the helm.

Kathryn joined SCIE in May 2020 during the COVID-19 pandemic. Under her direction, SCIE has renewed its strategic focus, steadied its business operations and established itself as a leading voice in social care—collaborating and innovating to improve lives.

Kathryn’s commitment was recognised when she was awarded an OBE for Services to Social Care in His Majesty The King’s New Year Honours List 2025. This commitment will remain SCIE’s beating heart as we build on her remarkable legacy. Kathryn will take up the position of Chief Executive at the Yorkshire Air Ambulance Charity.

SCIE’s Board of Trustees have appointed Gerard Crofton-Martin as Interim Chief Executive, who will take up the position after Kathryn’s departure. Gerard joined SCIE in 2020 and most recently served as Director of Transformation and Improvement. Gerard has led multimillion-pound work programmes supporting local authorities and Government Departments with adult social care improvement and transformation, workforce development and knowledge management.

Rt. Hon. Paul Burstow, Chair of SCIE’s Board, said: “On behalf of SCIE, I would like to express my sincere and heartfelt thanks to Kathryn for her unparalleled dedication and hard work.

“Kathryn's impact on SCIE and the wider sector has been profound. In every sense, she has led with both head and heart, and SCIE is stronger, more influential, and more future-ready because of her.

“She has been the architect of SCIE’s organisational turnaround, restoring financial stability and ensuring its future sustainability. SCIE is now in a position to move from strength to strength and focus on delivering our mission of supporting best practice, shaping policy and raising awareness of the importance of social care.

“With her thoughtful, authoritative voice, Kathryn has become a highly respected leader and a trusted

convenor within the care sector. She has strengthened SCIE’s reputation as a constructive partner, shaping national conversations and building alliances that reflect our values and purpose.

“Her leadership during the pandemic demonstrated SCIE at its best: responsive, authoritative and deeply connected to sector needs. Standing up the National COVID19 Hub at pace and supporting local systems through the crisis was a testament to her steadiness and her values.

“I wish Kathryn every success in this next chapter. I have greatly valued—and genuinely enjoyed—working with her, and I know her impact will continue to be felt at SCIE long after her departure.

“As we look to the future, we are delighted to welcome Gerard into the role of Interim Chief Executive. Gerard brings a wealth of experience to the role and has been central to championing our mission, keeping people who draw upon care and support at the heart of what we do. I look forward to working with him as we continue on this mission.”

Kathryn Marsden OBE, Chief Executive at SCIE, said: “I am leaving SCIE incredibly proud of what we have been able to achieve together over the last six years. Being SCIE’s Chief Executive has been a great privilege—affording me the opportunity to shape the future of social care for the better and to speak truth to power. I leave grateful for the part I was able to play in enabling people who draw on social care to live fulfilling lives.

“I will greatly miss the many colleagues, social care leaders and frontline professionals I have been lucky enough to work alongside. Diverse and dynamic, committed and resilient, they share my passions for improvement and innovation in social care.

“SCIE’s vision and mission remain unchanged. I feel confident that, having left the charity in good health, it will continue to thrive. I know Paul and Gerard will ensure that SCIE continues on its journey to improve social care for adults and children.”

Care Home Residents Raise £1.3k To Help Those With Dementia In Their Community

Kindhearted residents, staff and families at a Dorset dementia care home have raised more than £1,300 to help all those in their community who live with the condition.

It follows a series of activities at Colten Care’s Fernhill in Longham, one of the south coast provider’s four dedicated dementia care homes.

Among residents attending the handover of a £1,313.15 cheque was Robert Simpson who described the support for the Ferndown Dementia Friendly Town group, the home’s charity for the past year, as ‘a great cause’.

Fundraising events have included fetes, gala lunches, garden produce sales and performances by a community choir involving Fernhill residents, families, friends and team members.

The group is part of the Growing Compassionate Communities Charity and works to ensure those living locally with dementia, and their families, have guidance and practical support. Its committee includes a range of community volunteers including representatives from Colten Care and other local businesses. Fernhill Home Manager Lorraine Bell said: “We are proud to support a charity that makes such a mean-

ingful difference to people living with dementia.”

Representing Ferndown Dementia Friendly Town at the cheque presentation were Chairman Michael Deane and Secretary Emma Regan.

Emma said: “The funds raised by Fernhill will go a long way to supporting our local projects.

These include our ‘Seed to Larder’ allotment projects, funding a fully accessible toilet for a year, and music concerts, especially the Bournemouth Symphony Orchestra Cake Concerts. Michael and I are so very grateful for all the support and funds from Fernhill.”

Maintaining community contacts is a key strand of Colten Care’s overall dementia care strategy for residents.

It has been evolved with extensive leadership and input from Kay Gibson, Colten Care’s Admiral Nurse, since her appointment in partnership with Dementia UK in 2016.

Kay said: “Engaging with the community is an important aspect of life in our dementia care homes. The connections between social interaction, companionship, memory and wellbeing are incredibly powerful.”

The F Word- Step Up To Avoid It!

A fall- the F word- is massively on the increase: among older people, up 57% last year!(1). More than 40,000 people are hospitalised each year because of a fall on stairs(2)

Falls cost on many levels: ambulance call-outs, stays in hospital, admission into care, provision of home care. There is the psychological cost too: people become wary doing everyday activities.

Yet, with prescription of appropriate equipment, many of those could be avoided.

AAT’s S-Max Sella stairclimbing wheelchair is proven over 20 years to make traversing stairs safe for people with mobility issues/ a disability(3). Battery powered, Sella not only travels up and down stairs, but outside steps too. It removes the barrier(s) that prevents someone- young or old- being able to fully access their home environment.

Unlike alternative solutions, it is completely mobile/portable. The Sella stairclimber requires no installation nor electric supply to function. It is not limited to the staircase, meaning it can be used to move its passenger anywhere in the property and beyond without them needing to transfer off it.

Sella has an impeccable safety record and is the stairclimbing choice for virtually every local authority in the UK. As a result, it has the unique capability to be re-prescribed (re-issued) multiple times, giving the council best value and use of equipment resources.

The Nelson family demonstrates Sella’s value. They were prescribed one by their OT Fran Richardson after numerous “near misses” carrying their disabled son on the stairs.

Fran commented,” “The stairclimber eliminates the risks associated with using the stairs for the family. Its versatility ensures it effectively addresses their current challenges and supports their long-term needs. The Sella cost less than half of the alternative options.”

Full details of the Sella stairclimber, including video of it in action, and how to book a free no obligation assessment, can be found @ www.aatgb.com/s-max-

Lord Mayor Opens £10 Million Care Home In Herne Bay

The Lord Mayor of Canterbury Councillor Keji Moses and Lady Mayoress Carol Reed have officially opened Dunham Care’s first care home; Herne Bay Manor in Kent.

Visiting to commemorate build completion, the Lord Mayor and Lady Mayoress cut a green ribbon to declare the £10 million 67 bedroom care home officially open and ready to welcome its first residents.

Led by experienced home manager

Trisha King, the property features en-suite private bedrooms, elegant lounges, dining rooms and communal areas, spa-assisted bathrooms and a beauty salon plus spacious grounds and an outdoor terrace to the first floor and is a superb space for residents and their families to enjoy.

The Lord Mayor and Lady Mayoress were joined by representatives from Dunham Care for a tour of the care home and to meet some of the newly appointed staff, as well as potential new residents.

Lord Mayor Cllr Moses commented: “We are delighted to be here today to celebrate the completion of this beautiful new development that will support and enhance life for older individuals in our Herne Bay community.

“I have been impressed with the design and incredibly high standards of the care home. It has been great to view the whole development and meet the talented teams involved. I wish each of the new residents all the very best in their new homes. I am confident that they will be very happy here.”

Chairman of the McGoff Group, Dave McGoff, added: “We are grateful to the Lord Mayor and Lady Mayoress for joining today and officially opening the development. As more residents move into their new homes, we are looking forward to seeing the new community come to life providing a good lifestyle, comfort and care for local individuals wishing to remain in this highly desirable part of Kent.”

Berkshire Care Home Staff Obtains Queen’s Nurse Award For High Standards Of Care

Emily Rock, Clinical Nurse Manager at RMBI Care Co.

Home Prince Philip Duke of Edinburgh Court, in Wokingham, has achieved the prestigious title of Queen’s Nurse by The Queen’s Nursing Institute. The Queen’s Nursing Institute (QNI) is a registered charity dedicated to improving the nursing care of people in their own homes and communities.

The title demonstrates a commitment to high standards of patient care, learning and leadership. Nurses who hold the title benefit from developmental workshops, bursaries, networking opportunities and a shared professional identity.

Emily says: “Receiving this award reflects not only my professional development, but also the fulfilment I take in supporting

residents to live with dignity, comfort and respect. I am passionate about encouraging residents to engage in positive risk taking, empowering them to maintain independence and be involved within their care. What I enjoy most about being a nurse is building meaningful relationships, making each day as happy and fulfilling as possible through care, kindness and compassion. This award motivates me to continue striving for excellence in nursing practice.”

While still working at RMBI Care Co., Emily studied at the University of West London and qualified with First Class Honours in Mental Health Nursing in 2018. She went on to become a full time nurse at Prince Philip Duke of Edinburgh Court, where she has since been promoted to Clinical Lead.

Jordi Sirera, National Clinical Governance Lead at RMBI Care Co., says: “I am very proud of Emily. The application and assessment process to become a Queen’s Nurse is rigorous and requires clear commitment to improving care for residents, their families and carers. Being a Queen’s Nurse myself, I am aware this achievement demonstrates how dedicated she is in her role as Clinical Nurse Manager.

Thornhill House Care Home

Achieves Veteran-Friendly Status

The recognition follows Thornhill House meeting the nationally recognised standards of the Veteran Friendly Framework (VFF), an initiative designed to improve the quality of care and support for veterans living in care homes across England, while also tackling loneliness and improving health and wellbeing outcomes.

As part of the accreditation, staff at Thornhill House have completed specialist training to ensure Armed Forces service history is recognised, understood and reflected in care planning. The team is now equipped to offer informed guidance and signposting — not only for residents, but also for staff, families and members of the local community with military backgrounds.

Home Manager Christian Whiteley-Mason said the aim is for Thornhill House to become a trusted Veteran Friendly hub for the local area: “This recognition is about far more than a badge. It means residents, colleagues and people in the local community who have served — or are connected to someone who has — can approach a trained, understanding team for advice, support and direction. We want Thornhill House to be a place where veterans feel seen, respected and understood.”

Thornhill House Care Home has been officially recognised

Setting the Standard: Care Home Compliance Made Simple

The law is changing for care homes, but understanding your obligations has never been easier

Providing both comfort and dignity to those in your care is at the core of the Care homes profession, but when it comes to both residents and their families, one of the most important things you can offer is trust.

Moving to a care home can be an emotional time for some and transparency and fairness are key in reassuring prospective residents and their families that they will be cared for with compassion and respect - This, and compliance with the law.

Earlier this year we saw the introduction of the Digital Markets, Competition and Consumers Act 2024 (DMCCA) - a landmark piece of legislation that affects business and how they are required by law to safeguard their customer with fair trading practices. These changes may sound like legal jargon, but they directly impact how care homes operate, communicate, and contract with residents.

Compliance can be complex and that’s why the Business Companion Care Homes Guidance is essential reading for anyone working in the Care Homes sector. Written by legal experts this free and easy-to-read guide will walk you through all the steps to ensure you are safeguarding your customers and operating within the law.

WHAT’S CHANGED UNDER THE DMCCA?

The introduction of the DMCCA represents one of the biggest shifts in consumer law in over a decade. It replaces the old Consumer Protection from Unfair Trading Regulations and introduces stricter rules to protect consumers from misleading or unfair practices across almost

all sectors. For care homes, this means:

Clearer Pricing and Transparency: The Act bans “drip pricing” which is when unavoidable fees are hidden until late in the process. Care homes must now present the full cost of services upfront, including any mandatory charges.

Fake Reviews and Misleading Endorsements: The DMCCA prohibits the use of fabricated or manipulated reviews. With care homes increasingly relying on their online reputation, ensuring authenticity is now a legal obligation.

• Stronger Enforcement Powers: The Competition and Markets Authority (CMA) can now impose fines of up to £300,000 - or 10% of global turnover - for breaches. Compliance isn’t optional; it’s critical. and much more!

These changes underline the importance of reviewing your policies, contracts, and marketing materials. The Care Homes Guidance on Business Companion provides practical steps to help you stay compliant and avoid costly mistakes.

KEEPING CONSUMER VULNERABILITY IN MIND

Vulnerability can arise from a number of different situations and factors throughout a person’s life, such as age, health, bereavement, or financial stress. As someone working in the Care homes sector, you’re

dealing with vulnerable individuals on a daily basis and recognising these factors isn’t just good practice; it’s a legal and ethical responsibility.

The Business Companion Consumer Vulnerability Guide offers checklists and practical advice to help you identify and support your residents who may be vulnerable when it comes to things like decision making and communication, ensuring your care home delivers not only compliance but compassion.

Your Go-To Resource for Compliance

Business Companion is more than just a care home resource - it’s a comprehensive hub for businesses across a broad range of sectors. From selling online to handling complaints, delivery charges, and even net zero strategies, the platform covers hundreds of topics delivered to you through clear, easy-to-read guidance. Backed by the Chartered Trading Standards Institute and the Department for Business & Trade, Business Companion is free, authoritative, and regularly updated by legal experts.

Act Now

The DMCCA is already in force, and enforcement powers are live. Don’t wait for a compliance issue to arise - visit Business Companion’s Care Homes Guidance today. Review your contracts, pricing structures, and communication strategies and explore the wider resources available to future-proof your business against legal pitfalls.

In a sector built on trust, staying informed isn’t just smart - it’s essential.

To find out more, visit: www.businesscompanion.info

Iris Care Group Acquires Awelon Healthcare

Iris Care Group has acquired Awelon Healthcare, expanding the group’s residential provision with two further specialist services.

Awelon Healthcare has provided high quality residential services in South Wales for adults with learning disabilities and complex needs for over 15 years. Iris Care Group was established to deliver a fully integrated pathway of specialist services for people with complex care and support needs, bringing together specialist hospitals, nursing services, residential care, supported living and special educational needs provision across South West England and Wales. With this acquisition, Iris Care Group strengthens its established residential care division, which already includes 19 services operating across South Wales and Bristol and South Gloucestershire, adding a further two residential services in Swansea and Llantwit Major.

The acquisition forms part of a wider growth plan for Iris Care Group. Since the group’s formation in 2023, Iris has built on its comprehensive range of specialist care pathways and expanded its geographic footprint.

This includes the acquisition of ALP Supported Living Services in 2025, supporting the development of four new supported living services across South Wales, the expansion of the residential care division into England with the opening of new services in Swindon, and continued investment in enhancing its specialist hospitals across England and Wales.

Dr Andy Jones, Chief Executive Officer at Iris Care Group, commented: “These developments further demonstrate our strategic focus to build a leading care group that delivers compassionate and specialist, integrated services for adults with the most complex needs. We remain committed to investing in our services, our environments and our people to ensure we provide the right care, in the right setting, at the right time.”

Kay Campbell, founder of Awelon Healthcare, said: “Since starting Awelon Healthcare in 2008, my mission was always to provide a high-quality residential care service. I am delighted that Iris Care Group will continue to maintain and provide an exceptional service.”

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 ‘non-compliance.’

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 onsite 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

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

YOUR PATHWAY

PLOT

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 proof-

ing 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.

PUMP READY’

‘HEAT

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

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 realworld, 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, visit www.careactivityxr.com or see page 5.-

Grand(e) Way To Address Scoliosis Support

Meadow View Nursing Home in Chesterfield has found a grand(e) way to support a new resident with scoliosis- an innovative vacuum posture cushion.

The middle-aged client joined the home after a spell in hospital: underweight and fragile, she needed additional skeletal support and 1:1 care. Meadow View- part of Emh Care & Support- could provide the high quality round-the-clock attention she required.

The home’s nurses responsible for the lady were struggling to find a way to keep her comfortable and safe in bed. They raised the issue with the home’s Occupational Therapist, who suggested AAT’s Grande mattress with Treat-Eezi cover.

Using vacuum technology, the mattress-sized beanbag can be contoured exactly by the staff exactly as needed, to provide the lady with a secure yet comfortable position without pressure points.

By using the vacuum principle, any air in the cushion is removed, thereby fixing the moulded shape and removing the need for frequent re-positioning. The shape and firmness of the Grande can be adjusted as little or much as needed. The cushion can be precisely moulded to create abduction and adduction wedges, or an asymmetrical body position- all by the care-givers, within minutes(1). The addition of the Teat-Eezi overlay helps maintain blood flow and gives an extra layer of protection against the risk of ulcers.

Meadow View Manager Gillian Kent comments, “The Grande gives support to her overall body structure, yet is soft and comfortable. The team find it’s easy to reform when she is supine, so they can ensure her continued relief and security when she’s lying in her bed. It has really helped her overall daily and nightly relaxation.” Find out more about AAT’s Grande vacuum posture cushions here: www.aatgb.com/grande

Poole Care Home Fulfils Resident’s Wish To See Her Father’s Artwork On Display

A Poole care home resident’s wish came true when she saw her father’s artwork on display at a Bournemouth museum.

Myrna, who lives in Marjorie House in Lilliput, which is run by not-for-profit charity, Care South, visited the Russell-Cotes Art Gallery & Museum with four other residents and the care home team.

The visit was organised in response to Care South’s ‘Make a Wish’ initiative which encourages care home residents to share hobbies, passions and interests they once enjoyed but are now unable to pursue without the home’s support. The resident’s dedicated care home team then brings the wish to life.

Myrna and the other residents toured the museum before finding the water colour painting ‘The Darkened Bus Station’ by Eustace Nash, which focuses on the interior of the old Bournemouth bus station on Exeter Road.

A plaque next to the painting describes how the artwork was hung at the ‘War Artists and Bournemouth Arts Club’ exhibition in 1940, which was attended by 4,000 people despite limited opening and blackout regulations at the time.

At the end of her visit, Myrna spoke to the staff at the Russell-Cotes Art Gallery & Museum about her father’s artwork. They kindly gave her a print of

the piece to take home with her to go on display at the home.

Myrna said: “It was lovely to visit the Russell-Cotes Art Gallery & Museum again, as it brought back many memories of my father. He was such a wonderful man. I am also very grateful to the team at Russell-Cotes Art Gallery & Museum for gifting me a print of one of his most famous works as I didn’t previously have a copy of it to look at and enjoy.”

Georgie Powell, Home Manager at Marjorie House, said: “It was a pleasure for the team to enable Myrna to go and see her father’s artwork on display as part of our Make a Wish initiative. She has fond memories of watching him paint and bring these artworks to life so it was lovely for her to see that his talent lives on for everyone to enjoy.

At Marjorie House, we are keen to support our residents to reconnect with the people, places and things that matter most to them. We believe that every resident should live a fulfilling life full of the experiences that they enjoy.”

Fast-track Care Home Bathroom Upgrades: How Spring Grove

Achieved Stylish Wet Room Refurbs in Just 1.5

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.

COMBINING SPEED WITH STYLE

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 refurbish-

ment 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 on-site training led by a trained installer.

Days Each

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.

Building Confidence, Skills and Quality in Adult Care

Meallmore Gift to Age Scotland

Meallmore provider of elderly and specialist care is kicking off 2026 with a charitable donation to Age Scotland.

Every December, a charity with importance to the organisation, its staff and its residents is chosen for a one-off donation. This year, Age Scotland was chosen by a panel of colleagues as the worthy recipient. The cheque for £3,000 was presented to Age Scotland CEO, Katherine Crawford and Age Scotland Corporate Fundraiser, Siobhan Cameron at a special ceremony at Mearns House Care Home in Newton Mearns.

Residents, colleagues, and family members gathered for the event, while enjoying drinks and nibbles.

Cillian Hennessey, CEO of Meallmore, said: “We’re thrilled to be supporting Age Scotland this year, as it is a charity which – unsurprisingly –

is very close to all our hearts at Meallmore.

“Age Scotland provides vital services to older people, their families and carers, while also campaigning and influencing on the issues older people really care about. We’re proud to have a shared vision to ensure older people are valued and connected and have a good quality of life, and we know this donation will be put to excellent use.”

Katherine Crawford, CEO of Age Scotland said: “We are delighted to have been selected by Meallmore to receive this generous donation. This money will make a real and lasting difference to our work, ensuring that we can reach even more older people with information, advice and friendship through our lifeline services.

Thank you to all at Meallmore for this commitment to supporting our older population.”

Huddersfield Care Home Resident Enjoys Special Day At The Stables After Winning Staff Auction Prize

A resident at HC-One’s The Denby Care Home in Huddersfield has enjoyed a memorable day out at a local stables after winning a special prize in a stafforganised auction.

Susan Armitage, a resident at The Denby, was the winning bidder for a “day at the stables” experience, which was donated by Care Assistant, Rachel Crossland. Rachel owns horses locally and also provides riding lessons, making the experience particularly special and personal.

The auction was organised by colleagues at The Denby, who generously donated their time and gifts for residents to bid on, creating a fun and meaningful way to give residents something to look forward to while strengthening relationships between staff and residents.

Susan spent the day at the stables near Denby Dale accompanied by Penny Duncan, The Denby’s Wellbeing Coordinator, along with a small group

of other residents. The visit proved to be a huge success, with Susan smiling throughout the day as she spent time with the horses.

Susan Armitage, resident at The Denby Care Home, said: “I’ve had a lovely day – the horses were beautiful.”

Penny Duncan, Wellbeing Coordinator at The Denby, said: “It was wonderful to see how happy Susan was throughout the visit. Experiences like this mean so much to our residents, and it was a pleasure to be able to support her on such a special day.”

Rachel Crossland, Care Assistant at The Denby Care Home who donated the prize, added: “It was really rewarding to be able to share something I love with Susan and the other residents.

Seeing how much she enjoyed the day made it all worthwhile.”

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.

Care Manager Celebrates 10 Years Of Service With Hickathrift House

Delayed Discharge Costs NHS Scotland £440m A Year

Thousands of medically fit patients remained in hospital beds for an additional 720,000 days during 2024-25 due to delayed discharge arrangements, according to healthcare regulators.

The problem, which results when patients ready to leave hospital cannot be transferred to appropriate care settings, reflects mounting strain across both health and social care systems, and affects people’s physical and mental health, and make it harder to admit others to hospital the regulators said.

These avoidable hospital stays are estimated to cost approximately £440 million annually, though the complete economic impact remains uncertain. Despite various initiatives aimed at addressing the crisis, limited assessment of their effectiveness means it is unclear which interventions are proving most successful or whether they represent good value for taxpayers.

A joint report by the Auditor General for Scotland and the Accounts Commission warns this has a significant effect, despite impacting only around three per cent of hospital patients.

The causes are complex, including rising demand for health and social care services, financial pressures, long-standing recruitment and retention problems across Scotland and for some, not having a Power of Attorney in place.

Reducing delayed discharges is a priority for the Scottish Government and their partners in health and social care, with significant activity underway to tackle this. But a lack of evaluation of initiatives across the country means it is difficult to measure what is having the greatest impact and whether these initiatives rep-

resent value for the money and time spent.

Stephen Boyle, Auditor General for Scotland, said: “Delayed discharges from hospital have far-reaching impacts on people’s health and well-being. The Scottish Government, health bodies, councils and other partner organisations agree on the need for major changes and are actively trying to reduce delayed discharges.

“Now they must improve how they collect, analyse and use data to evaluate the initiatives underway to tackle the problem. Without this, it’s impossible to understand the impacts and costs of delayed discharges and whether the initiatives across Scotland are improving lives, services and delivering value for money.”

Malcolm Bell, Member of the Accounts Commission said: “Significant change is critical across our health and social care services, shifting towards preventative care, greater use of technology and ongoing investment in the workforce. Without this, the care and support individuals need to leave hospital won’t always be available.”

Welcoming the report, geriatrician Professor Andrew Elder, president of the Royal College of Physicians of Edinburgh, said the long-standing problem has intensified: “Delayed discharges have existed in the NHS in Scotland for decades, pre-dating the current government’s tenure, but have become more visible in our acute hospitals as the capacity in ‘downstream’ non-acute NHS facilities has been progressively reduced. The ageing of our population is a societal triumph, but our failure to provide integrated health and social care for that population risks turning that triumph into a disaster.”

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, fami-

lies 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.

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.

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

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.

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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.

TECHNOLOGY AND NURSE CALL

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.

We believe in excellence which translates into: Advanced Technology Industry-leading wireless alarm technologies and software

Bespoke Solutions

We design systems to your needs rather than your team having to work around the system Innovative Design

Pushing boundaries with the reliability that comes from decades in the industry

Flexible Finance Options

Ensuring organisations of any size can provide safety for their staff and clients 24 Hours a Day, 365 Days a Year Service

Your ARM service team

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. Key features include:

Wireless Alerts: Notifications are sent to the caregiver’s pager via tone or vibration.

Customizable Alarm Delays: Options for instant, 15-minute, or 30-minute delays.

Durable Design: Antimicrobial and disinfectant-resistant materials ensure longevity.

Ease of Use: Minimal installation required, making it user-friendly and portable.

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.

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Wireless Nurse Call & Staff Alarm Systems

The wireless ARM Nurse Call system has been developed over 30 years with both the client and user in mind.

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.

Data Analysis software provides a full audit trail of events

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.

Call messages can be sent direct to staff to speed up response times and can also be integrated to work with smart phones & messaging.

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

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 future-proof their operations.

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

Innovative Fall Prevention Solutions by Medpage

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Features include:

Waterproof Design: Suitable for wet environments.

Wireless Connectivity: Reliable transmission to the alarm receiver.

Ease of Installation: Simple setup for quick deployment.

WHY CHOOSE MEDPAGE?

Medpage’s commitment to innovation and quality is evident in their product range. Each solution is designed with the user’s safety and convenience in

mind, making them a trusted choice for caregivers and healthcare providers alike.

By investing in these advanced fall prevention tools, families and facilities can create safer environments for those at risk. Medpage continues to lead the way in providing practical, reliable solutions that make a real difference.

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

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

Savers®. 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.