The Carer Digital - Issue #282

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Issue 282

Hospice Sector in Crisis as Staff March on Downing Street...

Demanding Fair Funding

Staff members, including nurses and leaders from hospices that have already been forced to make devastating reductions to services and staff redundancies have delivered a letter to the Prime Minister and will meet MPs, today to inform them of the reality of the crisis and calling for fair, sustainable funding, seeking a more than £112m funding commitment from the government.

It comes as almost 60 per cent of hospices in England are planning or have already made cuts to frontline services this year, according to the membership body Hospice UK.

Charlie King, director of external affairs at Hospice UK, said the membership body was calling for the government to implement Hospice UK’s four-point plan for fair funding.

“A commitment of £112.5m in additional recurring revenue funding would be a vital first step, preventing further devastating cuts and enabling hospices to continue delivering the care that patients and families rely on,” said King.

(CONTINUED ON PAGE 3...)

PAGE 2 | THE CARER DIGITAL | ISSUE 282

EDITOR'S VIEWPOINT

Welcome to the latest edition of The Carer Digital!

BETWEEN A ROCK AND A HARD PLACE There are moments in public policy when competing pressures collide so forcefully that even the best intenEditor tions struggle to hold firm.

The current hospice funding crisis is one such moment, and it is increasingly clear that the government finds itself caught squarely between a rock and a hard place.

Hospice care providers across the UK are facing what can only be described as a severe financial emergency.

Rising inflation, escalating operational costs, and a persistent shortfall in statutory funding have combined to push the sector to the brink. The figures are stark: nearly 70% of hospices are operating in deficit, beds are being closed, services reduced, and dedicated staff—many of whom have given years of compassionate service— are being made redundant.

Today, hospice nurses, leaders, and staff are marching on Downing Street to deliver a letter demanding urgent action. Their message is simple and justified.

With nearly two-thirds of adult hospices reporting a deficit in 2023–24, and demand continuing to rise due to an ageing population, the current model is unsustainable.

To be fair, the government is not blind to this reality. There is recognition at the highest levels of just how vital palliative care is—not just to those at the end of life, but to families, communities, and the wider health system. Ministers understand the pressures. But understanding alone is no longer enough.

Because what we are witnessing is the emergence of a postcode lottery in endof-life care.

With insufficient central funding, hospices are forced to rely heavily on charitable donations and community fundraising. In simple terms, the salaries of highly skilled doctors and nurses — those delivering expert pain relief and dignified end-of-life care — depend on public goodwill and support.

It is a model built on goodwill, but one that is no longer fit for purpose in the face of growing demand.

Peter Adams

The consequences ripple far beyond the hospice sector. Reduced services mean

PUBLISHED BY RBC Publishing Ltd

increased pressure on the NHS. Staff burnout intensifies. Communities lose vital

3 Carlton Mount

support. And families are left to navigate some of life’s most difficult moments with

2 Cranborne Road

fewer resources than they deserve.

Bournemouth

Something, quite clearly, has to change—and dramatically.

Dorset BH2 5BR

On a related note, we recently exhibited at the Care & Dementia Show and Naidex at Birmingham’s NEC—an excellent event that brought together innovation,

TELEPHONE:

insight, and, importantly, people. Among those who visited our stand were a num-

01202 552333

ber of unpaid carers.

As we know, they shoulder an immense burden, collectively saving the UK an astonishing £185 billion each year—effectively the equivalent of a second NHS. In England and Wales alone, that care is valued at approximately £445 million every single day.

The stories we heard were, in many cases, heart-breaking. Quiet sacrifices.

Exhaustion. Financial strain. And yet, unwavering commitment.

Which is why it is refreshing—indeed encouraging—to see recent action from the Department for Work and Pensions.

Tens of thousands of unpaid carers, previously caught out by confusing guidance around earnings thresholds, are now set to have debts reduced, cancelled, or

EMAIL:

sales@thecareruk.com WEBSITE:

www.thecareruk.com EDITOR Peter Adams editor@thecareruk.com

refunded following a major reassessment.

For many, this will lift a significant weight. Crucially, affected individuals will be contacted directly, and improvements are planned to ensure future guidance is clearer and fairer.

So, where criticism is due, it must be voiced. But where progress is made, it should also be recognised.

On this occasion, credit where it’s deserved—this is a positive step that removes a huge and unnecessary worry from those who already give so much.

But returning to the hospice sector, the broader issue remains unresolved. We

SALES DIRECTOR David Bartlett dave@thecareruk.com

PRODUCTION & DESIGN Matthew Noades

cannot continue to rely on charity alone to fund essential, compassionate care at the end of life. The current situation is neither fair nor sustainable.

Published by

The government may well be between a rock and a hard place—but for hospices, their staff, and the people they care for, the ground beneath them is becoming increasingly unstable.

And that is something the country simply cannot afford to ignore.

I can always be contacted at editor@thecareruk.com

The Carer is published by RBC Publishing Ltd, 3 Carlton Mount, 2 Cranborne Road, Bournemouth, Dorset BH2 5BR. Contributions are welcome for consideration, however, no responsibility will be accepted for loss or damage. Views expressed within this publication are not necessarily those of the publisher or the editorial team. Whilst every care is taken when compiling this publication to ensure accuracy, the publisher will assume no responsibility for any effects, errors or omissions therefrom. All rights reserved, reproduction is forbidden unless written permission is obtained. All material is assumed copyright free unless otherwise advised.

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THE CARER DIGITAL | ISSUE 282 | PAGE 3

Hospice Sector in Crisis as Staff March on Downing Street (CONTINUED FROM FRONT COVER)

RISING DELIVERY COSTS

“The government’s commitment to a modern service framework for palliative and end-of-life care is welcome, and the sector stands ready to help deliver it.

“But many hospices cannot wait. They need urgent, sustainable funding now to prevent further cuts.”

Hospice UK CEO Toby Porter, writing ahead of today's demonstration, warned that operational costs have now risen to the point where the model is failing. Four years of rapidly rising and compounding care delivery costs have exposed the limits of the current funding model, and for many hospices it is simply no longer possible to raise more money directly from the local community than they receive from the NHS. Capital funding provided by the Government — while welcomed — has not addressed the underlying problem. Capital funding cannot be used to meet the day-to-day running costs pushing hospices to the brink. It does not pay for nurses' salaries, fuel for community teams travelling to patients' homes, or rising energy bills.

“ACT NOW” The more than six in 10 hospices cutting services are “not abstract figures” and translate into fewer people receiving end-of-life care and mounting pressure on an “already overstretched” NHS, according to King.

“We must act now to prevent further cuts to the care that people need at the end of their lives.

“Today, hospice staff from across the country will come together in Westminster to send a clear message to government: the current funding model is failing, and patients are paying the price.”

STARK WARNING The demonstration comes amid alarming data published by Hospice UK showing that nearly 60% of hospices in England have already made, or are planning, cuts to frontline services this year. 380 beds currently lie shut because hospices cannot afford the staff to run them, while specialist community visits have fallen by 150,000 in a year even as demand continues to rise.

The sector's plight is not without parliamentary backing. Both the Public Accounts Committee and the Health and Social Care Committee have recently published major reports delivering the same stark warning: the way hospice and palliative care is funded is no longer fit for purpose.

Both committees found that national health and social care bodies have not responded to the financial crisis with sufficient urgency, and pointed to an over-reliance on local Integrated Care Boards (ICBs) to bridge funding gaps — bodies which are themselves managing their own considerable financial pressures.

At the heart of the problem is a structural dependency on charitable fundraising to subsidise services that, in the view of hospice leaders, should be fully funded by the NHS. Both parliamentary committees highlighted how the country's effective outsourcing of specialist end of life care to charitable funding has created an unsustainable model that drives stark regional inequalities in access to care.

SUPPORT FALLING ON CARE HOMES The implications extend well beyond hospice walls. Hospices are shrinking right when they should be expanding to meet rising demand — pushing more pressure onto an already overloaded NHS and directly undermining ambitions to shift more care into the community. For care home providers, this is particularly significant: as end of life services contract, the burden of supporting dying residents with complex needs falls increasingly on residential and nursing settings ill-equipped or insufficiently resourced to meet it alone.

Charlie King, Director of External Affairs at Hospice UK, said the situation could no longer be described in abstract terms. "Behind this moment is a stark reality: nearly 60% of hospices are cutting frontline services. These aren't abstract figures — they translate into fewer people receiving the care they need at the end of life, and mounting pressure on an already overstretched NHS."

VITAL STEP Hospice UK is pressing the Government to implement a four-point plan for fair funding. This includes full NHS funding of specialist palliative care — whether delivered in inpatient units, people's homes, outpatient clinics or hospitals — alongside proper multi-year NHS contracts based on national cost models. The sector is also calling for ringfenced funding for children's hospices and for NHS pay rises to be covered for hospice staff, rather than absorbed from charitable income.

Hospice UK says a commitment of £112.5 million in additional recurring revenue funding would be a vital first step, preventing further devastating cuts and enabling hospices to continue delivering the care

that patients and families rely on.

The Government's proposed Modern Service Framework (MSF) for palliative and end of life care has been acknowledged as a step in the right direction, but there are serious doubts about its timeliness. With many hospices already being forced to make cuts, there is a real risk the MSF will come too little, too late to address the immediate pressures facing the sector.

King urged the Government to act without delay. "The Government's commitment to a Modern Service Framework is welcome, and the sector stands ready to help deliver it. But many hospices cannot wait."

“LASTING CHANGE” Both parliamentary reports called for stronger national oversight, including using the MSF to define services, clarify hospices' role, and set fair, sustainable funding levels. They also called for a fully costed plan and targeted support for hospices already at risk of cutting services — a cohort that now represents more than one in ten hospices that have made significant reductions in the past two years.

Porter concluded bluntly: "Good palliative and end of life care should not depend on geography or patchwork local funding. Both reports have been clear about the scale of the issue. The next step is making sure this leads to real, lasting change for hospices and the patients they care for."

For residential and nursing care home providers working alongside hospice colleagues to deliver dignified end of life care, the message from today's Westminster gathering is unambiguous: without urgent Government action, the safety net underpinning care at the end of life is fraying — and the consequences will be felt across the entire sector.

INCREDIBLE WORK A spokesperson for the Department of Health and Social Care said: “Hospices do incredible work to support people and families when they need it most and are facing incredibly tough pressures.

“This government has made the biggest investment in hospices in a generation - £125m – to improve hospice facilities, freeing other funding for patient care, and has also committed £80m for children’s and young people’s hospices over three years.

“We will soon set out our plans to modernise and improve the palliative and end of life care sector, as we shift more healthcare out of hospitals and into the community, with hospices playing a central role in delivering care closer to home.”

PAGE 4 | THE CARER DIGITAL | ISSUE 282

The 800% Surge: Why UK Care Homes Are Losing Sponsor Licences at Record Speed

By Yash Dubal, Chief Executive Officer and Director, A Y & J Solicitors (www.ayjsolicitors.com) For most care home operators, the start of the week brings a familiar set of pressures. Staffing gaps, rota challenges, and ensuring continuity of care are constant priorities. Alongside this, there is an increasing layer of regulatory and compliance responsibility — particularly for those relying on sponsored workers — which requires careful oversight and cannot be overlooked.

For a growing number of operators, however, the week has begun with something altogether more serious: a formal notification from the Home Office confirming that their sponsor licence has been revoked. In many cases, this means that every overseas worker employed under that licence — often representing between a third and half of the entire workforce — loses their legal right to work in the UK on the same day the revocation takes effect. There is no transition period. No grace period for recruitment. The staffing gap opens immediately.

This is no longer an isolated occurrence. It is a pattern, and the data behind it demands serious attention.

Between July 2022 and December 2024, more than 470 care providers lost their sponsor licences following Home Office compliance action — a figure that has accelerated sharply as enforcement resource has increased. Across all sectors combined, 1,948 licences were revoked in the single year between July 2024 and June 2025 alone — more than double the year before.

(Source: Work Rights Centre FOI data; Home Office Sponsor Licence Transparency Data) The care sector is bearing a disproportionate share of that pressure. The acceleration intensified following March 2024, when a rule change required care homes in England to hold active CQC registration as a condition of maintaining sponsor licence status. That requirement gave UKVI something it had not previously possessed: a structured, rankable list of providers against which to direct audit activity. Cross-referencing HMRC payroll data, Companies House filings and the Sponsor Management System is now automated. Anomalies are identified before an inspector has made a single call. The enforcement apparatus is not reactive. It is continuous.

39,000 WORKERS. 3.4% RESCUED Behind the regulatory data are significant human consequences. According to Work Rights Centre FOI analysis, 39,000 care workers were displaced by licence revocations between 2022 and 2025. Of those, just 3.4% succeeded in securing alternative sponsorship through government transition arrangements.

The remainder faced considerably more difficult outcomes. Some departed the UK immediately. Others,

with bills to pay and no legal right to work, took whatever was available — cash-in-hand work, off the books, outside any employment framework. No contract. No rights. No recourse. Many left the sector entirely, their careers ending without warning.

For an industry already operating under sustained staffing pressure, the loss of tens of thousands of trained professionals to compliance failures carries serious operational consequences. Agency workers unfamiliar with residents. Rotas sustained only through overtime the workforce cannot maintain indefinitely. The consequences of administrative failures do not remain confined to the filing system. They manifest directly in the quality and continuity of care being delivered.

WHAT INSPECTORS ACTUALLY DO WHEN THEY ARRIVE The documentation requested on arrival is consistent: 12 months of payroll records, employment contracts, job descriptions and right-to-work verification for every sponsored worker currently employed.

Inspectors cross-reference rigorously. The salary on the employment contract is measured against the payroll record. The payroll record is measured against HMRC data.

All three must correspond precisely. A legitimate pay adjustment that was never formally documented remains a discrepancy — and a discrepancy requires explanation.

The 10-working-day reporting obligation is the most common source of licence withdrawal. Any material change in a sponsored worker's circumstances — a role adjustment, a salary change, an alteration to contracted hours or working location — must be recorded in the Sponsor Management System within 10 working days. Repeated failures across multiple workers over multiple periods are not interpreted as administrative oversight. They constitute a pattern, and patterns attract revocation rather than warning.

THE PROVIDERS THAT PASS HAVE ONE THING IN COMMON The care homes that emerge from compliance visits without adverse findings are not necessarily the largest, nor those with the most sophisticated HR infrastructure. What distinguishes them is a consistent, documented approach to compliance — processes that function reliably regardless of which member of the management team happens to be on duty.

"The difference between a home that survives an audit and one that doesn't isn't usually one catastrophic failure," says Yash Dubal, CEO and Director of A Y & J Solicitors. "It's whether they have repeatable processes. Hire, verify, file, report. Homes with documented systems pass. Homes where compliance happens ad hoc don't."

For care operators, compliance cannot remain an incidental function. The question is no longer whether enforcement will intensify. It already has. The only variable is whether the necessary steps are taken before a compliance visit — or after one.

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THE CARER DIGITAL | ISSUE 282 | PAGE 5

CQC Outlines Updated Assessment Approach for Local Authorities Following government approval, the Care Quality Commission (CQC) has published details of its updated approach to assessing how local authorities in England meet their duties under Part 1 of the Care Act 2014.

The revised framework is designed to support local authorities in understanding how their performance in delivering adult social care will continue to be evaluated. The update reflects learning gathered during the CQC’s baselining programme, alongside feedback from partners and stakeholders across the sector.

The CQC has confirmed it will continue to assess local authorities against nine quality statements, grouped across four key themes.

These statements are now supported by clearer “rating characteristics”, outlining what effective care, support, leadership and governance should look like at each judgement level within the framework.

A notable development in the updated approach is a stronger emphasis on the experiences and needs of unpaid carers. The CQC has stated that issues affecting unpaid carers will now carry greater weight in assessment activity, judgements and reporting.

The regulator is introducing a more flexible and responsive model of assessment. This will include both comprehensive and focused assessments, depending on local circumstances. In addition, the CQC will use its independent voice to highlight trends, emerging issues, examples of good practice, and the lived experi-

ences of people receiving care.

As part of this shift, the CQC will introduce regular Local Authority Assurance Meetings. These are intended to provide deeper insight into how councils are delivering their adult social care responsibilities and the impact on outcomes for individuals and unpaid carers.

The updated approach also includes a number of operational improvements. The information return issued at the start of a comprehensive assessment has been revised, while enhancements have been made to case tracking processes. The CQC is also introducing case sampling, following a successful pilot during the baselining phase.

Further developments are underway in collaboration with sector partners. These include improvements to communication during and after site visits, strengthened quality assurance and factual accuracy checks, and updates to reporting templates. The CQC has indicated that additional details on these enhancements will be published in due course.

The regulator has confirmed that it will begin issuing the first notifications and information returns to local authorities later this spring, marking the start of the next phase of its assurance programme.

The updated approach signals the CQC’s continued focus on transparency, consistency and the inclusion of stakeholder feedback, with particular attention to improving outcomes for people receiving care and those who support them.

Wilton Manor Raises Funds for Air Ambulance Wilton Manor Care Home, part of the Sanders Senior Living Group,

charity shop to personally donate the funds raised, highlighting their

proudly hosted a vibrant fundraising event in support of the Air

commitment to supporting the cause. Residents Gill, Janet, and Lesley

Ambulance’s “Go Yellow Together” campaign, bringing residents, staff,

played a particularly meaningful role in the initiative, as longstanding

and members of the local community together for a day of celebration

supporters of the Air Ambulance.

and charitable giving.

Beth, Customer Relations Manager at Wilton Manor, commented: “It

The event saw attendees dressed in bright yellow to demonstrate

was a wonderful day bringing everyone together for such an important

their support for the vital life-saving service. Guests enjoyed a special

cause. The Air Ambulance means a great deal to many of our residents,

musical performance by the Melton U3A Generation Gap Orchestra,

particularly Gill, Janet and Lesley, who regularly support the charity.

creating a lively atmosphere. A bake sale, organised by residents and

Seeing the community come together, enjoy the music, and raise money

staff, further contributed to the fundraising efforts.

was truly special, and we were proud to visit the charity shop afterwards

Following the event, residents visited the Hangar Air Ambulance

to donate what we had raised.”

PAGE 6 | THE CARER DIGITAL | ISSUE 282

From Analogue to Action: Rethinking Digital Nurse Call for Better Care

By Stuart Barclay, healthcare technology specialist at Syndora Alto (https://syndoraalto.com)

The analogue-to-digital transition in health and social care is not simply a technology refresh. It is a chance to rethink how help is requested, how staff respond, and how care is coordinated across a home.

Too often, procurement still begins with a like-for-like mindset: replace the old panel, keep the old workflow, and hope for a better result. But digital nurse call should not be bought as a newer version of an old problem. It should be purchased as part of a wider care model that improves visibility, response, accountability, and resident experience.

START WITH THE OUTCOME Before comparing systems, providers should define the problem they are trying to solve. Is the issue slow response times, poor escalation, noisy environments, duplicated paperwork, or a lack of oversight? The right solution should be judged against those outcomes, not against a checklist of features.

This matters because modern nurse call is no longer just about a resident pressing a button and a sounder going off. In better-designed systems, alerts can be routed directly to staff mobile devices, calls can be prioritised, and managers can see patterns in demand and response. That creates a more responsive and less fragmented way of working.

TEST IT IN REAL LIFE A presentation is not a demonstration. A brochure cannot show how a system behaves during a busy morning shift, when several alerts happen at once and staff are moving across different parts of the home.

That is why live testing in a real care environment is essential. Staff should be able to use the system, question it, and pressure-test it before any decision is made. If the workflow is clunky in practice, the promise of digital efficiency disappears very quickly.

INTEGRATION IS THE REAL VALUE One of the biggest mistakes in purchasing technology is treating integration as a nice-to-have. In reality, it is central to whether the system adds value.

When nurse call works alongside care records, mobility devices, alarm management, and internal communication tools, the result is less duplication and faster decision-making. When systems do not connect, staff are left repeating tasks, chasing information, and working around the technology rather than with it.

For care providers, that means the question should not be, “What does this system do on its own?” The better question is, “How well does it fit into everything else we already use?”

BUY SUPPORT, NOT JUST HARDWARE Digital systems do not end at installation. They begin there. Any provider selecting a nurse call platform should think carefully about what happens after go-live: training, maintenance, updates, fault resolution, and ongoing optimisation.

Care homes need suppliers who understand the realities of the sector, not just the technology. A strong supplier relationship should include responsive support, practical training, and a willingness to adapt as the home’s needs change. In digital care, support is not an extra service; it is part of the product.

CHOOSE FLEXIBILITY OVER LOCK-IN The biggest risk in this transition is buying something that cannot evolve. Care homes are operating in a fast-changing environment, and technology that cannot scale or adapt soon becomes a constraint rather than an asset.

Future-ready systems should be designed to expand, integrate, and respond to changing needs without requiring a complete replacement every few years. That flexibility is especially important in a sector facing pressure to modernise ahead of the 2027 digital switchover.

A BETTER QUESTION TO ASK The analogue era encouraged a narrow question: does the system work?

The digital era demands a better one: does the system help us deliver safer, smarter, more person-centred care?

That shift in mindset changes everything. It moves procurement away from hardware replacement and towards care improvement. It encourages providers to look for visibility, integration, responsiveness, and long-term support rather than simply ticking a technical box.

The homes that get this right will not just be compliant with the digital transition. They will be better equipped to use technology as part of everyday care, supporting staff and improving the experience of residents.

Residents At The Cedars Are Visited by Local Lambs The Cedars Care Home in Bourne was full of animal

residents have really enjoyed their unusual visitors

mischief when a they were visited by some adorable

today. We knew that having the farm here would be a

baby lambs- just three weeks old!

bit of fun for all our residents, especially as some find

Residents at The Cedars Care Home were pleas-

it difficult to go on many outings in our minibus. We

antly surprised to see their new furry friends roaming

are always looking for new activities for the residents

around their lounge as Mill Farm paid a visit; and were

and today we have seen the seen the enjoyment and

thrilled to have the opportunity to bottle feed the

the therapeutic influence animals can have on peo-

lambs. Mill Farm is owned by a friend of resident Joy,

ple.”

who was instrumental in arranging the visit. She said

Resident Dorothy Inkley said the lambs were ‘love-

‘it’s so lovely to see them again, next time they can

ly’ and was very happy to be able to share the experi-

bring some mint sauce!’

ence with her daughter Julie. Residents, visitors and

Senior General Manager Rebecca Aldred said: “Our

staff thoroughly enjoyed the afternoon!

®

How pobroll Is Transforming Bed Bathing for Dementia Patients Written by Pat O’Brien of pobroll

In April 2025, the Supporting the Provider Market (STPM) team in County Durham published a new report evaluating the use of pobroll® — a waterproof bed-bathing wrap designed to improve dignity, comfort, and ease during personal care.

This evaluation was carried out across 10 care homes with high numbers of residents living with dementia. Each setting was given one or more pobroll® units and invited to share feedback through a structured survey. The findings reveal how even simple tools can make a significant difference in everyday care.

How was pobroll® used?

Most care homes used pobroll® daily or several times per week, showing it quickly became part of regular practice. Staff noted that one of the biggest challenges was not having enough units — all homes requested additional stock after the trial, highlighting a clear appetite for wider adoption.

What did care teams think?

Feedback from the care homes showed strong support for the tool: • Ease of use was rated highly, with an average score of 4.4 out of 5. Staff found pobroll® straightforward to incorporate

into care routines.

• Training was rated slightly lower, at 3.8 out of 5, suggesting that while the wrap is easy to use, additional training resources could improve onboarding for new users.

• Resident response was positive. Three in ten care homes reported improved mood or behaviour during bed bathing for dementia patients.

• Key benefits included greater warmth, coverage, and dignity for residents, especially those who might find conventional methods distressing. Some teams also found it particularly useful for end-of-life care

Would they recommend pobroll® for bed bathing for dementia patients?

Absolutely. Homes rated their likelihood to recommend pobroll® at 4.3 out of 5, with

half of respondents giving it a full 5 out of 5. The overall feedback was clear: this is a valued, meaningful addition to personal care.

Would they recommend pobroll® for bed bathing for dementia patients?

The results of this trial reinforce what many professionals already believe — that small, thoughtful design changes can significantly improve care. For residents who are bedbound or living with dementia, personal care can often be a distressing experience. But with the right tools, it doesn’t have to be.

The pobroll® isn’t a complex device. It’s a simple, dual-layered cotton towelling wrap. But its thoughtful design — offering full coverage, comfort, and support — makes a real difference where it matters most.

If you’re part of a care home, hospice, or hospital and would like to explore how pobroll® could benefit your residents or service users, get in touch. We’re here to support compassionate, dignified care — one small change at a time.

See the advert on the facing page for details, or visit www.pobroll.co.uk

THE CARER DIGITAL | ISSUE 282 | PAGE 7

New International Standard Launched For Social Care A new international standard aimed at transforming how care quality for older people is defined and measured, has been launched.

Published by the International Organization for Standardization on 31 March 2026, ISO 25557:2026, Ageing societies: Care quality for older persons at home and in care facilities, sets out a globally agreed framework for assessing care quality across both residential services and care delivered in people’s own homes.

The standard is intended to provide a clearer, more measurable basis for assessing quality, covering areas including person-centred care, safety and safeguarding, effectiveness, workforce capability, governance, continuous improvement and the use of data. It is designed for use across the sector by care providers, inspection and assurance bodies, commissioners, regulators and other stakeholders.

Its publication marks an important moment for adult social care, providing an internationally agreed benchmark at a time when providers and wider stakeholders are under growing pressure to demonstrate quality in a more consistent, evidencebased and defensible way.

The development of ISO 25557:2026 was led by Dr Kevin Groombridge, chief executive of Care Inspections UK, who served as project leader and worked with experts from around the world to help shape the final standard. The drafting process also drew on significant UK expertise in regulation, inspection, clinical governance and service delivery.

Dr Kevin Groombridge, said: “The publication of ISO 25557:2026 is an important step for the care sector

because it brings much greater clarity to what quality actually looks like in practice.

“For too long, too much has depended on regulatory inspection alone. Regulation has an essential role, but it is primarily there to check whether minimum requirements are being met. That is not the same as a rigorous inspection model built around evidence, improvement and the delivery of the best possible outcomes for older people.

“This standard helps create a clearer and more consistent framework for assessing care quality across both care homes and care delivered at home. It gives providers, assurance bodies and wider stakeholders a benchmark that is measurable, evidence-based and internationally recognised.

“For organisations such as Care Inspections UK, first accredited by UKAS in 2016, it strengthens the case for inspection and assurance that goes beyond periodic check-ups and focuses instead on continuous improvement, accountability and better care.

“This should help move the sector towards a more consistent and more mature approach to quality, one rooted in evidence, structured assessment and a clearer understanding of what good care should deliver for older people and their families.”

Care Inspections UK will use the standard to help further strengthen its accredited inspection methodology, supporting providers, commissioners and other stakeholders with clearer, more reliable evidence of quality in practice.

“Childhood Dream” Complete for 106-Year-Old Resident at Penarth Home as Part of Seize the Day Initiative A 106-year-old resident living at a Penarth home was able to fulfill her childhood dream thanks to an initiative encouraged by Methodist Homes (MHA).

Florence Betts (106) lives at MHA Morel Court and was able to fulfill her childhood dream of meeting a St Bernard dog.

Following an activity on pets, care assistant Shanelle O’Mahoney asked Florence what pet she would have liked to have owned, and Florence mentioned having a St Bernard was a “childhood dream” for her and would like to meet one in real life.

The Seize the Day initiative encourages residents to re-experience activities or events from the past or to do something they would like to do for the first time.

Mandy Jenkins the admin manager at the home then contacted the St Bernards Trust, a national charity which enables rescue and rehoming of previously unwanted, often neglected and abandoned St Bernards.

The trust managed to locate the owner of Winter, who was around 67 miles away from the home, and made the trip to see Florence and the rest of the residents.

Speaking on the visit Mandy said: “Florence was over the moon when we told her what was arranged for her.

“Winter was at the home for just over an hour and spent time with Florence and other residents in the lounge.

“She was accompanied by her two owners and was a very wellbehaved dog.

“We want to thank the owners of Winter for making the trip to the home and playing their part in making Florence very happy.

“Florence was very pleased to have this wish fulfilled and enjoyed meeting her.

“She asked many questions she had about the breed and was taken aback by their kindness in coming all the way to make her wish come true.”

PAGE 8 | THE CARER DIGITAL | ISSUE 282

Finding The Good In Every Day: What Great Care Home Leadership Really Looks Like In adult social care, care home managers are ultimately accountable for the quality of care people receive - they oversee standards, lead teams, support families, and shape the culture of the homes they run.

It’s a role that combines clear accountability with human understanding, requiring both strategic oversight and day-to-day compassion.

Nowhere is that more evident than in complex care settings, where services support adults living with significant mental health, neurological, and physical health needs. In these environments, leadership must go beyond oversight, requiring constant judgement, close multidisciplinary working, and the ability to adapt care around each individual as their needs evolve.

At Exemplar Health Care, two recent regional winners at the Great British Care Awards offer a powerful insight into what that kind of leadership looks like in practice.

SEEING POSSIBILITY Alison Lancaster, Home Manager at Cheshire Springs and winner of the ‘The Care Innovator Award’ in the North West, demonstrates what it means to lead with a focus on possibility.

Since opening four years ago, the home has developed a strong reputation for delivering highly individualised care, supporting people with complex needs to achieve outcomes that may not have been thought possible elsewhere.

Under Ali’s leadership, there is a clear expectation that the team looks beyond limitations and focused on what each person can do, not what they can’t.

As she explains: “Innovation is central to everything we do at Cheshire Springs. Every idea starts with a simple question: how can we make today better for the people we support?”

That mindset is reflected in the way the home operates day to day. Regular ten-minute ‘huddles’ keep teams aligned and responsive, while initiatives like the ‘Coffee FIRST’ café create opportunities for people to socialise, build confidence, and develop new skills that may previously have felt out of reach.

This approach has led Cheshire Springs to be recognised as a Centre of Excellence – an Exemplar Health Care initiative that highlights services leading the way in developing new approaches, driving continuous improvement, and sharing best practice across the organisation.

Judges recognised not only the ideas, but the culture behind them: “Ali has harnessed her experience and passion to build a team and culture that treats people as individuals, enabling them to live the lives they choose.”

One resident’s journey reflects that ethos. An individual with an acquired brain injury was referred to Cheshire Springs, having previously been considered “too complex” for community living. Focusing on their own goals, and with the right support around them, the person rebuilt their independence and stabilised their health and wellbeing. Within six months, they returned home to live with their family.

Ali reflects: “From day one, we focus on what’s possible. When you build a team that believes in people, you start to

see outcomes that truly change lives.”

BUILDING CONFIDENT, CAPABLE TEAMS In Birmingham, Naomi Jones, Home Manager at Otterburn, demonstrates how strong leadership is about equipping teams with the skills and confidence to provide high-quality care.

Recently named ‘Registered Manager of the Year’ at the West Midlands regional finals, Naomi has led Otterburn to national recognition, including achieving Huntington’s Disease Association ‘Quality Assured’ status, making it one of 11 services in the UK to receive the accreditation.

Her approach focuses on developing her team through clear expectations, coaching, and access to specialist expertise. Rather than stepping in to solve every challenge, she ensures colleagues have the knowledge and support they need to respond effectively themselves.

When teams face challenges, including supporting people who display complex behaviours of concern, Naomi seeks additional training and specialist input to ensure team members feel confident and capable.

Her commitment to development has led to the creation of more than 15 specialist champion roles across areas including dementia, continence care, and dysphagia, enabling colleagues to develop deeper expertise and continually improve the care people receive. Multi-disciplinary team meetings across all units have strengthened collaborative care planning and ensured residents and families are actively involved in shaping support.

Judges praised her impact: “A visionary leader who has transformed her service into a vibrant, family-centred home. Through mentoring and professional development, she inspires her team while enhancing residents’ lives with exceptional care and meaningful opportunities.”

For Naomi, leadership is deeply personal as she explains: “I’ve always been driven by a desire to make a difference. To empower people, challenge perceptions, and create a home that people are proud to be part of.”

LEADERSHIP IN ACTION Both managers share a common belief: great care home leadership is about making every day better for the people Exemplar Health Care supports. That philosophy sits at the heart of Exemplar Health Care’s approach to complex care, empowering leaders to shape cultures where people can build independence and live fulfilled lives, supported by confident, capable teams.

It is found in the short daily huddle that keeps teams connected, it is found in the champion role that builds specialist confidence, and it is found in the decision to see potential where others see limitation.

By giving managers the autonomy to innovate, invest in their teams, and continually improve, Exemplar Health Care creates the conditions for high-quality care. But what truly defines a great care home manager is their ability to lead with clarity, build capability in their teams, and create environments where people can achieve more than they thought possible.

Newcomer to Influential Support Worker: Ade’s Fast-Track Career Success National Care Group’s Springvale Resource Centre, in Greater Manchester, is celebrating the success of one of its colleagues, who has been named ‘Support Worker of the Year’ at an annual awards.

Ade joined the specialist neurological service with no prior experience in social care. In less than two years, his confidence flourished, and he felt empowered to take on more responsibilities, resulting in a promotion to a senior role and a national award.

Wendy Bamford, Registered Manager at Springvale Resource Centre, nominated Ade for an ‘Outstanding Achievement Award’. She said: “Ade entered the field with fresh eyes, a compassionate heart, and a remarkable drive to make a difference. He joined as a bank support worker and, from the get-go, was eager to get involved with the complex care needs and routines of the people we support, build impactful relationships, and ultimately empower them to achieve their full potential.

“His quick progression to a senior support worker role, followed by promotion to team leader, reflects his dedication, ability, and natural leadership qualities. He’s a crucial part of our team at Springvale.”

Ade played a crucial role in organising and supporting two people from Springvale to go on their first holiday in over 15 years. The trip was not just a break from routine but a life-enhancing opportunity that enabled the supported people to enjoy new experiences and personal achievements.

Ade’s passionate support ensured that they were involved in the plans at every step, felt safe, and ultimately had an unforgettable vacation.

Wendy added: “Ade’s willingness to go the extra mile, whether staying late, picking up extra shifts, or creatively problem-solving, makes him an invaluable part of the team. He is a shining example of what outstanding support looks like and is incredibly deserving of the title Support Worker of the Year!”

Karen Lewis, Chief Operating Officer, National Care Group, said: “You don’t need qualifications or experience to join the social care sector and achieve career goals, and Ade’s story is a great example of that. National Care Group’s commitment to promoting career progression ensures everyone feels valued and part of a richer community that not only builds personal career paths but also enriches the lives of those we support. Congratulations, Ade, on your award; we can’t wait to follow your next steps.”

CleanEx: All Your Laundry Needs

with colleagues, hearing from laundry and cleaning experts, or finding the solution to issues at your own establishment.

CleanEx is organised by exhibition experts MEG Events for our magazines Laundry & Cleaning Today and Housekeeping Today. Together they also oversee two major annual awards ceremonies for the industry – The LADAs (which reward excellence in the laundry and drycleaning industry) and The Triple HHH awards, which celebrate care home staff alongside hotel housekeeping teams.

CleanEx 2026 at Ascot • Sunday 26 April, 9:30am – 5pm • Monday 27 April, 10am – 4pm Call MEG Events Ltd +44 (0)118 915 0505, Email megevents@laundryandcleaningtoday.co.uk Visit:

Care and nursing homes and specialist residential settings will find everything they need to make the most of their onsite laundries at the CleanEx 2026 exhibition on Monday, 26 and Sunday, 27 April.

The popular and well-attended exhibition at Ascot Racecourse features the very latest washing machines, dryers, finishing equipment such as ironers, detergents and stain removers – and much more.

CleanEx is not to be missed. Those attending will discover how time and money can be saved courtesy of the most energy-efficient equipment. The newest technological advances in both machinery and consumables include sustainability features which not only save on electricity and water but improve the wellbeing of staff by making work life easier, more effective and efficient.

All will be on show at CleanEx, which also provides other unmissable chances, whether that’s catching up

THE CARER DIGITAL | ISSUE 282 | PAGE 9

Care Homes Warn Dementia Patients in Wales Could Be Turned Away Unless Visa Rules Are Reformed Care homes in Wales could be forced to turn away elderly people with dementia unless ministers act to “fix the visa” for overseas staff.

In a stark warning ahead of the May 7 Senedd election, Care Forum Wales (CFW) says tightening immigration rules and the closure of visa routes are choking off a vital lifeline for the sector.

According to CFW, which represents more than 400 private and third sector care providers, the crisis is deepening because Wales has an ageing population and a shrinking working-age workforce.

The organisation’s election manifesto points out that international recruitment is no longer optional but essential to keep services running, particularly in rural communities.

Domiciliary care companies are also being badly hit with fears that providers lack capacity to look after people in their own homes.

In the manifesto CFW is urging the next Welsh Government to follow Scotland’s lead and take on direct sponsorship of social care visas, creating a stable and ethical route for overseas workers.

Visa applications were already being driven down by negative rhetoric from Westminster, restrictions on dependants and tougher recruitment conditions.

It was also pushing existing overseas workers to consider leaving, exacerbating a chronic workforce shortage that is fuelling delayed hospital discharges and longer NHS waiting times.

But the Scottish Government has stepped in to sponsor overseas care workers left high and dry and facing deportation.

They are providing £500,000 to support international social care workers already in the UK displaced by visa changes to settle and work Scotland.

The funding is used to meet the costs associated with moving and to and working in Scotland’s social care sector, for those who have found themselves without sponsored employment elsewhere in the UK. CFW chair Mario Kreft MBE rejected claims that care work is “low skilled”, describing overseas staff as highly trained, values-driven professionals who had stepped up during the pandemic and were now a cornerstone of the sector’s frontline.

Mr Kreft said employers had invested heavily in international recruitment and are required to pay them more than the Real Living Wage paid to domestic staff, contrary to the belief that they were cheap labour.

The real risk, warned Mr Kreft, was that without a sustainable visa pathway, more homes would be forced to reduce their services or even close , piling even more pressure on the beleaguered NHS. He said: “International care workers are not a ‘nice to have’ – they are the backbone of many services across Wales. Take them away and the system simply doesn’t function.

“To call care workers low skilled is frankly insulting. Try supporting someone with dementia at 3am or managing complex nursing needs with compassion and professionalism – that takes skill, compassion and heart.

“These are highly committed, highly trained people who stepped up during the pandemic when Wales needed them most. They deserve our respect and our support.

“They are doing a hugely important job keeping our most vulnerable people in a care home or their own homes when many of them would otherwise be in hospital, leading to even more pressure on the NHS. “Restrictions on dependants and constant negative messages have

created fear and uncertainty. Good people are now thinking twice about coming to Wales – or staying here.

“The next Welsh Government cannot shrug its shoulders and say immigration is nothing to do with us. If social care collapse, it will have a disastrous knock on effect on the NHS. “Scotland has shown there is another way. Wales needs to follow their lead, take control of sponsorship and send a clear message that care workers are welcome here.

“When social care can’t recruit enough staff, hospital beds fill up.

Operations get cancelled. Families are left in limbo.

“There are far too many people peddling the myth that anybody can work in a care home or provide domiciliary care. That’s just absurd because it is a highly skilled profession.

“The other fallacy is that overseas workers are a cheap option when the complete is the case.

“It costs much more to recruit international staff than it does to employ local people. The truth of the matter is that not enough local people are willing to work in social care.

“If we don’t grasp the nettle, the unintended consequences are potentially horrendous.

“If care homes and domiciliary care companies don’t have enough staff, they will either have to reduce the number of people for whom they provide care or shut down completely.

“Things are bad enough now but even more people won’t be able to get into hospital when they need to and down the line it’s something that could cost lives.

“This isn’t just a social care issue – it’s a national crisis.

“We are already seeing providers really struggling financially.

Without urgent action from the new Welsh Government, ministers risk presiding over avoidable closures and more bed blocking in Welsh hospitals.”

Care Home Workers Run For Charity Staff at Bayleaf Care Home in Huntingdon have taken part in a sponsored fun run to raise money for Parkinson’s UK. The Huntingdon 5k Inflatable Run took place at Huntingdon Racecourse on Saturday 11th April and after weeks of preparation and training, the team from Bayleaf, lead by General Manager, Katie Wilkinson passed the challenge with flying colours.

Katie Wilkinson, General Manager at Bayleaf Care Home, said: “Taking part in this challenge has been a huge amount of fun and everyone at the home has been behind us all the way. It’s for such an important cause. I’m very glad to be able to do my bit to raise further awareness and money for the charity.”

The Bayleaf Care Home team raised a grand total of £195 by completing the challenge, which will be donated to Parkinson’s UK.

THE CARER DIGITAL | ISSUE 282 | PAGE 11

NHS Experts Deployed To Tackle Corridor Care NHS leaders in trusts with the highest levels of corridor care are getting specialised and tailored support as part of plans to eradicate corridor care by the end of this Parliament.

Expert teams are being deployed to the most affected hospitals, providing bespoke clinical support to leadership staff, as early data shows the majority of corridor care is concentrated in a small number of NHS trusts.

The Getting it Right First Time (GIRFT) team are supporting leaders in the most affected hospitals to learn from those NHS trusts which have already made significant inroads into reducing corridor care this year – all at a time when significant progress is being made across urgent and emergency care, including the shortest A&E waiting times in four years and ambulance response times the fastest for half a decade despite record demand.

The specialist GIRFT teams provide tailored support to each hospital – including identifying how to improve discharge and flow, helping trusts to better understand their own data so they can improve predicting when surges in demand may appear and supporting clinical leaders in improved decision making.

Alongside introducing a new, measurable definition of corridor care, the targeted support is the latest in a series of steps the government is taking to drive urgent improvements and show it is serious about delivering for patients.

To further tackle pressures in busy hospital departments, the gov-

ernment can now confirm the locations for 40 new and expanded urgent care sites across England.

The programme, backed by £215.5 million, includes 10 new urgent treatment centres (UTCs), four expanded UTCs, five new same day emergency care (SDEC) services and 21 expanded SDECs, providing a significant increase in frontline capacity.

This will help ease pressure on A&E departments by ensuring more patients are treated in the right setting. Reducing waiting times and improving patient flow through hospitals to tackle corridor care.

Health and Social Care Secretary Wes Streeting said: For too long, the normalisation of corridor care has been baked into our NHS – it’s unacceptable, undignified and exactly why this government is shifting the dial for patients and staff.

“We’re sending in specialist teams of experts to identify the causes in some of the worst offending trusts and swiftly rectify the problems they find.

“That, plus new and expanded urgent care centres will mean patients are treated more quickly and in the right place, while easing pressure on busy A&Es to care for the most serious cases.

“We are cutting waiting times and moving away from unacceptable corridor care, building an NHS that treats patients with dignity.

After the NHS performed significantly better this winter, we are going further to strengthen services and build a system fit for the future, backed by record investment.

Despite corridor care continuing to affect a number of NHS hospitals, there are already green shoots of recovery. For example, at Queen’s Hospital in Romford, where corridors are now clear of patients that were full during the peak of winter, as a result of improving flow and stronger working between Urgent and Primary Care Services.

A new initial assessment process was introduced, reducing the waiting times by 37 minutes and increasing access to a senior decision

makers to ensure patients are being seen in the right place. The frailty Same Day Emergency Care Centre is also helping reduce the number of older patients being cared for in corridors, with multi-disciplinary teams focused on offering rapid, comprehensive assessment and intensive support so patients leave hospital as quickly and safely as possible.

NHS England published clear a definition of corridor care for the first time last month to allow trusts to begin collecting data, which will be published from May. It has also outlined its ‘model emergency department’ – a blueprint for how services should operate from this year. This will involve more assessments and triage by senior clinicians earlier, allowing patients to be cared for away from busy A&Es where appropriate.

Alongside this, to tackle discharge delays, we are joining up NHS and social care throughNeighbourhood Health Teams- so more people can get the care they need at home – and backing adult social care with a£4.6billion funding boost.

Chris McCann, Acting Chief Executive of Healthwatch Englandsaid: “We welcome the support that’s being given by specialist teams to trusts facing acute corridor care pressures.

We hope this will address the evidence we shared, along with nursing leaders, of distressing patient and staff experiences earlier this year.

“Even one case of corridor care is one too many. It is vital that every NHS trust in England commits to preventing or ending corridor care, and that the public can see where progress is being made. The new, regular data due to be published from next month about the number of corridor care cases in every hospital is therefore welcome.

“As new urgent care sites are rolled out, it will also be important for the NHS to make local communities aware of the most appropriate place to visit when they have an urgent care need.”

Care Home Residents Visit The Sights Of St Ives Staff and residents from Barchester’s Bayleaf Care Home, in Huntingdon had a fantastic time visiting the Historic Town of St Ives where they all enjoyed a relaxing walk along the Great River Ouse, before stopping to feed the pigeons and the ducks.

John Whelan, resident at Bayleaf Care Home said: “We have all had the most wonderful time visiting St Ives. It is so lovely to be able to visit places like this and soak up the atmosphere. It almost feels like I am on a short holiday.”

General Manager, Katie Wilkinson said: “We absolutely loved being able to take our residents out and about to visit St Ives, it makes us so happy to be able to access venues like this. It has been a fantastic day and we’ve all thoroughly enjoyed ourselves.”

Our varied life enrichment programme keeps residents active, and provides a daily choice of engaging physical, mental and spiritual activities tailored to residents’ interests and abilities.

PAGE 12 | THE CARER DIGITAL | ISSUE 282

Care System Requires A Phased Shift Away From Reliance On Overseas Workers

By Younes Ech-Chadli, Principal Associate at Weightmans LLP(www.weightmans.com)

As overseas recruitment into the care sector falls sharply, providers face mounting operational and compliance pressures. Younes Ech-Chadli, Principal Associate at international law firm Weightmans, explores the risks and why a more strategic approach to international hiring is now essential.

The latest Home Office figures on health and care worker visas should give anyone involved in adult social care pause for thought. In 2023, more than 145,000 visas were granted to main applicants. By 2025, that number had fallen to just over 13,000, a drop of more than 90 per cent in two years.

For a sector that has come to rely heavily on international recruitment to plug workforce gaps, this is a structural shock.

At a time when demand for care continues to rise, driven by an ageing population, increasingly complex needs and pressure on NHS discharge pathways, the pipeline of overseas workers has slowed dramatically. The consequences are already being felt and will intensify.

A WORKFORCE MODEL UNDER STRAIN Overseas recruitment has long acted as a release valve for providers grappling with vacancies, particularly in roles difficult to fill domestically. The sharp reduction in visas now exposes how fragile that model has become.

The impact is immediate. Staffing gaps are increasing reliance on agency workers, driving up costs and forcing decisions about reducing capacity or declining new admissions. For a sector already operating on tight margins, this creates financial and regulatory risk.

There is also a growing compliance burden. The regulatory environment around sponsorship has tightened, with greater scrutiny from UK Visas and Immigration (UKVI) and a rise in Civil Penalty Notices for illegal working, alongside increased licence suspensions and revocations. For providers unfamiliar with evolving rules, the risk of losing a sponsor licence is real.

The human impact is equally significant. Existing staff are being asked to do more under challenging conditions, accelerating burnout and turnover and further destabilising services.

POLICY INTENT VERSUS PRACTICAL REALITY

the Immigration Salary List but are due to be removed on 22 July 2028, creating the risk of a cliff-edge for providers reliant on international recruitment.

What is emerging is a widening gap between policy intent and operational reality.

Navigating a more complex immigration landscape The challenge for providers is not just reduced access to overseas workers, but navigating an increasingly complex immigration framework.

Changes to salary thresholds, restrictions on cost recovery, and expectations around demonstrating domestic recruitment all require careful handling. Documentation and processes must now withstand greater scrutiny. Immigration compliance is now a core operational risk.

Providers must take a more strategic approach by reviewing recruitment practices, strengthening governance and ensuring sponsorship obligations are fully understood. Legal advice is essential. Getting it wrong can result in revoked licences, disrupted services and reputational damage.

SHORT-TERM PRIORITIES: STABILITY AND SUPPORT In the immediate term, the sector needs stability and clearer guidance from government on what constitutes sufficient “UK-first” recruitment. Providers must be able to demonstrate compliance with confidence.

There is also a need for proportionality in enforcement. Most providers are operating in good faith, navigating a fast-changing system while maintaining safe services. While action against those who exploit workers or abuse the system is necessary, this should not result in compliant providers being unfairly tarnished. A collaborative approach between regulators and providers will be critical.

Targeted transitional support should also be considered, particularly for high-need sectors such as social care.

LONGER-TERM REFORM: BUILDING A SUSTAINABLE WORKFORCE Looking ahead, the sector must move towards a more sustainable workforce model, but this will require time, investment and coordination.

Improving pay and conditions will be central, alongside career development, training and professional recognition. The proposed Adult Social Care Negotiating Body may play a role, but only if backed by realistic funding.

Equally important is repositioning care as a viable long-term career. Without this, domestic recruitment efforts will continue to fall short.

International recruitment will remain part of the solution for the foreseeable future. The priority should be ensuring it is carried out ethically, sustainably and compliantly.

A NEED FOR JOINED-UP THINKING

There is a renewed policy focus on prioritising domestic recruitment, tightening compliance and addressing worker exploitation. These are legitimate aims, but the pace of reform risks outstripping the sector’s ability to adapt.

Recruiting from the domestic workforce is not a simple substitution exercise. Structural challenges, pay, perception of care roles and competition from other sectors, remain unchanged. Restricting access to overseas workers without addressing these fundamentals does not solve the problem; it shifts pressure elsewhere.

That pressure will increase further given that care worker and senior care worker roles are currently on

This situation highlights the need for a more joined-up approach to workforce planning.

Immigration policy cannot operate in isolation from health and social care strategy. Decisions in one area have direct consequences in another.

If the government is serious about reducing reliance on overseas workers, it must set out a credible, phased plan for developing the domestic workforce, alongside practical support for providers during the transition.

The decline in overseas visas is not, in itself, the problem. But without a coherent strategy to replace what is being lost, it risks becoming the catalyst for a deeper crisis in care delivery.

Join us at The Care Forum Join us at the Care Forum – a unique event designed for senior professionals responsible for purchasing care home facilities, alongside providers of the latest innovative products and services within the healthcare sector.

The event follows our award-winning format, offering the opportunity to meet 1-2-1 with suppliers through a personalised itinerary of meetings in a relaxed and intimate setting.

8th & 9th June 2026

Radisson Hotel & Conference Centre, London Heathrow

BUYERS TO THE INDUSTRY Attendance is entirely free for buyers. Your pass includes a personalised itinerary of relaxed 1-2-1 meetings with budget-saving suppliers who match your needs, access to insightful and educational seminar sessions led by industry thought leaders, valuable networking opportunities, breakfast, lunch and refreshments throughout,

overnight accommodation at the venue, and attendance at our gala dinner with entertainment.

Confirmed speakers include Sultana Pasha, Quality & Compliance Director at KYN presenting “In My Experience: How to stay compliant with CQC” and Lauri SmithFounder & CEO at The Civility Gap presenting “Breaking silos between health, social care, community services”.

Additional sessions will be announced soon.

Buyers can register via our booking form at https://thecareforum.co.uk/delegates-booking-form/

SUPPLIERS The Forum connects you with healthcare professionals who have specifically requested to meet you and are actively seeking solutions.

Benefits include a personalised meeting itinerary, access to senior decision makers, branding exposure, full catering, a pre-built meeting stand, overnight accommodation, and a gala dinner.

The Forum offers an unparalleled opportunity to promote your solutions to engaged decision-makers reviewing their suppliers.

For more information, please contact j.healy@forumevents.co.uk

A New Reality in Care: Our VR Journey Begins At Broomy Hill Nursing Home, innovation and compassion come together in the most inspiring way. Residents at the home are stepping into a whole new world with the introduction of virtual reality headsets. It is an exciting innovation with the power to create uplifting and meaningful moments for the residents under our care.

Virtual reality is becoming an exciting innovation in care homes and at Broomy Hill Nursing Home it is making a meaningful impact. VR is more than just a tool; it allows residents to relive cherished memories and experience activities they may no longer be physically able to do.

For residents with dementia or complex mental health needs, VR stimulates memories, sparks conversations, and provides relaxation through immersive experiences. Using headsets to create digital 3D environments, VR acts as a tool for cognitive stimulation, pain relief, and wellbeing, enabling individuals to safely revisit familiar places or explore new worlds.

We were thrilled at the opportunity to be a part of the Recreo VR experience. It was something new for the residents and us. However, it is not only something new; it is a learning experience for the entire staff at the home.

Our Wellbeing Lead, Lauren, is currently working on a list of available experiences that our residents can choose from to do something different each time they use the headset. This way, our residents will have something new to look forward to each time they use the headset, as new content is added every eight weeks.

One of the new experiences that our residents will enjoy in the near future is a seated safari, where they will have the opportunity to come face to face with a rhino from the comfort of their chair.

Recently, our residents travelled through time to the 1950s, where they had a virtual visit to a traditional house, cinema, and a high street. In the house, our residents travelled from room to room, exploring the food pantry and admiring the decorations of the house. In the cinema, our residents explored the ticket office, the reel room, and the cinema itself. In the high street, our residents visited an electronics shop, a record shop, and a toy shop, enjoying the experience of each of these different stores.

Many of our residents commented on how real the experience felt, almost like stepping into a memory. Some were actually looking at their hands to get used to the virtual world. As the shops, toys, and songs from the period were brought up, the experience naturally evolved into memories and stories. The dialogue was effortless as the resident's shared memories from their own lives to each other and staff.

Virtual reality is more than just an activity at Broomy Hill. It is another meaningful way we promote wellbeing and engagement for our residents. By using Recreo VR, we encourage conversation and reflection, while continuing to look for ways to enhance quality of life within our home.

For further information visit www.recreovr.co.uk

THE CARER DIGITAL | ISSUE 282 | PAGE 13

Unpaid Carers Impacted by Unclear Guidance to Have Debts Cancelled Tens of thousands of unpaid carers affected by confusing guidance on their earnings are set to have their debts reduced, cancelled, or refunded, in a major reassessment of cases launched by the government.

The move follows ministers’ acceptance of 38 of the 40 recommendations made by the independent Sayce Review into Carer’s Allowance overpayments in November 2025.

From April 2015 to September 2025, guidance on how to average irregularly fluctuating earnings was unclear and did not accurately reflect the law.

Carers juggling paid work alongside at least 35 hours of unpaid caring built up debts without realising they had exceeded the weekly earnings limit. That was a failure of the system, and this government is taking action to put it right.

The DWP will now review over 200,000 cases. Around 25,000 carers could see their debts reduced, cancelled entirely, or receive refunds where money has already been repaid. In most cases, DWP holds all the information it needs. Carers do not need to contact DWP — the department will get in touch if it needs anything further.

The exercise comes after the government took action to improve lives for carers, including increasing the weekly Carer’s Allowance earnings limit by a record amount in April 2025, and increasing again to £204 net per week for 2026/27. That means some unpaid carers can now earn around £10,000 a year and still receive the benefit.

Work and Pensions Secretary Pat McFadden said: We inherited a system that left unpaid carers building up debt through no fault of their own, something we’re determined to put right.

That’s why we accepted the vast majority of the Sayce Review’s recommendations and are now getting to work implementing them, kicking off the reassessment exercise to review cases impacted by unclear guidance.

Carers are vital to our communities, and we are committed to taking action to rebuild their trust.

Helen Walker, Chief Executive of Carers UK, said: “We are pleased to see the government taking decisive action to start putting right the failings of the past and provide carers with the redress they deserve. The reassessment process marks an important step in tackling these systemic failures.

“Carers UK has been campaigning on the issue of Carer’s Allowance overpayments for more than seven years, and during that time we have heard from hundreds of carers who have experienced severe financial strain and emotional distress as a result.

“As we mark the 50th anniversary of Carer’s Allowance this week, it is encouraging to hear that the government is also exploring further options for reform. This is sorely needed to ensure that it properly supports and recognises the contribution of unpaid carers, while protecting them from financial hardship.”

Kirsty McHugh, Chief Executive Officer of Carers Trust, said: “Carers

Trust warmly welcome the Government’s willingness to get on with the reassessment exercise and undo historic mistakes. This will have a huge impact on thousands of unpaid carers who were penalised for no fault of their own. It has been reassuring to see the Government accept the vast majority of the recommendations of the Sayce Review, whilst the £75 million allocated by last year’s Budget is further evidence the Government is serious about righting these wrongs.

“We thank Liz Sayce for her work, alongside the carers and local carer services who shared their stories to make the Review as effective as possible. We’ll now be helping our network of 130 local carers services support carers as the reassessment exercise gets underway.”

Around half of those changes have already been made, with further reforms under way to modernise the benefit and prevent problems like this from arising again.

As well as increasing the weekly Carer’s Allowance earnings limit as part of wider efforts to bear down on the cost of living, the government is also exploring whether earnings calculations can be automated and whether the current cliff-edge earnings rule can be replaced with a tapered system, to reduce the risk of overpayments in future.

The government has also updated its guidance on fluctuating earnings to ensure that averaging is properly considered and has worked with carers and carers’ organisations to make sure its communications are clear and accessible.

Animals Race Across the World to Belong Atherton Swiss Valais blacknose sheep, Chinese Silkie chickens, and

facilitate the animal assisted therapy, with Belong Atherton’s residents

Pygmy goats have been spotted in Atherton as Belong customers

and tenants encouraged to try something new, forge fresh friend-

and the community have been playing host for special meet-and-

ships, and enjoy a sense of camaraderie looking after their guests.

greet sessions with animals from across the globe.

In addition, it proved to support the wellbeing of those living with

Tiny African Scops, Eurasian Eagle, and Harris’s Hawk owls have

dementia, with animal therapy providing the opportunity to socialise

also joined the fun at the Mealhouse Lane care village, with its older

without the need to engage in conversation, meaning those with little

community petting their new companions, finding out all about

or no verbal communication can also participate.

them, and in some cases, taking on the role of looking after them.

Catherine Appleby, Belong Atherton experience support worker,

The special sessions were arranged by the village’s experience

said: “What amazing visits we have had. Our residents, tenants and

team as part of its vibrant activities programme which also invites

Experience Days customers have especially loved the animals pranc-

the wider community to participate.

ing around their home, the birds flying freely, and being able to hold

Mobile Farm Cheshire, and Owl Adventures were called upon to

and have cuddles with the smaller animals.”

THE CARER DIGITAL | ISSUE 282 | PAGE 15

CQC Update: New Draft Framework Published

Article supplied by Croner Ltd (https://app.croneri.co.uk)

Following the public consultation, “Better regulation, better care”, that closed in December 2025, the Care Quality Commission (CQC) has now published a draft of its proposed new inspection framework on Tuesday 24 March 2026. Although this is not the final version, it gives care providers a good idea of the CQC’s intentions towards improving its inspection process and an idea of what to prepare for when it is finalised. Maria Blackwell, Care Specialist Technical Writer, explores the proposed changes and what it means for care providers.

likely to be held accountable for something that is outside of their control.

The proposed new framework also has increased emphasis on reallife impacts on the people using services. By using the “I statements”, people receiving care are put at the heart of the framework, which have been drawn from the Making it Real Framework (co-produced by Think Local Act Personal).

BACKGROUND

One of the main areas that has not been looked at within this draft of the new framework is environmental sustainability. The CQC has said that: “We recognise further work is required to understand and establish an evidence-based approach in this area. We will work with the sector and other relevant stakeholders to determine the most appropriate and proportionate approach to consider environmental sustainability in future versions of our assessment approach.”

The CQC inspection framework was originally based on the Key Lines of Enquiry (KLOEs), which were then replaced with the single assessment framework (SAF). The SAF was introduced by a phased rollout starting in November 2023 with all services having adopted this by spring 2024. The SAF was published as a one-size-fits-all approach, where inspections for everything from hospitals to care homes were based on the same inspection framework.

Providers and inspectors have provided feedback that shows this framework was too complex. The feedback suggested the one-sizefits-all approach does not work in practice, for example, how “safe” looks different in a hospital and a care home. There was not enough transparency about how providers can achieve a better rating, for example, what “outstanding” looks like in practice. Providers, the public and CQC staff also found that the “quality statements” were too highlevel and did not have the same level of detail as the original KLOEs system. There was also feedback provided by professionals to suggest that the SAF was not used consistently across different inspectors and quality was not being judged effectively.

WHAT ARE THE PROPOSED CHANGES? Although the CQC is labelling the draft framework as KLOEs, instead framing it as “structured questions”, there are a lot of familiarities between the two. There is a reversion to more structured prompts and interrogative inspection style, rather than the narrative-based approach SAF.

WHAT HAS NOT BEEN LOOKED AT IN THIS DRAFT?

One of the main changes proposed in the draft framework is a distinction between separate types of provisions, making the inspections more sector specific. This gives both providers and inspectors more focus and less of a blanket guidance across different types of settings.

The four areas are as follows.

• Adult social care.

• Mental health care.

• Primary care and community services.

• Hospitals (secondary and specialist care).

Now, there are more distinct and detailed ratings characteristics, which describe what each rating looks like under the five areas: Outstanding, Good, Requires Improvement and Inadequate. This is under review to add clarity to the boundaries between these ratings, as previously it was difficult for providers to distinguish what they could do to improve. This should help providers to understand more clearly why they have been given the rating they have, following an inspection.

Part of the changes also include the recognition of what is within the control of the provider, and what is potentially an issue with the commissioning landscape. This should also help providers as they are less

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NEXT STEPS FOR PROVIDERS It is important to remember that this is not the final version of the framework. In case you were to be inspected prior to the final version being published, it is not advisable to make any major changes, as the draft could be revised or modified. It is still worth auditing yourself against the new proposed framework to see what rating you are currently working at, and what you would need to do to move up to the next rating. Get your digital and hard copy files in order and focus on ensuring that you are up to date with all your paperwork, such as auditing, reviews and risk assessments.

However, it is worth familiarising yourself with the draft and what the changes look like against how your service is running now. As the CQC is also increasing its inspection activity, it is advisable to always remain “inspection ready”.

FURTHER READING • CQC consults on plans for new sector-based approach to regulation, Navigate Care, Croner.

PAGE 16 | THE CARER DIGITAL | ISSUE 282

Digital Progress Is Real, But The Gap Between Providers Is Becoming Too Big To Ignore

By Barry Price, Content Operations and Delivery Manager of QCS, an RLDatix Company (www.qcs.co.uk) The latest government survey on technology in adult social care gives us a mixed picture. On the one hand, the sector has made huge strides in digitisation over the past few years. On the other, the divide between large and small providers is now so clear that it risks slowing the whole system down.

There is a lot to celebrate. There is also a lot to worry about.

A sector that is moving forward, but not at the same pace The rise in Digital Social Care Records is impressive. In 2021, fewer than half of providers used them. By July 2025, that figure had reached 80 per cent. DSCRs are becoming the norm, and they are transforming how information is recorded and shared.

Other tools are also becoming part of everyday practice. Digital rostering, eMAR, video calls, accounting software and HR systems are all widely used. These are the sorts of tools that reduce paperwork and free up staff time, which is something every provider needs.

But the headline figures hide a serious imbalance. Large providers are adopting technology at a much faster rate than microproviders. The contrast is stark: • 88 per cent of large providers use DSCRs, compared with 57 per cent of microproviders • 40 per cent of microproviders use no care technology at all, compared with 11 per cent of large providers This is not a small gap. It is a structural divide that will not close on its own.

Care delivery technology is growing, but unevenly Sensorbased monitoring is now the most common care delivery technology, used by 43 per cent of providers. These tools can make a real difference to safety and quality of life, especially in residential settings.

But again, size matters. Personal alarms are used by nearly two thirds of large providers, but fewer than one in five microproviders. Health and wellbeing apps are one of the few technologies with consistent uptake across the sector, but more advanced tools like virtual reality and smartwatches remain niche.

The pattern is clear. The more expensive or complex the technology, the more likely it is to be used by larger organisations.

Connectivity is becoming a major pressure point Digital care relies on strong, reliable internet access. Yet a third of large residential providers say they do not have fullsite connectivity. That is a serious problem when so many digital tools depend on stable WiFi. Broadband needs are rising quickly. Today, around a quarter of providers need superfast or ultrafast broadband. In three years, the number needing gigabitspeed connections is expected to quadruple.

Perhaps the most telling figure is that 44 per cent of providers are unsure what connectivity they will need in the future. That uncertainty alone is a barrier.

There is also an equity issue. Most residential providers include WiFi in the care plan, but in domiciliary care, most people pay for their own. That creates a risk that access to digital care becomes dependent on personal finances.

Funding is the biggest barrier by a long way The survey confirms what the sector has been saying for years. The main obstacle to adopting technology is cost.

• 73 per cent cite setup costs • 70 per cent cite ongoing licence fees • 82 per cent want support with ongoing costs • 67 per cent need help with upfront investment

These are not small numbers. They reflect a sector that is stretched financially and cannot absorb additional costs without support.

Other barriers add to the challenge. Staff training and turnover, cybersecurity costs, connectivity issues and reluctance from some service users all play a part. But none of these come close to the financial pressures providers face.

A clear message for the years ahead The government wants every CQCregistered provider to be fully digitised by 2029. The progress so far shows that this is possible, but only if the smallest providers are supported properly.

If microproviders continue to fall behind, the sector will end up with a twotier digital landscape. That would undermine the benefits of digitisation and risk widening inequalities in care.

To avoid that, the sector needs: • Longterm funding for both setup and ongoing costs • Targeted support for microproviders • Clear guidance on future connectivity requirements • Investment in staff training and digital confidence • Practical reassurance about safety, data protection and the value of technology Digitisation should help everyone, not just those who can afford it. The survey shows how far the sector has come, but it also shows where the focus needs to be if the next stage of progress is going to be fair and sustainable.

How QCS supports providers on this journey For providers trying to navigate this fastmoving landscape, QCS offers the practical support that makes digital change feel manageable rather than overwhelming. With uptodate guidance, easytouse tools and expert insight, QCS helps organisations of every size build confidence, strengthen compliance and make informed decisions about technology. Whether a provider is just starting out with digital records or looking to embed more advanced systems, QCS gives them the structure and reassurance they need to move forward with clarity.

LifeCare Residences Appoints Alexandra Albu as Head of Care for The Albert Suites and Battersea Place LifeCare Residences has announced the appointment of Alexandra Albu as the new Head of Care. In this pivotal role, Alexandra will oversee the clinical excellence and bespoke care services for The Albert Suites, London’s luxury care home, as well as the comprehensive care functions within Battersea Place, London’s first luxury retirement village overlooking the verdant expanse of Battersea Park.

Alexandra joins the team with a distinguished career in nursing and social care management. Originally from Romania, where she completed her studies in both Nursing and Tourism Management, Alexandra moved to London in 2016.

While her early ambitions were set on Accident & Emergency medicine, her journey through the UK’s social care sector sparked a profound passion for building long-term, meaningful relationships with residents.

Most recently serving as a Home Manager with HC-One, Alexandra has cultivated a reputation for combining clinical precision with a compassionate, person-centred leadership style. Her philosophy is simple yet profound:

excellence is achieved through the art of listening.

Alexandra Albu, Head of Care, commented: “I am incredibly honoured to join LifeCare Residences. My mission has always been to provide the highest standards of care while creating a positive, lasting change in the lives of those I support. I fell in love with social care because of the unique privilege it affords us to make a genuine difference every single day. I look forward to fostering an environment of transparency and excellence, where my door is always open to residents and their families.”

Liam Stack, General Manager of Battersea Place, added: “We are thrilled to welcome Alexandra to the LifeCare family. Her extensive clinical background and her unwavering commitment to the wellbeing of residents make her the perfect fit for our community. At Battersea Place, we pride ourselves on offering a lifestyle that is as reassuring as it is elegant, and I am confident that Alexandra’s leadership will further enhance the premium care experience we provide to our residents.”

Family-Owned Spellman Care Shortlisted for Four National Industry Awards Spellman Care has achieved a remarkable feat by being named a finalist in four separate categories at the inaugural Stars of Social Care Teams Awards 2026. This recognition marks a significant milestone for the group, proving once again that local, independent care providers can compete at the highest level on a national stage.

While the social care sector is vast, the Stars of Social Care Awards specifically seek out the UK’s most exceptional contributors. For a small group with deep roots in the Craven district, the Aire Valley, and Aireborough to secure four finalist spots is a rare and prestigious achievement, setting Spellman Care apart from much larger national providers and highlighting the power of person-centred, local care.

This latest recognition is not an isolated success but rather the next chapter in a sustained period of growth and excellence for the group. Over the past two years, Spellman Care has consistently been recognised for its high standards, winning the Independent / Family Business of the Year at the Keighley and Airedale Business Awards in 2024 and being crowned the national “Connected Care Champion” at the 2025 Champions of Care Awards for it’s use of digital care planning.

This momentum continued through 2025, with the group being Highly Commended at the Great British Care Awards and securing a finalist spot in the Social Care Leadership Awards.

These four new finalist spots at the Stars of Social Care Teams Awards 2026 build directly on this foundation, demonstrating that Spellman Care’s commitment to innovation and quality continues to be recognised

by industry experts across the UK. The categories where Spellman Care has been named a 2026 national finalist include: • The Wellbeing Warriors Award – The Spellman Care Team: For creating a culture of support and connection between staff, residents, and families.

• The Sparkle and Shine Squad Award – The Craven Nursing Home Housekeeping Team: For their essential work in keeping the home environment safe and beautiful.

• The Innovation Pioneers Award – The Spellman Care Team: For redefining the modern care experience through creative, forward-thinking initiatives.

• The End of Life and Palliative Care Team Award – The Springbank Care Home Team: For their compassionate and dignified approach to end-of-life care.

Philippa Young, Group Operations Manager at Spellman Care, commented: “While we are no strangers to the awards stage, the feeling of pride never diminishes; if anything, it grows with every new accolade.

Securing four national finalist spots is a powerful validation of our belief that being a smaller, family-run group is our greatest strength.

“It allows us to keep our focus exactly where it should be—on the people we care for and the incredible teams who support them. At the heart of this success are our core values of Kindness, Dignity, and Compassion, which guide everything we do. These nominations aren’t just for the mantelpiece; they are a celebration of the heart, soul, and tireless innovation that our staff pour into our homes every single day.”

PAGE 18 | THE CARER DIGITAL | ISSUE 282

Report Reveals How Families Experience Care Today and What Providers Must Do Next A new report has revealed that families want real-time updates on care, but many are still in the dark, the new UK research, and has called for greater investment in social care digitisation to improve trust, transparency and communication.

The research from care management software company Log my Care, in partnership with Care England, reveals a major shift in how UK families want to stay informed and involved in their loved one’s care, and the growing role that digital tools can play in strengthening trust, transparency and communication at a time when the adult social care sector is under unprecedented workforce and funding pressure.

The research, conducted by Sapio, surveyed 1,000 people responsible for arranging care for a family member. Among families whose providers offer a digital platform, 81% said it contributed positively to the quality of care their loved one received. The findings show expectations are rising, and families want reliable digital tools that provide real-time updates, two-way communication, and greater visibility throughout the care journey.

However, the research exposes a clear gap between what families want and what they currently receive.

Sixty-two per cent said they would like to receive updates via a care app or digital portal, yet only 41% currently do. Almost a quarter (24%) report they have no access to any digital tools to manage or interact with service provision.

When platforms enable two-way communication, they become even more valuable. Eighty-seven per cent of families using digital tools say they can share updates with their care provider through the platform.

However, reflecting the gap between expectation and experience, seven in ten families (70%) say they would like to receive updates once a day, compared to only around half (51%) who receive updates at that frequency.

The research also highlights challenges that providers must address to build confidence. One in five families (20%) find digital platforms difficult to use, while 17% say platforms do not provide the information they need. Training and onboarding remain key barriers, with 17% stating they lack adequate training or support from their care provider. Concerns about timely updates are also significant, with 24% of families saying information is not updated in real time.

The findings underline the need for providers, commissioners and system leaders to treat digital communication as core care infrastructure, rather than an optional add-on. The report argues that closing the “expectation gap” between what families want and what services currently offer is central to rebuilding confidence in care, particularly in learning disability, mental health and older people’s services.

The findings suggest the debate has moved beyond whether digital tools belong in care, and instead centres on how they should be implemented to support families without undermining trust. Most families (82%) say they would be open to emerging technologies such as video updates, real-time dashboards, or AI powered care summaries, though 35% would need reassurance about data privacy and security.

Sam Hussain, CEO, Log my Care said: “Families are navigating an increasingly complex landscape long before they ever choose a provider, and too often they are doing so without clear, consistent signals of what good looks like. We produced this report to reflect families’ real experiences and to give providers practical, proportionate ways to strengthen confidence day to day. Social care has digitised quickly, but digital maturity is not about adding more tools. It is about using technology with intent: making good care more visible, keeping families informed and reassured, and doing it in a way that reduces reactive workload rather than adding to it.”

Professor Martin Green OBE, Chief Executive, Care England said: “This research reflects what we hear consistently from families and providers alike: confidence in care is built through everyday communication, visibility and trust, not just through headline indicators of quality. Digital tools, when used well, can strengthen relationships between families and care services, reduce anxiety, and support more open, person-centred care.

“But technology is not a silver bullet. Investment in digital infrastructure must go hand in hand with investment in people, training and culture if we are to realise the full benefits for families and those drawing on care and support. At a time when the sector is under intense financial and workforce pressure, this research offers a practical reminder that improving communication and transparency is not just good practice, it is fundamental to sustaining confidence in the care system.”

World Art Day Embraced at Care UK Care UK homes have brought out the arts and crafts supplies today, embracing creativity with residents on World Art Day. Creative outlets are important for all residents, but especially for those living with dementia as it offers a way to practice fine motor skills whilst boosting cognitive function. Art can be made accessible for people of all abilities and can be an outlet for self-expression, especially for those who have difficulty communicating.

Art and creativity are vital to leading a fulfilling life in the homes at Care UK, with lifestyle teams constantly encouraging residents to pursue lifelong passions and hobbies - or pick up new ones!

Over in Epsom, Appleby House regularly offers a range of creative therapies, including arts, crafts, and music. The care home's ‘Appleby Tate Gallery’ provides a platform for residents to showcase their artwork. Appleby House was also the first care home in the UK to take part in Art Explorer, an initiative which allows virtual visits to art galleries around the world and real-time interaction with the works on display.

One resident at Appleby House who had never attempted much painting in her life but was a lover of the arts and creative processes, joined one of the home’s abstract painting afternoons.

“At first she was a little intimidated by the white canvas,” Lead Lifestyle Coordinator Lisa Maria says, “but as soon as we spread paint around the white space and she saw colour come alive, the joy that she experienced was infectious. She was so amazed at what she created that she said she felt liberated!”

Some residents who enjoyed art in their earlier years feel they have ‘lost’ their creative drive. Lisa Maria says the team encourage them through a soft approach to see if they can find their passion again. “We have had residents who have found a new ‘hobby’ or have found the pleasure in simpler pursuits like mindful colouring. We do not have a strict practice of painting or drawing here but are blessed that we

have the capacity to do a range of practices within the arts in our creative home here at Appleby.”

Maureen, a resident at Silversprings in Colchester, has become particularly popular for her beautiful artwork she creates. Maureen uses recycled materials in the home, clay, oil pastels and all sorts of other mediums to get creative and express herself.

“I love being able to give back to people,” she says, as she has gifted lots of people her art, including care assistants and other residents at the home.

Llys Cyncoed in Cardiff is also no stranger to artists, with resident and award-winning artist Vivien Burgess holding a botanical art exhibition of her work last year.

Guests had the opportunity to view and purchase 28 original pieces of Vivien’s work, displayed throughout the home’s library, with just over £2000 being raised during the exhibition, all of which was donated to charities chosen

by Vivien: Velindre Cancer Centre, Salvation Army and UNICEF, and Children in Gaza.

Her work, which has been displayed in many galleries, has won her multiple awards from the Society of Botanical Artists, Royal Horticultural Society and Ringwood Art Society. She also became a fellow member of the Society of Botanical Artists and a member of the Royal Miniature Society, Hilliard Society and Society of Limners.

Carley Hunt, Home Manager at Llys Cyncoed, said: “It was a truly beautiful day and so heartwarming to see the smile on Vivien’s face as everyone browsed her work. It is really important to us here at Llys Cyncoed to encourage residents to keep up their hobbies and passions and events like these are a great way to do that.”

This World Art Day, homes will be embracing all things creative and artsy, giving residents the opportunity to embrace their passions, or find new ones!

Grand(E) Way To Help Address Barriers To Postural Care Addressing postural care should be a pre-requisite of occupational therapy yet is a postcode lottery, says RCOT(1).

The problem is further complicated by lack of awareness among professionals, the breadth of issues posture management affects resulting in multiple disciplines being involved, and the diversity of equipment required to achieve round-the-clock support and correction and thus funding streams.

AAT is aiming to simplify the process.

Its Grande vacuum posture cushion delivers almost all sedentary and supine positioning support required day or night.

So just one health professional need prescribe.

Caregivers can precisely mould and fix the mattress-sized cushion to correctly support whether sitting or lying in the day or sleeping at night. Grande can be used as a mattress for resting, sleeping or physiotherapy, or folded to create a seat- stand-alone, on a chair, on a sofa.

Its construction also means it is tactile and easily transmits sound waves, so it can double as a conductor for sensory stimulation.

The technology Grande uses is based round the principles of a bean bag, giving the precise shaping inherent in the concept. The beans contour precisely to the required body shape. By

attaching a pump, the air between the beans is extracted, fixing that shape with the preferred degree of firmness.

The shaping can be as detailed as required, providing correct stabilisation with minimal pressure and even allowing for pommels, wedges, hollows for feeding tubes. There is no need for restraint, even during dystonic episodes or hyperactivity.

Frequent re-plumping/ positioning of conventional cushion-type posture systems becomes a thing of the past.

To re-shape, simply allow air back into the Grande and mould as necessary, be it a simple adjustment for body position and comfort or a complete reconfiguration.

“The role postural care plays in the health and wellbeing of disabled people and their carers is acknowledged, but the way our health service is structured, delivery is fragmented. Yet addressing it would have a huge impact not only on the people who need it, but on the demand for associated NHS services,” says Peter Wingrave, AAT Director.

“If just one healthcare professional thinks outside the box and looks at something like Grande, that answers the specific issue they have for a client but simultaneously could answer other issues for that client, surely it must be considered?”

More details about Grande and its role in 24-hour postural management can be found @ www.aatgb.com/grande/.

THE CARER DIGITAL | ISSUE 282 | PAGE 15

PAGE 20 | THE CARER DIGITAL | ISSUE 282

What Does It Feel Like To Deliver Care Today?

Neemat Sadiq, CEO of Langdale Care Homes, reflects on the tension between compassion and compliance, and how technology can restore time to care.

One of the greatest challenges in care today is not a lack of compassion. It is the constant tension between being present with people and being pulled into process.

I know this not as a CEO, but as someone who began as a carer.

I have walked those corridors. I have sat beside residents. I have felt the quiet conflict of wanting to give just a little more time, while knowing there is documentation waiting, charts to complete, records to update. That tension never really leaves you.

When I founded Langdale Care Homes, I believed I would be creating more space for care. In many ways I did, but like many business owners, I also found myself pulled further away from the very thing I loved most.

If you run a business, you will understand this. The work you once felt so connected to slowly becomes replaced with responsibility, compliance, and oversight.

In care, that shift comes at a cost.

For years, our teams were spending valuable time documenting care instead of delivering it. Not because they wanted to, but because they had to. Compliance demands it. Regulation requires it. And rightly so.

But somewhere along the way, the balance tipped too far.

Care began to feel like it was being recorded more than it was being experienced.

“Care began to feel like it was being recorded more than it was being experienced.”

That never sat right with me.

For over two decades, I have listened to carers, nurses, and managers. I have seen the fatigue that does not come from caring, but from the weight of administration that surrounds it. That kind of exhaustion does not serve our staff, and it certainly does not serve our residents.

There had to be a better way.

Empathika was born from that belief.

Not as a system, but as a response.

A response to the frustration of paperwork.

A response to the risk of human error.

A response to the quiet reality that too much time was being taken away from people.

We wanted to create something that worked with carers, not against them. Something that allowed documentation to happen naturally, in real time, without breaking the flow of care.

Today, with Empathika, information is recorded as care happens. Medication is managed more safely.

Risks are identified earlier. And most importantly, our teams are given something incredibly valuable back.

Time.

And with time comes presence. With presence comes connection. And with connection comes better care.

“Technology is not here to replace care. It is here to protect it.”

But we must be clear about something.

Technology is not here to replace care. It is here to protect it.

This will always be a people first industry. No system can replace a reassuring voice, a held hand, or a moment of understanding. No app can comfort a family or respond to a resident calling out in the night.

What technology can do is remove the noise.

It can take away the repetitive, the time consuming, the burdens that sit around care and quietly drain those delivering it.

And when that happens, something shifts.

We have seen it in our own homes. Staff are more present, more energised, and more connected to why they came into care in the first place.

And when our teams feel better, our residents feel it too.

For me as a provider, it has also transformed compliance. What once took hours now takes minutes.

Information is no longer chased. It is already there. That sense of readiness brings calm, confidence, and clarity across the organisation.

“This is not a loud transformation. It is a quiet revolution.”

This is not a loud transformation. It is not disruptive in the way people often expect.

It is a quiet revolution.

One that restores balance.

To those working in care, I would simply say this.

If you are exploring technology, do it with intention.

Not to monitor more.

Not to control more.

But to give back more.

Give back time.

Give back energy.

Give back the ability to be fully present.

Because at its heart, care has never been about systems.

It has always been about people.

And it always will be.

Neemat Sadiq CEO, Langdale Care Homes Founder, Empathika www.empathika.com

Sixteen Global Innovators Selected To Tackle Real Health And Care Challenges In The Isle Of Man Health and social care systems worldwide are undergoing rapid transformation as they contend with rising demand, persistent workforce shortages and increasingly complex care needs. The Isle of Man is no exception. Like many jurisdictions, it is seeking practical, scalable solutions that can deliver meaningful improvements for patients, residents and the wider community.

In response, the Island has positioned itself as a testbed for innovation, offering a uniquely agile environment in which new ideas can be trialled and implemented in real-world settings.

This approach underpins its annual Innovation Challenge, now in its fourth year, which has attracted a record level of global interest.

Sixteen finalists have been selected from 125 submissions across 25 countries—drawn from 467 initial registrations—with entries rigorously assessed by frontline health and care professionals for their potential to meet genuine system needs.

The Challenge is led by Digital Isle of Man and the Department for Enterprise, and delivered in partnership with the Department of Health and Social Care, Manx Care and Public Health Isle of Man. The finalists are developing solutions spanning AI-powered clinical tools, digital platforms, preventative health technologies and community-based care models, reflecting both the scale of the challenge and the opportunity to deliver meaningful impact.

The high calibre and diversity of this year’s cohort reflects the strength of innovation emerging globally to support the future of health and care.

Over the next ten weeks, finalists will take part in an intensive contextualisation programme, working in collaboration with healthcare stakeholders to refine and adapt their solutions through workshops, expert input and real-world Island insight.

They will receive tailored one-to-one mentoring from clinicians and care providers, alongside support

from the Island’s tech and business community, with opportunities to connect with local organisations as they develop their solutions ahead of the Finale Day in June.

The programme will culminate in a live Finale Day on 25 June 2026, where finalists will present their solutions to a panel of expert judges, industry leaders and healthcare professionals.

Awards will be presented across three core themes: Working Smarter, Wellness and Home First, alongside a dedicated Biosphere Award.

Claire Christian MHK, Minister for Health and Social Care, said: ‘The calibre of this year’s finalists is exceptionally high and underlines the Isle of Man’s growing position as a centre for health innovation.

‘Through the Innovation Challenge, we are taking a proactive and practical leadership role in bringing together government, clinicians and global innovators to address some of the most pressing challenges facing our health and social care system.

‘By testing these solutions in a real-world environment, we are ensuring that innovation is translated into meaningful impact, both for our Island and beyond.

‘I look forward to seeing the breadth of ideas and talent showcased by this year’s cohort at the Finale Day and the impact they will go on to deliver.’

Lyle Wraxall, Chief Executive of Digital Isle of Man, said: ‘This year’s response has been exceptional, not just in volume, but in the quality and ambition of ideas coming forward.

‘We’re seeing a global recognition that health and social care systems need to evolve rapidly, and that innovation must be grounded in real-world application.

‘The Innovation Challenge provides a unique platform to do exactly that, bringing together innovators and system leaders to co-create solutions that can genuinely improve lives.’

Angloplas Dispensers 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 the advert on page 6.

www.empathika.com

PAGE 22 | THE CARER DIGITAL | ISSUE 282

Higher-Quality Plant-Based Diet Linked to Lower Dementia Risk, Study Finds A higher-quality plant-based diet may help reduce the risk of Alzheimer’s disease and other forms of dementia, according to new research published in Neurology, the journal of the American Academy of Neurology.

The large-scale observational study suggests that not all plantbased diets offer the same benefits, with healthier choices linked to better cognitive outcomes in later life—an important consideration for care providers supporting older residents.

Researchers examined three types of plant-based eating patterns: • Overall plant-based diet – emphasising plant foods over animal products, regardless of quality • Healthful plant-based diet – focusing on nutrient-rich foods such as whole grains, fruit, vegetables, nuts, legumes, and plant oils • Unhealthful plant-based diet – including more refined grains, sugary foods, fruit juices and heavily processed options The findings indicate that simply increasing plant-based foods is not enough; the quality of those foods plays a crucial role.

Lead researcher Song-Yi Park explained that while plant-based diets are already known to reduce the risk of conditions such as diabetes and high blood pressure, their impact on dementia risk has been less clear.

The study followed 92,849 adults with an average age of 59 over approximately 11 years. Participants came from a range of ethnic backgrounds and completed detailed dietary questionnaires at the outset.

Over the course of the study, more than 21,000 participants developed Alzheimer’s disease or another form of dementia.

After accounting for factors such as age, physical activity and existing health conditions, researchers found: • Those with the highest intake of plant-based foods overall had a 12% lower risk of dementia compared to those with the lowest intake • Participants following the healthiest plant-based diets had a 7% lower risk • Those consuming the most unhealthy plant-based foods had a 6% higher risk In a subgroup of more than 45,000 participants who provided followup dietary data after 10 years, changes in eating habits were also linked to dementia outcomes.

• Individuals whose diets shifted most towards unhealthy plant-based foods had a 25% higher risk of developing dementia • Those who moved away from poorer-quality diets saw an 11% reduction in risk

IMPLICATIONS FOR CARE SETTINGS The findings may be particularly relevant for residential and nursing care providers, where nutrition plays a key role in supporting long-term health and wellbeing.

Researchers concluded that adopting a plant-based diet—even later in life—may be beneficial, but stressed that nutritional quality is critical.

For care homes, this reinforces the importance of offering balanced menus rich in whole, minimally processed plant foods, while limiting refined and high-sugar options.

As dementia rates continue to rise across the UK, the study adds to growing evidence that dietary choices could be a modifiable factor in reducing risk and supporting healthier ageing.

Queen’s Nurse Appointed Manager at Aberdeenshire Care Home Scottish care provider Meallmore has appointed Nicola Reid to the role of care home manager of Crimond House Care Home in Aberdeenshire.

This role sees a return to Meallmore for Nicola, who spent 18 years working at sister care home, Kynnaird House in Fraserburgh.

Nicola joined Kynnaird House as a nurse in 2004 after completing her qualification in Nursing – Children and Young People at Robert Gordon University. Initially seeking roles in children’s nursing, she fell in love with working in elderly care at Kynnaird and has never looked back. She stayed at Kynnaird House until 2021, working up to clinical lead.

More recently, Nicola has been working as senior care home support nurse for the Care Home Support Team in Aberdeenshire for the last three and a half years.

Here she provided focused training support to teams where needed, developing expertise in service improvement and a wider understanding of Care Inspectorate requirements.

After just six months in this role, Nicola was nominated to join the prestigious Queen’s Nurse Development Programme. This nine-month programme delivered by the Queen’s Nursing Institute Scotland (QNIS) is offered annually to around 20 nurses and midwives working in community roles in Scotland.

Dedicated to continuous learning and development, Nicola is currently in the final stages of a top up degree at Robert Gordon University, which is due for completion in May. Nicola said: “The work I did with the Queen’s Nurse Development Programme had a profound impact on me. It really cemented that care homes are where my heart is and encouraged me to progress with my career. When this leadership position became available back at Meallmore in my local area it was just the perfect opportunity that I couldn’t let pass me by. It’s especially timely as I complete my degree, which is focused on leadership and quality development.

“It’s so lovely to be back in the Meallmore family! I enjoyed my time as care home support, but I missed regular close resident interaction and being part of a bigger team, and I was ready for my next challenge. Meallmore’s values really align with what I feel is important, and this is one of the key reasons why I came back. Everyone has been so supportive. During the Queen’s Nurse Development Programme, we did a lot of work on people-centred care and staff training, and I’m really excited to put this into practice and see the positive impact on both residents and colleagues at Crimond.”

Care Inspections UK: Professional, Independent, and Evidence-Led

By Kevin Groombridge – Chief Executive, Care Inspections UK (www.careinspections.co.uk) Inspection, as commonly practised, is often episodic and judgement-led. CIUK’s process takes a different approach. By integrating detailed, evidence-based inspection with targeted action planning and sustained implementation support, it reframes inspection as a continuous improvement system rather than a periodic verdict.

Supported by UKAS accreditation since 2016, the model is designed to produce findings that are not only credible but also operationally useful and capable of driving measurable change.

Health and social care providers operate under sustained scrutiny, yet the relationship between inspection and meaningful improvement remains inconsistent. Compliance is assessed and ratings are published, but whether inspections reliably drive safer care, better outcomes, or stronger organisations is open to question.

THE RISK OF JUDGEMENT-LED INSPECTION Inspection systems in the UK remain heavily judgement-led. While professional judgement plays a role, over-reliance introduces variability, subjectivity, and inconsistent outcomes.

Providers frequently encounter divergent findings for similar levels of performance. This reflects a structural issue in which conclusions are shaped by individual perspective rather than a consistently applied evidence base.

The risk is twofold. First, organisations may be incorrectly assessed, undermining confidence in the system. Second, judgement-led inspection often fails to produce operationally useful insight. It describes performance but does not reliably explain causation or provide a clear route to improvement.

Inspection, in this form, risks becoming an exercise in classification rather than a tool for change.

Inspection is therefore treated as a diagnostic process, focused on causation and designed to produce actionable findings.

ARE REGULATORS EFFECTIVE INSPECTORS?

INTERNATIONAL PERSPECTIVES

Regulators perform an essential role in setting standards and enforcing compliance. However, there is a legitimate question about whether they are structurally well-positioned to serve as high-quality inspectors.

Regulatory bodies are simultaneously rule-setters, assessors, and enforcers. This creates a model that can be reactive, episodic, and riskaverse, with inspection often focused on identifying failure rather than understanding system performance.

In practice, this can lead to inspections that are: • Event-driven, triggered by concerns rather than embedded in continuous assurance • Compliance-focused, prioritising adherence over operational effectiveness • Inconsistent, due to reliance on individual judgement This is not a criticism of intent, but of structure. Regulation and inspection are related functions, but they are not the same discipline.

Other countries have adopted models that place greater emphasis on independent, provider-engaged assurance.

In the Netherlands, inspection is complemented by strong provider accountability and transparency. In Australia, accreditation-based systems require providers to demonstrate ongoing compliance, supported by external verification. Similar approaches are evident in parts of Canada and the Nordic countries, where inspection is more clearly separated from enforcement.

These models are not without challenge, but they demonstrate a consistent principle: inspection is most effective when it is independent, evidence-driven, and embedded in continuous improvement, rather than positioned solely as a regulatory checkpoint.

A MORE FORENSIC MODEL CIUK’s work is structured around three core components. First, a forensic, evidence-based inspection that examines not only compliance, but how care, governance, and operational systems function in practice. This is followed by a targeted action plan that translates findings into specific, prioritised interventions that address root causes rather than symptoms. Crucially, inspection is not treated as a standalone event. CIUK provides ongoing support, working alongside providers to implement changes, monitor progress, and stabilise performance over time.

This model incorporates: • Systematic risk analysis - identifying latent risks before they manifest • Operational diagnostics - examining how care, staffing, and governance function in practice • Commercial impact awareness - recognising the link between quality and sustainability

FROM JUDGEMENT TO IMPROVEMENT A persistent weakness in inspection systems is the prioritisation of judgement over utility. Ratings may signal performance, but they rarely enable change.

CIUK places greater emphasis on structured improvement pathways.

Weaknesses are translated into specific actions, while strengths are used to stabilise and improve performance.

This reframes inspection as a forward-looking mechanism for risk reduction and quality improvement, rather than a retrospective assessment.

A MORE USEFUL FORM OF ASSURANCE The sector does not lack inspection; it lacks inspection that is sufficiently consistent, evidence-led, and operationally useful to drive sustained improvement.

CIUK’s approach, underpinned by UKAS accreditation since 2016, does not replace regulation, but it challenges the assumption that regulatory inspection alone is sufficient.

If inspection is to have real value, it must move beyond periodic judgement and towards continuous, evidence-based assurance that organisations can act on with confidence.

PAGE 24 | THE CARER DIGITAL | ISSUE 282

Timeless Grace: The Beauty Years Ageless Beauty took the spotlight at The Corner House recently.

The home manager, Kate Emery requested via social media for a professional photographer to come and complete a photoshoot for the residents of The Corner House, Kate explained how the residents wanted to change and redefine what society sees as beauty. TazzyBro Photography took on the challenge. Taz is a professional photographer who took time out of his busy schedule to support our residents to represent their life, experience and beauty through photos.

In an age dominated by Botox, fillers, and the relentless pursuit of flawless, filtered perfection, the resi-

dents of The Corner House chose a different path. They stepped in front of the camera for a powerful photoshoot that celebrated natural, lived-in beauty—the kind etched by time, experience, laughter, and resilience. By embracing lines, textures, and the authentic stories written across their faces and bodies, they challenged society’s narrow definition of attractiveness and sparked an important conversation about what true beauty really means. The experience proved deeply empowering for those who took part; many spoke of newfound confidence, a renewed sense of self-worth, and the liberating feeling of being seen and valued exactly as they are, wrinkles and all.

Care Show London - Navigate the Future of Care with Confidence Care Show London 2026 running on 29-30 April at Excel London, will be opening its doors for the third consecutive year to the whole care community. Matthew Moore, Show Manager highlights what is on offer at Care Show London as well as key speakers and sessions to look out for.

• Ilona Tomza, Senior Head Chef, Porthaven Care Home (NACC Chef of the Year) • Michelle Corrigan, Programme Director, Digital Care Hub • Clare Jefferies, Business Director, Home Instead Wimbledon & Kingston • Giuseppe Di Martino, Learning Disability and Autism Commissioner, Slough Borough Council • Katy Hague, Chief of Staff, Crystal Care Homes • Lucy Campbell, CEO, Right at Home UK • Sarah Sabater, CEO, CareYourWay • Charles Taylor, Owner, Taylor & Taylor Care Group • Alyson Vale, Business & Operations Director, Abbotsford Care Ltd

KEY THEMES AND GOALS FOR CARE SHOW LONDON THIS YEAR

Care Show London is the meeting place for the social care community, united by a shared commitment to delivering the highest standards of care. The show provides a platform to learn best practice, explore innovative products and services, and develop practical skills to support day-to-day work.

The focus this year is on helping you confidently navigate the future of care. Through expert-led sessions and sector insight, you’ll gain the clarity, support, and direction needed to prepare for what’s next, with key themes including workforce, regulation, policy, AI and technology, business sustainability, palliative care, and more.

CONFERENCE PROGRAMME

Care Show London conference programme covers key challenges within the sector, matching these with established care professionals who are able to provide solutions to these. With over 180 experts in the sector speaking at the show, we'll cover everything from strategic business support to specialised dementia care, to sustainability wins and so much more!

With seven dedicated theatres hosting sessions across the two days and over 60 hours of world-class education, attending this event will provide you with the tools and solutions to improve the quality of care you provide.

Must see sessions:

• Keynote Theatre – CQC update: our journey, priorities, and what’s next for adult social care • People & Business Theatre - Winning self-funded clients through strategic marketing and sales • Technology Theatre - What's happening internationally? How social

TOP SUPPLIERS

care across the globe is using technology to improve outcomes • Catering, Hydration and Nutrition Theatre - Cognition-supporting Vitamin B12 needs our attention: how to incorporate more into meals with ease • IHSCM Leadership in Tough Times Theatre - How to build an effective team • Care Providers’ Voice Masterclasses - What will the care workforce look like in 2030?

• The Outstanding Society Learning Lounge - Safe medicines management: complex medication and reporting Key speakers: • Chris Badger, Chief Inspector of Adult Social Care & Integrated Care, CQC • Isaac Samuels OBE, Co-Chair, NCAG & TLAP • Fran Vandelli, Dementia Lead, Bupa Care UK • Aneurin Brown, CEO, Hallmark Luxury Care Homes • Emma Jane Tinkler, Programme Manager, HC-One • Kevin Humphrys, CEO, Oakland Care Group

Alongside the dedicated conference programme, Care Show London hosts over 200 top suppliers from the sector, offering a wide range of products and solutions to help improve your business. From catering suppliers to software providers, you’re sure to find an exhibitor with what you’re looking for.

NETWORKING

With so much happening at the show, don’t forget to make time to connect with sector peers. With over 3,750 care professionals expected at Care Show London, it’s a great opportunity to meet like-minded professionals who understand your challenges and desire to build strong relationships.

Care Show London 2026 is your opportunity to confidently navigate the future of social care. With expert-led sessions, innovative suppliers, and thousands of professionals under one roof, the show provides the knowledge, connections, and tools you need to stay ahead and succeed in a changing landscape.

Register now to join your community for two days of learning, networking and inspiration. Visit the Care Show London website or click visit https://forms.reg.buzz/care-show-london-2026/carer To view the conference programme, visit: https://www.careshowlondon.co.uk/thecarer26

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

PAGE 28 | THE CARER DIGITAL | ISSUE 282

Care Catering Sector To Benefit From New NACC Podcast Series The National Association of Care Catering (NACC) is launching a new, inspirational NACC Podcast Series as part of its commitment to greater engagement and support for its membership and the wider care catering community.

The series will feature 24 professionally recorded, 30-minute episodes released every two weeks over the next 12 months and available via Spotify, Apple Podcasts and Amazon.

The podcasts will showcase the diverse working environments of the Association’s members and highlight the calibre of nutritional work being carried out across the sector.

The first six podcasts will constitute an NACC Care Chef of the Year special, featuring interviews with key individuals associated with the contest, including Ilona Tomza, the current holder of the Care Chef of the Year crown, and Head Judge Steve Munkley MBE, as the com-

petition to win a place in this year’s grand final heats up.

Listeners to these and the later podcasts will be inspired by the NACC members being interviewed as they share their motivations and aspirations, the challenges they face on a daily basis, the opportunities for career progression and their personal insights into the future of care catering.

Says NACC National Chairman Neel Radia: “This year, the NACC is focusing on strengthening connections within our sector so that members can continue to learn, share and grow together. The new NACC Podcast is an important tool to highlight the many and varied opportunities for a rewarding career that the sector has to offer and to celebrate our collective dedication to raising nutritional standards for those in care.”

The NACC Podcast – sponsored by allmanhall and Unilever – will launch on 21 April 2026, with NACC Care Chef of the Year 2025 Ilona Tomza coming under the spotlight first.

Download each fortnightly episode here: Spotify: https://open.spotify.com/show/677ABsVMxdSzgeo78YNPUe?si=3e33882552ec465d Apple Podcasts: https://podcasts.apple.com/gb/podcast/the-nacc-podcast-national-association-of-carecatering/id1890142145 Amazon: https://music.amazon.co.uk/podcasts/8a4b86d3-be5a-4d81-a53c-6995c8010da9/the-nacc-podcastnational-association-of-care-catering

Care Homes Losing Up to £8,000 a Year Through Poor Waste Management Poor waste management practices are costing care homes thousands of pounds every year -and the problem is more widespread than many operators realise.

Analysis by leading independent healthcare waste management company Anenta reveals that care homes are wasting an average of £8,000 annually as a direct result of inadequate waste segregation and management processes. The root cause is largely the same across the sector: waste is consistently being placed in the wrong channels, triggering unnecessarily high disposal costs.

Detailed compositional audits undertaken both by Anenta, and separately by the Environment Agency (EA) have found that 70% of care home waste ends up in the wrong waste stream. The figures are particularly stark for clinical waste, where 90% is incorrectly categorised, and for offensive waste, where 35% is regularly contaminated with recyclable materials.

The financial impact is significant. Low-risk items that should be disposed of as offensive waste — at a cost of £300–£500 per tonne — are routinely being discarded as infectious waste, which costs upwards of £800 per tonne. For a care home producing moderate volumes of waste, these avoidable costs quickly accumulate.

THE ROOT CAUSE: A TRAINING GAP Analysis of over 2,500 primary care Duty of Care audits by Anenta has revealed that 58% of healthcare professionals responsible for waste management are unfamiliar with the Healthcare Technical Memorandum — the key regulatory guidance governing healthcare waste, the latest iteration of which was published in March 2023.

This knowledge gap has led to inadequate training, weak waste management policies, and ingrained bad habits that are proving costly. Without a clear understanding of what goes where, incorrect disposal becomes the norm rather than the exception.

Graham Flynn, Director at Anenta, said: "On average, care homes are wasting £8,000 every year through poor waste management process and procurement. Changing waste disposal habits and practices prevents the unnecessary and expensive disposal of waste via inappropriate and environmentally damaging waste streams, such as incineration — instead ensuring that the majority of clinical waste is disposed of using either alternative treatments or energy-from-waste processes."

E-LEARNING: AN IMPORTANT PART OF THE SOLUTION A free e-learning module on healthcare waste - developed in association with Anenta by NHS England alongside IPC leads, Local Commissioners, and industry experts - is available through the Health Education England online portal and plays an important role in addressing these issues.

The 30–45 minute module - available here - outlines what waste should go into which stream, explains correct segregation practices, and provides practical guidance to help staff build better habits from the ground up. Crucially, it is free to access — removing the cost barrier that might otherwise prevent smaller care homes from investing in staff training.

Flynn added: "The adoption of the training and correct segregation is critical if the care home sector is to cut costs and achieve Net Zero targets. The course is accessible to all and includes a risk assessment that care homes can use to directly inform the way in which their waste is segregated.

COMPLIANCE RISKS ADDING FURTHER PRESSURE Beyond the direct financial costs, poor waste management also exposes care homes to compliance risks that can have serious operational consequences.

Where waste contractors identify non-compliant waste streams, they are entitled to refuse collections entirely - a scenario that can put care services at significant risk of disruption. This risk is managed through the correct completion of a Pre-Acceptance Audit (PAA), which most care homes are required to undertake every five years, or annually where a site produces more than five tonnes of clinical waste per year.

The e-learning module supports care homes in preparing for and completing their PAA — a practical benefit that sits alongside the direct cost savings that come with better segregation.

Flynn said: "The training will play a big part in cutting costs by improving waste management among staff. Importantly, it will also help care homes with their PAA audit, without which their healthcare waste cannot be collected — potentially resulting in enforcement action by the Environment Agency."

For more information about Anenta and its care home audit app — which enables care homes to conduct compulsory clinical waste pre-acceptance and duty of care audits in just 40 minutes, without the need for third-party on-site visits — visit www.anentawaste.com or call 033 0122 214.

Tackling Bed Bugs in Care Homes: Why Non-Toxic Solutions Are the Smart Choice Bed bugs are one of the most disruptive challenges a care home can face. For managers responsible for the comfort, dignity, and wellbeing of vulnerable residents, even a single confirmed case can trigger anxiety among families, disrupt daily routines, and place enormous pressure on staff. Yet with the right approach, bed bug management doesn't have to mean toxic chemicals, lengthy room closures, or upheaval for the people in your care.

The Misconception Around Bed Bugs It's important to understand that bed bugs are not a hygiene issue — they are a management issue. These insects are indiscriminate, equally at home in a five-star hotel as a care facility. They travel in luggage, clothing, and belongings, and can be introduced by visitors, new residents, or staff without anyone realising. The question isn't whether your home could be affected; it's whether you have the right systems in place to detect and respond quickly if it is.

The Power of Canine Detection Early detection is everything. Bed bugs are expert hiders, concealing themselves behind skirting boards, within wall cavities, and deep beneath floorboards — places a visual inspection simply cannot reach. This is where bed bug detection dogs prove invaluable. With a sense of smell far beyond any technology currently available, trained canines can identify individual live bed bugs at the earliest possible stage, before a minor issue becomes a full-scale infestation.

Merlin Environmental's specialist canine detection teams work with care homes across the country, offering proactive screening programmes that allow managers to stay ahead of any potential problem. The non-

invasive nature of this approach is particularly important in a care setting — rooms can be assessed quickly and discreetly, with minimal disturbance to residents, preserving dignity and maintaining the calm environment your residents deserve.

Effective Treatment Without Compromise When treatment is required, Merlin Environmental's heat treatment process offers a genuinely superior alternative to traditional chemical methods. By raising room temperatures to a lethal threshold, every bed bug — including eggs, which chemical treatments cannot penetrate — is eliminated in a single application. There are no pesticide residues, no chemical odours, and no risk to residents or staff.

Critically for care home operations, rooms are available for use again the same day, once cooled. No lengthy preparation, no multiple follow-up visits, and no disruption to the routines that matter so much to your residents.

A Proactive Partnership Merlin Environmental works with care homes as a trusted long-term partner, combining expertise, accreditation, and a genuine commitment to the safety of those in your care — because your residents deserve nothing less.

To find out more about proactive bed bug screening and heat treatment for your care home, contact Merlin Environmental. 📧 office@merlinenvironmental.co.uk 🌐 www.merlinenvironmental.co.uk 📞 0800 037 7332

PAGE 30 | THE CARER DIGITAL | ISSUE 282

Constantia Healthcare Group Appoints Kathryn Dee as Acting Chief Operating Officer Constantia Healthcare Group is pleased to announce the appointment of Kathryn Dee as Acting Chief Operating Officer, marking an exciting step forward for the organisation as it continues to strengthen its leadership team and operational excellence across its services.

Kathryn brings a wealth of experience in healthcare leadership, with a proven track record of driving quality, improving service delivery, and supporting teams to achieve outstanding outcomes. Her appointment reflects Constantia’s commitment to maintaining high standards of care while continuing to grow and evolve within the sector.

In her new role, Kathryn will oversee day-to-day operations across the group, working closely with senior leaders and frontline teams to ensure consistency, compliance, and innovation remain at the heart of service delivery. She will also play a key role in supporting ongoing strategic initiatives and enhancing organisational performance.

Speaking on the appointment, Emily Whitehurst, CEO at Constantia Healthcare Group, said: “I am pleased to welcome Kathryn into this role. As a Registered Nurse, she brings both strong clinical expertise and proven leadership, which will be instrumental in strengthening the quality, safety, and consistency of care

across our services.

Kathryn’s appointment reflects our continued investment in experienced, values-led leadership, ensuring we have the right capability in place to support our homes and teams to deliver consistently exceptional care. It also marks a natural progression in our leadership structure, enabling clear focus at both operational and strategic levels.

I am committed to supporting Kathryn’s ongoing development within the organisation and am confident she will make a meaningful and lasting impact as we continue to build on our strong foundations.”

Kathryn Dee added: “I’m truly honoured to step into the role of Chief Operating Officer at Constantia Healthcare Group. I am very passionate about building a positive working environment for our teams. As a Registered Nurse, my purpose has always been to deliver outstanding clinical care, however, this new opportunity allows me to extend that impact even further, helping to shape an environment where compassion guides every decision, our teams feel empowered and supported, and every person in our care experiences not just care, but genuine kindness, dignity, and respect.”

Regional Service User Ambassadors at Exemplar Health Care Recognised with Leadership Award Exemplar Health Care has recognised two of its Regional Service User Ambassadors with a new award, celebrating their outstanding contribution to shaping service user engagement across the provider’s 60 homes.

Adam, who lives at Greenside Court in Rotherham, and Alex, who lives at Maypole Grove in Birmingham, received the award in recognition of the leadership role they have played through Exemplar Health Care’s Service User Council, helping to ensure residents’ voices are heard at every level of the organisation.

As Exemplar Health Care’s first Regional Service User Ambassadors, Adam and Alex have helped create, define, and develop the role since its inception. Acting as an important, trusted link between residents and senior leaders, they help to share impactful feedback, insights, and ideas from across all homes.

Adam is one of Exemplar Health Care’s longest-serving Service User Ambassadors, with eight years’ experience supporting the council’s work. Alex is also a long-standing Ambassador and worked alongside Adam and Sophia Feurtado-Jackson, Exemplar Health Care’s Service User Engagement Manager, to co-create the Regional Ambassador role.

Reflecting on their achievement, Adam, Regional Service User Ambassador, said: “Being Regional Service User Ambassadors has given us a real opportunity to make sure residents’ voices are properly heard at every level. It means a lot to be recognised alongside Alex for this award, and I’m so proud of what we’ve achieved together through the Service User Council.”

Both Ambassadors have also represented Exemplar Health Care externally, presenting at sector events

including Nursing Live, as well as playing a key role in regular ‘Audience with the Exec’ meetings. These sessions, developed through the Service User Council, provide a platform for residents to share feedback directly with Exemplar Health Care’s senior leadership team.

Last week, Adam and Alex were involved in Sheffield Hallam University’s ‘Simulation Day’ for first year students on their Nursing (Learning Disability) and Social Work course, alongside several Exemplar Health Care nursing colleagues.

They supported a number of activities throughout the day, including a role play activity where students had to support an admission into a care home, gathering information from the individual to inform their care. They also shared their life stories and experiences of living in a care home, and supported a Q&A session about social care nursing.

Sophia, Service User Engagement Manager at Exemplar Health Care, said: “This award recognises our first Regional Service User Ambassadors, who have truly led the way in strengthening and shaping our service user engagement strategy. They have represented Ambassadors from across all regions with integrity and passion, acting as a clear and trusted voice by summarising insights and providing meaningful feedback to our senior leadership team.

“Their influence is widely felt. They are admired by peers, have made a real impact on colleagues and residents alike, and exemplify what leadership through collaboration looks like. I am incredibly proud to celebrate their achievements.”

Midlands Firm Completes New 38-Bedroom Care Home In Coventry A Midlands firm has completed the land and build delivery of a new 38-bedroom care home for adults living with complex needs in Coventry.

Birch View has been delivered by Deeley Group in partnership with care provider Exemplar Health Care.

The care home in Radford will provide nursing care for adults living with complex needs arising from brain injuries, dementia, mental health conditions, neuro-disabilities, and physical disabilities.

Birch View is the fifth development delivered by Deeley Group in partnership with Exemplar Health Care, with the Coventry based contractor generating social value equivalent to 20 per cent of the construction cost, reinforcing its commitment to the local community.

The firm also achieved a full 45/45 score under the Considerate Constructors Schemes (CCS) during the development, reflecting the highest standards in site management and engagement with the community near Sherwood Jones Close.

The site has also been nominated for a national Considerate Constructors award.

Eleanor Deeley, Joint Managing Director at Deeley Group, said: “This development marks another milestone in our long-term partnership with Exemplar Health Care as together we continue to deliver high-quality specialist care environments for adults with complex needs.

“From the planning stage through to construction and completion, we have worked collaboratively with the diocese and Coventry City Council to ensure that we are creating a home that meets the needs of future residents but also respects the heritage of the site.

“We look forward to returning to Birch View in the coming months to welcome its first residents.”

Following practical completion, Exemplar Health Care is now completing the fit-out of the new care home, ahead of opening its doors in the spring.

It will include facilities on each floor to support nursing care, as well as dining rooms, quiet rooms and lounge areas, alongside a residential therapy room and an entrance hub with meeting areas for visiting family members.

The completed home also includes a sensory garden for residents to socialise and enjoy.

Robert Giles, Property and Developments Director at Exemplar Health Care said: “We’re delighted to see Birch View reach this important milestone and to continue our strong partnership with Deeley Group.

“This new home will provide a welcoming, supportive environment where adults living with complex needs can receive high-quality, person-centred care.

“Every aspect of Birch View has been thoughtfully designed to promote independence, dignity and wellbeing, from the specialist care facilities to the therapeutic and social spaces. We’re particularly pleased to be bringing this much-needed service to the Coventry community and to transform a previously unused site into a place that will make a real difference to people’s lives.

“We look forward to opening our doors and welcoming our first residents and their families in the coming months.”

THE CARER DIGITAL | ISSUE 282 | PAGE 31

Derbyshire Care Home Showcases Spring Activity Programme With Themed Events And Community Celebrations A Derbyshire Care Home has showcased its diverse spring activity programme through a series of themed events and communityfocused celebrations.

The schedule at Coxbench Hall Residential Care Home is designed to provide a variety of social and nutritional experiences for residents.

The recent series of events began with British Pie Week, during which the home’s catering team adjusted the menus to feature a different handcrafted pie each week, including Pork Pie and Banoffee Pie, celebrating traditional British cuisine.

The seasonal programme continued with a Mother’s Day brunch held on March 15. The event featured a continental spread with a platter of pastries and families were invited to join residents at individual tables for the morning.

Following this, the home observed Nutrition and Hydration Week from March 16 to 22 with a series of interactive health-focused activities. These included smoothie-making sessions, the preparation of mocktails to coincide with St. Patrick’s Day, and a sensory game where residents

identified different fruits and vegetables.

The home hosted an Oscars-themed dinner, which saw the home decorated in the style of a Hollywood awards ceremony. Staff and residents were encouraged to dress in formal attire for the evening and every resident was presented with a mini Oscar award at their place setting as a personal memento. The event concluded with an afternoon of live entertainment provided by vocalist Sarah Bright.

In addition to these themed events, the home maintained its tradition of celebrating personal milestones with a monthly birthday party. The residents honoured recently were Elizabeth Clarke, Marion Lightbrown and Jo Lees.

On March 31st, a Baby and Toddler Day, an initiative aimed at bringing different generations together within the home environment.

April’s calendar is packed with spring events, including a performance from Foot Fusion School of Dance, a Disney-themed dinner for residents and a visit from the mobile petting zoo.

Steeton Court Nursing Home Launches Monthly ‘Memory Cafe’ to Support Local Community Steeton Court Nursing Home is proud to announce the launch of its Memory Cafe, a new monthly initiative designed to provide a warm, safe, and supportive environment for individuals living with dementia and their loved ones.

The Memory Cafe aims to bridge the gap between nursing care and the wider community, offering a dedicated space where guests can connect, share experiences, and enjoy a variety of dementia-friendly activities with their loved one. Recognising the importance of social interaction and cognitive stimulation, the sessions are structured to be relaxed and welcoming, accompanied by refreshments and the opportunity to speak with staff and others in similar situations.

The events are "Open to All" and will take place at 10.30am on the following dates: • 11th May • 8th June

•

13th July As part of the Spellman Care family, Steeton Court is committed to enhancing the quality of life for those affected by dementia. By opening its doors for these sessions (free of charge), the home seeks to foster a sense of belonging and provide vital social outlets that can often be difficult to find.

"We are delighted to host the Memory Cafe and look forward to welcoming neighbours and families into our home," says the team at Steeton Court. "It is a wonderful opportunity for people to gather in a safe setting, share a cup of coffee, and participate in activities tailored specifically to support their wellbeing."

Due to the nature of the sessions, spaces are limited to ensure a comfortable experience for all attendees. Those interested in joining are asked to book their place in advance.

To book a space, please contact the activities team at activities@steetoncourt.com or call 01535 656124.

Future Medics Take First Steps Towards Healthcare Career Aspiring young healthcare professionals have celebrated completing six months of volunteering at St Wilfrid’s Hospice in Eastbourne.

The hospice runs a Young Clinical Volunteer (YCV) programme every year for anyone aged between 16 and 24 years old who may be interested in a career in medicine.

YCV’s complete one four-hour shift every week for six months and shadow the Inpatient Unit team. They are supported throughout by a mentor and complete a workbook which follows the 15 standards of the Care Certificate.

YCV Co-ordinator, Gillian Laloux, said: “YCVs become a real part of the team. They volunteer closely with patients, doctors, nurses, healthcare assistants and other clinical professionals and can also shadow doctors on ward rounds and watch clinical procedures. It is a unique opportunity to

see what working in a palliative care setting is really like, and excellent experience for many of our YCVs who go on to work in the medical sector.”

Seventeen-year-old Connor was part of our last cohort and hopes to be a doctor. “Being a YCV was really informative,” he said. “And it was quite eye opening. I helped patients with small things they couldn’t do for themselves, such as eating and drinking, but I also helped with catheter repositioning and a bladder scan.

“Being a YCV gave me a lot more than I expected. I thought maybe I’d sit on a desk and just watch everything, but you get to interact with patients, families, nurses and doctors. I would encourage any young person who’s thinking about applying to go for it. It can be intense sometimes, but also fun, and so rewarding,” Connor added.

Ripon Care Home Celebrates Anniversary of Veteran Friendly Status With Special Unveiling A Ripon care home has celebrated the first anniversary of achieving Veteran Friendly Framework (VFF) status with a special party for residents, staff, and guests.

Sycamore Hall Care Home, on Kearsley Road, Ripon, marked the milestone with the official unveiling of a “Veteran Friendly Care Home” plaque outside the main entrance.

The plaque was unveiled by the Mayor of Ripon, Cllr Barbara Brodigan, in front of residents, staff and members of the local veteran community.

Guests included Paul Graham, secretary of the Royal British Legion in Ripon, Royal Engineers veteran Mike O’Reilley, and Jules Walker, VFF support project officer for Royal Star & Garter.

The celebration was also attended by Sycamore Hall’s own elderly veterans and veteran champions, including residents Peter Holdsworth, aged 76, and Ian Newby, aged 88.

Paul Graham said: “It’s great to have more veteran friendly homes which have a full understanding of the

needs that veterans can have, especially those who have seen combat.

“Trust is incredibly important to veterans and the trust that those caring for them have understanding of their experiences goes a long way.”

Mike O’Reilley added: “Ripon has always been a military town at heart.

Many people came for service and stayed here because of the community spirit. It’s great to see Sycamore Hall embracing and building on that spirit with their veteran work.”

Ewelina Sosnowska, home manager of Sycamore Hall Care Home, said: “It is great to have the support of the veteran community. The VFF has taken a lot of work from our fantastic team, especially Kay, Jill and those who supported the project. It means a lot to the residents, especially those who are veterans.

“We were delighted to see such a great turnout for the celebration and we look forward to welcoming more veterans to Sycamore Hall, assured that we can give them the understanding and support they deserve.”

PAGE 32 | THE CARER DIGITAL | ISSUE 282

CONTINENCE CARE

The Hidden Frontline: How Continence Care Became Social Care's Most Neglected Crisis Fourteen million people in the UK live with incontinence. For many in residential and nursing care, the consequences of inadequate support are severe — from infection and skin breakdown to isolation and loss of dignity. Yet as the Baroness Casey review gets under way, campaigners warn that continence care remains almost entirely absent from the national reform conversation.

Walk into almost any residential or nursing care home in England and you will find dedicated staff managing one of the most intimate — and most underfunded — aspects of personal care. Continence support, once dismissed as an awkward administrative footnote, is increasingly being recognised for what it truly is: a barometer of the entire social care system's commitment to dignity.

The scale of the challenge is significant. Incontinence affects an estimated 14 million people across the UK, cutting across age, disability and long-term illness. As the population ages, demand for continence support is projected to rise sharply — placing further strain on a sector that is, by almost every measure, already struggling to keep pace.

A CRISIS IN PLAIN SIGHT Earlier this year, a coalition of health and disability charities — led by the Spinal Injuries Association and supported by organisations including Bladder and Bowel UK, Dementia Carers Count, Disabled Living, The Neurological Alliance, Pain UK and Shine — wrote to Baroness Casey of Blackstock as she began her independent review of adult social care. Their message was stark.

Joined by senior parliamentarians Dame Caroline Dinenage MP, Mohammad Yasin MP, Baroness Ritchie of Downpatrick and Baroness Grey-Thompson, the signatories argued that continence care remains one of the most neglected and taboo areas of adult social care — largely absent from national reform debates, despite its profound impact on health, independence and quality of life. They described it as a "hidden

frontline of indignity" and called on the review to place dignity at its heart, with explicit recognition that access to proper assessment, specialist support and appropriate products should be determined by individual need — not by postcode.

"People should not have their independence determined by a postcode lottery. Too many are denied appropriate continence support because of arbitrary caps and under-resourced services."

— Nik Hartley, Chief Executive, Spinal Injuries Association

RATIONING BY BUDGET, NOT BY NEED For care home managers and nursing staff, the consequences of inadequate continence support are depressingly familiar. Poor care in this area can cause urinary tract infections, serious skin breakdown and pressure damage, and profound emotional distress.

Residents who lack reliable access to appropriate products may withdraw from communal activities, refuse visitors, or experience significant deterioration in their mental wellbeing.

A June 2025 survey of 500 healthcare professionals found that substandard incontinence products were actively delaying hospital discharges and contributing to avoidable admissions — a finding with direct implications for care homes managing complex transitions between hospital and residential settings.

An investigation by the i Paper further exposed the depth of the problem across NHS continuing care settings. Freedom of Information data revealed that more than half of the trusts questioned cap continence products at just three or four pads per day — regardless of individual clinical need. The investigation also found that nearly a third of trusts providing budget data had collectively overspent by more than £4 million, fuelling serious concern that financial pressure is driving rationing and leaving residents, families and care providers to absorb the shortfall themselves.

(CONTINUED ON FOLLOWING PAGE)

Levabo allDRY® Incontinence Underwear Comfort, Dignity and Confidence for Every Day Incontinence is common in care and nursing homes, but the impact on dignity, comfort and skin health is deeply personal.

Levabo’s allDRY® range of reusable incontinence underwear is a Class I Medical device, designed to support residents and caregivers alike by combining discreet protection with a comfortable, everyday feel that looks like normal underwear, not a clinical product. allDRY® underwear provides reliable protection for men and women experiencing bladder leakage.

Who are Levabo?

Levabo are a Danish medical device company specialising in innovative, user-friendly solutions for continence care and pressure ulcer prevention. Our focus is on practical products that support dignity, comfort and safety, while fitting seamlessly into the realities of care and nursing home practice.

Designed for dignity allDRY® aims to remove the stigma often associated with incontinence products. The underwear is soft, discreet and modern in appearance, helping residents feel more like themselves and less like patients. The garments combine advanced absorbent technology with breathable materials to help keep skin dry and comfortable throughout the day.

For many people, that small shift can make a big difference to confidence, engagement in daily activities and overall wellbeing.

Key benefits for residents: 3 Soft, underwear-like fit for everyday comfort 3 Breathable, skin-friendly materials 3 Secure 6-layer absorbency for protection and confidence 3 Discreet profile under clothing to support dignity 3 Natural odour control

Practical support for busy care teams Care and nursing home staff need products that are easy to use, reliable and support efficient routines. allDRY® has been developed

with frontline care in mind, from dressing and toileting to night-time protection and manual handling.

Key benefits for staff and services: 3 Clear sizing and fit to simplify product selection 3 Easy to apply and remove, helping with time-pressured care routines 3 Reliable protection to support continence care plans and reduce unplanned linen changes 3 A versatile solution suitable for residents with different levels of dependency 3 Machine washable at 60 degrees Celsius 3 Tumble dry safe 3 Comfort and dignity focused

Supporting skin health and overall care Continence care is closely linked to skin integrity, comfort and quality of life.

Prolonged exposure to urine and faeces can lead to incontinence-associated dermatitis (IAD), causing redness, pain, skin breakdown and an increased risk of infection. For residents, this can mean significant discomfort, distress and reduced mobility; for caregivers, it adds to workload, complexity of care and emotional strain when preventable skin damage occurs.

When protection is effective, secure and comfortable, there is less risk of leakage, moisture-related skin damage and associated distress for residents and carers. allDRY® is designed to:

3 Help keep skin drier for longer, supporting good skin care practices 3 Complement pressure area care and repositioning routines 3 Integrate smoothly into existing continence and care pathways

A flexible range for your residents The allDRY® range offers options to suit different needs and levels of support, making it easier for homes to match the right product to the right person. This helps reduce waste, improve comfort and ensure residents receive care that feels truly individual. allDRY® is available in a range of briefs and boxers and different levels of absorbency. In addition to the underwear, there is an optional inlay which can be added to increase the absorbency by 50ml. This inlay is machine washable with the underwear.

To find out more about allDRY® incontinence underwear, or any of the Levabo product portfolio that could support your residents and care teams, request samples or discuss how the range could support your home:

Email: bm@levabo.com Web: www.levabo.com

Levabo, supporting better days, every day, in UK care and nursing homes.

THE CARER DIGITAL | ISSUE 282 | PAGE 33

CONTINENCE CARE The Hidden Frontline: How Continence Care Became Social Care's Most Neglected Crisis (CONTINUED FROM PREVIOUS PAGE) THE FALSE ECONOMY OF CUTTING CORNERS For care home operators under sustained financial pressure, there is a familiar temptation to manage continence care costs by selecting lower-cost products. Evidence increasingly suggests this approach is counterproductive. An NHS pilot scheme examining procurement decisions in formal care settings found that opting for cheaper continence products created a false economy: more frequent product changes increased demands on staff time, raised laundry and linen costs, and contributed to higher rates of skinrelated complications.

The pilot found that better-matched, higher-quality products significantly reduced leakage incidents, improved workflow efficiency for carers and ultimately lowered total care costs. It is a finding that should give pause to commissioners and care home owners alike: false savings in continence procurement can generate very real costs elsewhere in the care pathway.

THE IMPACT ON FAMILIES — AND ON STAFF Campaigners are also highlighting the ripple effects of inadequate continence provision on families.

When formal care falls short, it is frequently relatives who step in — purchasing products out of their own pockets, making additional care visits, or taking on tasks that care home staff are unable to complete within existing resource constraints. This informal subsidy of an underfunded system rarely features in official cost assessments, but it is deeply felt by the thousands of families across the country navigating the care system.

For frontline care staff, the challenge is equally acute. Inadequate products mean more frequent changes, greater exposure to manual handling risks, increased time pressure and — critically — reduced capacity to deliver the person-centred care that good residential and nursing homes aspire to provide.

Continence care is never a background task; it sits at the heart of the relationship between carer and resident.

"Continence care requires the recognition it deserves, which is long overdue. We need to drive evidencebased practice, putting the patient at the centre of their care."

— Tracy Whitehouse, Service Manager and Adult Specialist Nurse, Bladder and Bowel UK

WHAT THE CASEY REVIEW MUST ADDRESS

The timing of the charities' intervention is significant. Baroness Casey's commission — commissioned by Prime Minister Keir Starmer and Health Secretary Wes Streeting — is expected to publish an initial report in 2026 setting out problems facing the sector and ideas for medium-term improvement, ahead of a final report in 2028. Critics, including Sir Andrew Dilnot who led a previous government review on care funding, have argued that waiting until 2028 for substantive recommendations is simply too long for people who need support now.

The coalition of charities has set out clear asks for the commission: explicit recognition of continence care as a core component of dignity in adult social care; recommendations that ensure consistent access to specialist assessment and support; and a commitment that product provision be determined by individual clinical need rather than local budget pressures or geographic lottery.

For care home providers, the message is both an external call to action and an internal prompt for reflection. Best practice in continence care is achievable — but it requires investment in training, in individualised assessment, and in product procurement that is driven by clinical outcome rather than unit cost. It also requires the sector to speak loudly and clearly to policymakers about the reality of what continence care involves and what it costs to get it right.

A MOMENT FOR CHANGE Adult social care reform has been promised, delayed and deferred across numerous governments and countless reviews. Baroness Casey herself has acknowledged that the system relies on what she has described as cobbled-together, underfunded services — with low-paid care workers bearing an outsized share of the burden, and a deep and damaging divide between health and social care persisting for decades.

Those working in residential and nursing care know that continence care is not a peripheral issue. It is, in many ways, the most honest test of whether a care setting truly upholds dignity. Getting it right requires proper products, properly trained staff and properly resourced services. Getting it wrong — as too many people's experience attests — can strip away independence, confidence and quality of life with alarming speed.

As Baroness Casey's commission begins to take evidence and build its case for reform, the care sector would do well to ensure that continence care — for so long a "hidden frontline" — is finally brought into the light.

Powerful on Protection, Soft on Skin Ontex Group a leading international developer and producer of personal care solutions, is launching a new adult incontinence range designed to deliver strong protection while caring for sensitive skin.

The first products—Sensitive Pants, Sensitive Slip and Sensitive Form—will be introduced gradually to healthcare institutions across Europe.

New European research by Ontex, involving more than 2,500 people living with incontinence, shows that dermatitis and skin irritation remain common and have a real impact on daily life. Nearly half of respondents reported irritation in the intimate area. Yet “around 80%

of caregivers are not trained to recognize dermatitis. Education and better product design are key to preventing complications,” says Dr. Maria Panourgia, Geriatrician at Milton Keynes University Hospital (UK).

The Sensitive range was developed in direct response to these needs, combining trusted absorbency with dermatological care to help prevent irritation and support healthier skin.

To strengthen caregiver knowledge, the range is supported by expert guidance on recognizing, preventing and managing incontinence related dermatitis—available through Ontex’s nurse advisor

network and the online Ontex Academy.

Sensitive range: powerful protection that respects the skin Sensitive Pants offer: • Topsheet enriched to help prevent irritation • Hypoallergenic design for fragile skin • Odour control technology for lasting freshness and confidence For more information please about ID please visit: www.id-direct.com/ukb2c/en/index.html

PAGE 34 | THE CARER DIGITAL | ISSUE 282

CATERING FOR CARE

Why Dignity Is The Secret Ingredient In Dementia Care

By Lisa Jones, Catering Manager at Park View Care Home, Gloucestershire (www.parkviewgloucester.co.uk)

Imagine it is your 85th birthday. You are surrounded by family, the room is filled with song, and a cake is brought out. But because you live with dysphagia, a swallowing difficulty affecting individuals with moderate-to-severe dementia, your slice of cake arrives as a beige, featureless scoop of mush.

At Park View in Gloucester, we believe that a diagnosis of dementia should never mean the end of the joy of eating. As we mark Nutrition and Hydration Week, it is time for the care sector to move beyond the blender. Providing nutrition and hydration is a clinical necessity, but providing dignity is a culinary one.

My journey to the Park View kitchen wasn't a traditional path into care. I trained at Cheltenham Catering College and spent years in the high-pressure environments of pubs and restaurants across Wales, from Cardiff to Ross-on-Wye. Later, I spent 18 years at Unilever Foods as a Catering Manager, overseeing a 24/7 service for 1,500 staff, ranging from daily canteen service to high-end executive fine dining.

When I joined Park View in 2016, we had only a handful of residents. Today, we support a community of 90 residents and their families, and over 100 staff. My background taught me that whether you are cooking for a corporate executive or a resident with advanced dementia, the standard of presentation should not waver. In care, we aren't just feeding people; we are using our skills in food safety and texture science to protect their quality of life.

One of the greatest hurdles in dementia care is maintaining hydration. For someone with cognitive decline or reduced visual perception, a clear glass of water can appear "invisible" or confusing. Even orange squash can sometimes disappear into the background due to haze in a resident's vision.

We treat hydration as a fun, social activity rather than a medical box to tick. We set up hydration stations

Temporary Catering Facilities from MK Mobile Kitchens Ltd specialises in the hire or sale of temporary catering facilities and foodservice equipment.

Ideal for events or to provide temporary catering facilities during your kitchen refurbishment, our versatile units and equipment offer an efficient and economic solution to the caterers’ needs.

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Alternatively, we can offer modular, open-plan facilities, usually for larger, longer-term hires.

We offer a free design service, and project management from concept through to delivery and installation on site, plus full technical support throughout the hire period.

throughout the building, offering vibrant and unusual juices, cranberry, pineapple and grapefruit. The bright colours also make the drinks visually accessible.

We also lean into "drinking foods." For residents who struggle to sit and drink a full glass, we serve melon and jelly drops, foods with exceptionally high water content that act as finger-food hydration. By offering variety, like milkshakes or fortified juices, we also tap into the fact that milk hydrates more effectively than water because it digests more slowly. It’s about meeting the resident where they are, whether that’s at a 10am mocktail hour or a 2pm "hydration moment."

For the 20 or so residents at Park View who require bite-sized or modified diets, the presentation is where science meets art. The old-school approach to pureed food, indistinguishable scoops of brown and green, is a thing of the past.

We use specialised moulds to ensure that pureed chicken and peas look exactly like the original dish. If we are serving pizza, hot dogs, or even a birthday cake, we puree and reshape them so the person can recognise what they are eating. I personally taste-test these foods daily. If a texture is too sticky or too firm, it isn't just a culinary failure; it’s a safety risk.

When plating bite-sized meals, we use gravy to support swallowing and decorative swirls to maintain an attractive presentation. The goal is that a visitor walking into our dining room shouldn't be able to easily distinguish who is on a modified diet and who isn't.

As motor skills decline, the frustration of struggling with a knife and fork can lead to residents skipping meals entirely. Finger foods can be a vital tool for independence. Because hands often provide more precise coordination than utensils and because they fall more easily into a resident’s narrowing peripheral vision, finger foods allow people to feed themselves.

As a resident's internal dementia clock shifts, their nutritional needs don't stop at 5pm. We ensure that nutritious options, from healthy sandwiches to satsumas, are available 24 hours a day.

Leading a team of 15 at Park View, I’ve seen how transformative a thoughtful dining experience can be.

We have moved away from the idea that care home food is institutional. Nutrition and hydration are the foundations of health, but the joy of a meal is the foundation of a life well-lived.

The standard specification of our smallest Production Kitchen unit includes a six burner oven range, salamander grill, twin basket fryer, upright fridge, hot cupboard, single bowl sink unit with integral hand wash basin, plus ample power points to plug in Microwaves, Food Processors, Toasters etc. Internal equipment can be interchanged and clients can effectively specify their preferred layout.

We have many tried and tested design layouts and would be pleased to put forward our recommendations for your project.

So if you’re planning a refurbishment or need to cater for an event then why not give us a call and we’ll be happy to provide advice and put forward a competitive proposal.

For further information or to arrange a site visit, email: sales@mk-hire.co.uk or call us on 0345 812 0800, or visit our website: www.mk-hire.co.uk

Lakeland Dairies Launches New Report, The Care Kitchen Reset, Revealing Concerning Data on the Delivery of Nutrition in Care Homes A new report from leading dairy co-operative Lakeland Dairies, supported by Consultant Dietitian Rachael Masters (MSc, BSc), reveals the care sector at a tipping point, with nearly three quarters (74%) of operators concerned about their ability to meet residents’ nutrition and hydration needs over the next five years. Care kitchens are under growing pressure as residents’ needs grow more complex, resources stay tight, and smaller portions mean every mouthful must be nutrient-dense.

The report, The Care Kitchen Reset: The Future of Care Catering, sets out a shift towards enriched cooking and stronger base ingredients that make everyday dishes work harder. It calls for care operators to protect quality nutrition under mounting pressure not by adding complexity, but by strengthening core ingredients from the outset to improve calorie and protein density without increasing portion size.

It launches as part of Nutrition & Hydration Week (16–22 March), which shines a spotlight on the UK care home sector and the critical role food and drink play in supporting resident health and wellbeing.

CARE SECTOR UNDER MOUNTING NUTRITIONAL PRESSURE

The findings reveal rising clinical complexity is a key driver, with almost half (43%) reporting an increase in nutritional needs over the past five years. At the same time, 71% say rising ingredient costs are making it harder to maintain food quality despite 90% refusing to compromise on standards.

For operators, the stakes are both clinical and commercial. Nine in ten resident respondents (90%) cite food as a key factor when choosing a care home, while 87% of residents say mealtimes are the most important part of their day.

Dairy-based ingredients play a central role: over nine in ten operators say products such as cream and milk powder enhance food and drink experiences for residents with smaller appetites or specialist diets, while 88% believe they effectively support resident nutrition. This underlines the value of enriched cooking approaches that boost nutrition in the foods residents already enjoy, without relying on bigger portions.

INGREDIENT STRATEGY OFFERS PRACTICAL SOLUTION

Responding to these pressures, the report highlights that one of the most practical, operationally efficient levers is ingredient strategy. Rather than layering on additional processes, the report argues the solution lies not in short-term cost cutting alone but in strengthening menu foundations. By embedding fortified nutrition into everyday base ingredients, kitchens can improve calorie and protein density without increasing portion size, labour or waste – safeguarding the sector’s future.

Rachael Masters, Consultant Dietitian and contributor to the report said: “With an ageing population driv-

ing increased demand for care home places, and residents presenting with more complex health and nutritional needs, care catering teams are being asked to deliver not just meals, but meaningful nutritional support in increasingly complex environments.”

“The solution doesn’t lie in adding more processes, but in making smarter use of core ingredients to maximise nutritional value. By fortifying everyday dishes, kitchens can enhance protein, energy and key nutrients in ways that are practical, cost-aware and, most importantly, enjoyable for residents.

Dairy-based ingredients offer a particularly effective and versatile way to achieve this.”

“This report explores these growing pressures and highlights practical, nutrition-led approaches that support both care teams and residents – helping deliver better operational efficiency while improving health, wellbeing and dining satisfaction.”

The research also highlights opportunities to refine delivery. While 90% of residents rate meals positively overall, 77% report struggling to finish meals due to taste or presentation challenges, and 38% say higher quality ingredients would improve their experience. This reinforces the case for ingredient optimisation over short-term cost cutting.

Paul Jennings, Head of Food UK & International at Lakeland Dairies, adds: “Care operators are under pressure to do more with less – more nutrition, more quality and more resilience – while also meeting rising expectations from residents around mealtimes. This creates a real tension in care kitchens, where teams are balancing increasingly complex needs with limited time, staff and budgets.

Ingredient strategy is a practical way forward. By using hard-working bases such as Millac Gold Double and Lakeland Dairies Skimmed Milk Powder, kitchens can build richness, consistency and added nutrition into everyday dishes without adding complexity.

In a sector balancing tight budgets and staffing pressures, this timely report explores immediate solutions to support care kitchens.”

The report draws on a survey of care operators, residents and their families, alongside insight from Consultant Dietitian Rachael Masters, founder of Focus on Undernutrition, which provides specialist special diet training to care homes.

Lakeland Dairies is committed to supporting the sector through menu guidance, product innovation and training designed to help kitchens build resilience through stronger foundations and long-term supplier partnerships.

The full report is available: https://eu1.hubs.ly/H0sP61V0

THE CARER DIGITAL | ISSUE 282 | PAGE 35

CATERING FOR CARE Harrison Carr - Accessible, User-Friendly Kitchens Harrison Carr is a national provider of commercial catering equipment, design, installation, and fabrication services and HVAC. Based in the Midlands, we support care homes, local authorities, charities, and specialist care providers with both day-to-day operational requirements and larger project-based developments.

A key advantage of working with us is our independence. We are not tied to any single manufacturer, enabling us to source the most suitable, reliable, and cost-effective equipment for each care environment. This ensures solutions that prioritise safety, energy efficiency, long-term value, and consistent performance.

Our team includes experienced designers, project managers, ventilation specialists, installation engineers, and in-house fabrication experts all working under one roof. This ensures we can deliver a genuine end-to-end service: from concept and planning through to supply, installation, and ongoing support.

CATERING EQUIPMENT SUPPLY & TRAINING • Access to all major catering equipment brands • Energy-efficient, sustainability-focused solutions compliant with care-sector standards • Fast delivery from our own on-site stock • Competitive pricing and comparison quotes to support budget decisions

FULL KITCHEN DESIGN & INSTALLATION

• Complete kitchen and servery redesigns • Workflow optimisation to support safe, efficient meal production • CAD layouts and 3D visuals • Compliance-led ventilation and extraction solutions

BESPOKE FABRICATION

• Custom counters, serveries, prep areas, and storage • Bespoke servery and hydration stations for care settings

REACTIVE & PLANNED SUPPORT

• 24/7 support with rapid turnaround for urgent equipment needs • Standby and loan equipment for emergencies • Assistance with refurbishments and operational upgrades

CAFÉ, SOCIAL & RESIDENT-FACING SPACES • Coffee areas for staff and visitors • Hydration and snack counters • Modular and mobile units suitable for multi-use care environments Our approach is always centred around understanding each site’s workflow, resident needs, staffing pressures, and long-term operational goals ensuring the solutions we deliver enhance quality of service, safety, and overall dining experience.

Visit our website www.harrison-carr.co.uk contact by phone on 0116 602222 or email at office@harrison-carr.co.uk

PLEASE MENTION THE CARER WHEN RESPONDING TO ADVERTISING

PAGE 36 | THE CARER DIGITAL | ISSUE 282

CATERING FOR CARE Care Catering Under Pressure: Managing Food Inflation Without Compromising Quality Care providers are currently facing one of the most complex operating environments in recent memory. Rising labour costs, stricter compliance requirements, and ongoing food inflation are placing significant pressure on already stretched budgets across the care sector.

Food costs remain a major concern. While inflation has eased slightly from recent peaks, food prices are still rising faster than general inflation. In February 2026, food inflation stood at 3.6%, with forecasts suggesting an average of 3.8% across the year.

For care home operators managing tight margins, this means financial pressure will continue. Rather than a return to ‘normal’, the sector is entering a period of persistent underlying inflation where costs continue to rise gradually. Procurement specialists allmanhall are advising catering teams to budget for around 4% annual food inflation in the year ahead.

Structural cost increases across the supply chain are also feeding into food pricing. Higher National Living Wage levels, increased National Insurance contributions, and new employment obligations are pushing up costs for producers, manufacturers, and distributors - many of which are now being passed through to care and healthcare settings.

For care home groups already balancing staffing pressures and regulatory compliance, sustained food inflation adds another layer of financial strain. Catering teams must continue delivering nutritious, high-quality meals while managing special diets and strict nutritional standards.

Adding further uncertainty to the outlook is the geopolitical situation in the Middle East. Global food supply

chains are closely linked to energy markets, meaning instability in oil-producing regions can quickly impact food costs.

Recent tensions involving Iran, Israel, and the United States have already triggered volatility in global energy markets. Oil prices have exceeded $100 per barrel for the first time since the start of the Ukraine conflict, increasing fuel, transport, and logistics costs across the food supply chain.

In this challenging environment, specialist procurement support is becoming increasingly important. This is where food procurement experts allmanhall are helping care organisations regain control of their catering costs.

By combining collective buying power with deep market insight, allmanhall support care operators in managing food cost volatility while improving ingredient quality and strengthening supply chain resilience. Through detailed procurement reviews, benchmarking, and category insights, care groups gain greater visibility over spend and identify opportunities to protect budgets without compromising on quality.

Beyond procurement, allmanhall’s award-winning support team works closely with care clients to strengthen compliance, support nutritional standards, and provide practical menu guidance aligned with resident wellbeing.

At a time when care providers must balance cost control with quality and compliance, having the right procurement partner can make all the difference. www.allmanhall.co.uk

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 supple-

ments designed for those with low appetite or increased medical demands. They are easy to consume, 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 shelflife, 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 or see the advert below.

PAGE 38 | THE CARER DIGITAL | ISSUE 282

NURSE CALL AND FALLS MONITORING Fall Savers - Affordable Fall Monitoring Solutions Fall Savers®, are an experienced market leading healthcare provider of resident safety solutions for over 15 years.

FALL SAVERS ® WIRELESS MONITOR

Eliminate all cables with our new generation falls management solutions!

Upgrade your falls programme with the latest technology from Fall 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 Floor sensor mat

Wireless door/window exit alerts

TREADNOUGHT ®FLOOR SENSOR PAD 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.

Comprehensive Solutions for All NurseCall Systems Tailored Support for Your Unique Needs NurseCall is definitely not a 'one size fits all' solution. If, like many Care Groups and Hospitals-both NHS and private-you utilise various NurseCall systems, you might find managing multiple systems a challenge. Many of our clients have voiced concerns about the increased time & costs associated with juggling different points of contact and contractors.

STREAMLINING MAINTENANCE FOR GREATER EFFICIENCY

Since our inception in 1984, we've committed to providing expert support across multiple NurseCall systems. Our engineers are thoroughly trained to handle diverse systems, ensuring you receive swift and comprehensive service, no matter the manufacturer.

EXTENSIVE INVENTORY AND INTEGRATION SOLUTIONS

We stock an extensive range of products from leading manufacturers and offer adaptable solutions

that integrate seamlessly with your existing frameworks. This approach not only simplifies maintenance but also enhances operational efficiency.

YOUR PARTNER IN EFFECTIVE CARE

Your NurseCall system is vital, and we believe the challenges of maintaining it shouldn't hinder your operations. Our multi-manufacturer strategy streamlines complexities, benefiting both your team and the patients in your care.

Choose us to ensure smooth operations and peace of mind. Let's enhance the way you connect care with technology. info@edisontelecom.co.uk www.edisontelecom.co.uk 01252 330220

THE CARER DIGITAL | ISSUE 282 | PAGE 39

NURSE CALL AND FALLS MONITORING Courtney Thorne Leads the Way in Wireless Nurse Call Technology for UK Care Homes Courtney Thorne, a long-standing innovator in healthcare communication systems, is setting new standards in the care home sector with its advanced wireless nurse call technology—designed to improve resident safety, enhance staff efficiency, and support a more responsive care environment.

With over 30 years of experience serving the UK healthcare market, Courtney Thorne’s systems are now trusted by thousands of care homes nationwide.

Unlike traditional hardwired solutions, their wireless nurse call systems offer non-invasive installation, scalability, and smart analytics—making them ideal for both new builds and retrofit projects.

“At the heart of our technology is the belief that better communication leads to better care,” says Graham Vickrage, Managing Director at Courtney Thorne.

“Our wireless systems not only reduce response times but also empower staff

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

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

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

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

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.

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 cutting-edge products designed to enhance safety and provide peace of mind for caregivers and families. Here’s an in-depth look at some of their standout solutions:

MPRCG1 (2023) BED LEAVING DETECTION ALARM WITH CAREGIVER RADIO PAGER The MPRCG1 is a comprehensive system tailored for fall prevention in domestic, commercial, and NHS care settings. This all-inclusive kit includes a bed pressure mat sensor, a BTX21-MP alarm sensor transmitter, and an MP-PAG31 radio pager. The system is designed to alert caregivers when a patient leaves their bed, reducing the risk of falls.

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

CMEX-21 MULTI-PORT WIRELESS SENSOR INPUT EXPANDER FOR NURSE CALL CONNECTION The CMEX-21 is Medpage’s latest innovation, designed to integrate seamlessly with existing nurse call systems. This multi-port expander allows for the connection of multiple wireless sensors, enhancing the monitoring capabilities of healthcare facilities. Its versatility makes it a valuable addition to any care environment, ensuring timely responses to patient needs.

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

For more information, visit Medpage’s official website or contact their team to explore these products further. Safety starts with the right tools, and Medpage delivers just that. www.easylinkuk.co.uk or T: 01536 264 869 See the advert on page 15 for more information.

PAGE 40 | THE CARER DIGITAL | ISSUE 282

TECHNOLOGY AND SOFTWARE

From Queue to IQ: Can Care Intelligence Prevent NHS Waiting Lists Before They Begin?

As we welcome longer days and the promise of spring, it’s tempting to assume that pressures on the NHS will naturally ease - that warmer weather, seasonal reprieve and the slow thaw after winter will allow waiting lists to shrink and give A&E services the opportunity to breathe again.

But the real challenge facing the NHS isn’t seasonal. It’s systemic.

Every year, the health service finds itself managing queues: queues in A&E, queues for treatment, queues for beds. Much of the conversation quite rightly focuses on how to move people through the system faster improving discharge processes, increasing capacity or accelerating clinical decision-making.

But there is also a crucial opportunity further upstream. If we want to relieve pressure on the NHS in a lasting way, we need to look beyond how the system manages queues and start asking how those queues form in the first place. And often, the earliest chances to prevent pressure on hospitals lie within social care itself.

BUILDING A SYSTEM OF FORESIGHT: THE TRANSFORMATIVE POWER OF CARE INTELLIGENCE

Too often, social care is on the back foot. Care homes and community services have historically recorded what happened rather than what might happen. Paper records, fragmented systems and siloed insight mean risks are spotted only after they materialise - a fall, an infection, a deterioration

By Ashleigh Dueker, Programme Director, Care Intelligence, Person Centred Software (www.personcentredsoftware.com) EASING NHS PRESSURE THROUGH PREVENTION

in hydration or mobility. For older people, these events don’t just reduce quality of life - they are among the leading causes of emergency hospital admissions.

It doesn’t have to be this way. We are entering a new era in which intelligence - not just data - becomes the engine of care delivery. At Person Centred Software (PCS), our Connected Care ecosystem has long digitised core care workflows, from planning to medication management. Every one of these interactions feeds into a unified data layer. On its own, it’s a record. But when we harness that data into intelligence - especially predictive intelligence - it becomes forethought rather than hindsight.

Spring relief won’t fix the NHS queue - intelligence will That’s the purpose of IQ, our care intelligence platform now available to care homes across the UK. With the largest structured social care dataset in the country, IQ doesn’t just show what has happened, it reveals what’s likely to happen next.

This isn’t futuristic conjecture. IQ already enables anonymised benchmarking, so managers can see how their home compares with similar services on key indicators such as falls, hydration, wounds, happiness levels and more. This sector-wide perspective moves homes from isolated decision-making to shared learning, and from reactive fixes to strategic improvement.

More importantly, the next stage of IQ is predictive: using patterns drawn from billions of data points to flag when risk is rising - often days or even weeks before an incident occurs. Whether it’s an unusual shift in weight, subtle changes in mobility or early markers of dehydration, predictive insight turns these signals into actionable alerts for care teams.

For the NHS, this approach matters. Predictive insight gives social care teams the tools to intervene early, reduce avoidable hospital admissions and also creates greater confidence in safe discharge pathways.

Evidence from pilot work across the health and care landscape shows that digital technology does indeed reduce unplanned acute care usage and costs when used effectively. Integrated data and communication between care homes and NHS community services contribute to earlier detection of deterioration, better joint decision-making and fewer emergency department attendances.

But this isn’t just about efficiency. It’s about dignity, safety and quality of life for older people and their families - the very outcomes at the heart of our healthcare and social care system.

A SEASONAL OPPORTUNITY - NOT A SEASONAL FIX Spring should be more than a symbolic break in demand. It should be a catalyst for lasting change: an opportunity to invest in the intelligence that supports both social care and the NHS. We cannot afford to wait until next winter to ask the same questions and confront the same problems.

If we harness predictive insight now - to anticipate risk, prevent harm and reduce avoidable admissions - we not only ease seasonal pressures but transform the fabric of care delivery itself.

In the end, the real queue isn’t a list of people in beds. It’s the queue of untapped intelligence waiting to unlock a safer, smarter and more humane approach to care - one that works for receivers of care, care teams and for the NHS alike.

One Provider, Connected Solutions: Simplifying Technology and Compliance in Care Homes Running a care home today means balancing highquality care with the smooth operation of a wide

range of essential systems. From laundry and dishwashing to television services, WiFi and connectivity,

these functions play a critical role in compliance as well as resident wellbeing. They also underpin the day-to-day experience of both residents and staff.

In many homes, these systems are supplied and maintained by multiple providers. Whilst this is often the norm, it can create unnecessary complexity.

When issues arise, dealing with different service teams, contracts and response times can slow resolution and increase pressure on staff.

Forbes Professional works with care homes to simplify this.

By delivering commercial laundry, dishwashing, IPTV, healthcare TV and networking infrastructure as a single, connected solution, providers benefit from one point of contact, streamlined servicing and clear accountability. This reduces operational friction and allows teams to focus on delivering care rather than managing suppliers.

In any care environment, reliability is critical.

Equipment must support strict hygiene and safety standards, with oversight from the Care Quality Commission and requirements such as WRAS. Professionally specified and maintained systems help ensure consistent infection control processes and minimise the risk of downtime.

At the same time, expectations around technology continue to grow. Residents increasingly value the ability to stay connected, access information and

enjoy entertainment through modern TV systems, signage solutions and reliable WiFi. For staff, dependable infrastructure supports smoother day-to-day operations.

Bringing these systems together creates a more stable, efficient environment. Instead of managing multiple suppliers, care homes can take a more integrated approach; improving performance, maintaining compliance and enhancing the overall experience.

Forbes Professional provides a practical, joined-up solution for care homes looking to simplify operations without compromising on quality.

Visit www.forbespro.co.uk or see the advert on page 11.

Hospitable Automation Hospitable Automation are providing robots to the everyday business. With over 25 years in IT and support, robotics is our next stage.

Robotics is not about replacing people, cobotics is the new term where the units are used to assist staff with their daily tasks. Freeing up their time to focus on other jobs.

Our floor cleaning robots can cover up to 2,500m2 in one hour. This frees up staff to concentrate on high traffic areas, touch points to be disinfected, bathrooms, tabletops. Utilising robotics increases staff efficiency, increases hygiene levels.

We are not sales company, we build a partnership.

From delivery of the robot, installation, staff training,

creating the automated tasks, providing go-live support.

Then we carry out the support, engineer site visits, yearly onsite service and warranty. From £75 per week + VAT Our range includes heavy load robots that can carry up to 300Kg to multiple points.

Our floor cleaning robots can sweep, mop, scrub and vacuum. They can also dock automatically, to empty the dirty water and refill with fresh water.

Please contact us today for additional information, a free on site demo of the correct units.

Paul Morrey - Director info@hospitableautomation.co.uk 0333 311 1900

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TECHNOLOGY AND SOFTWARE

Cloda is the AI Assistant Supporting Care Teams In Delivering Safe, Compliant Care Care staff often need the right guidance immediately. Whether responding to a safeguarding concern, managing a medication issue, or dealing with a clinical incident, the ability to access the correct procedure quickly can be critical to both resident safety and staff confidence.

Cloda is an AI assistant providing care staff with the answers they need from their organisation’s policies and procedures.

Staff simply ask a question — for example, “There has been a safeguarding concern, what should I do?” — and Cloda immediately provides the relevant guidance from the organisation’s own approved policies.

By making procedures accessible in seconds, Cloda helps ensure that policies are not simply documents stored on a system, but practical guidance that staff can use in real situations. This supports organisations in

embedding policies into everyday practice while strengthening compliance with Care Quality Commission (CQC) standards.

CQC inspections increasingly focus not only on whether policies exist, but whether staff understand them and apply them consistently in practice. Providing staff with immediate access to the correct guidance helps reinforce safe decision-making and supports organisations in demonstrating that policies are actively used across the service.

One of the most notable insights from Cloda deployments across social care services is the level of engagement from frontline staff. In many services, user adoption exceeds 80%, reflecting the fact that staff find the system simple and genuinely helpful in their day-to-day work. Cloda is like an additional team member, a reliable source of guidance that is always up to date, and available at the point of care.

Soon, Cloda will expand into a fully AI-enhanced Quality Management System with functionality for training, incident management, risk management, internal audit and compliance insights. By bringing these functions together in one system — and enhancing them with AI — providers can streamline quality management processes while improving visibility across their services.

The platform has been developed by HCI, an organisation with more

than 20 years’ experience supporting international health and social care providers with quality, governance and compliance solutions. Over the past two decades, HCI has worked with healthcare organisations across multiple jurisdictions to strengthen regulatory readiness and improve the management of quality and safety processes.

This experience has shaped the design of Cloda and its wider quality management framework, ensuring that the technology supports the realities of frontline care while also providing the governance tools organisations need to maintain compliance.

As care providers continue to face increasing regulatory expectations, workforce pressures and rising complexity in care delivery, digital tools that support both frontline staff and organisational governance are becoming increasingly important.

By combining instant access to guidance for staff with AI-enhanced quality management tools for organisations, Cloda helps care providers embed policies into practice, strengthen CQC compliance and ultimately support safer, more consistent care.

Cloda will be exhibiting at Care Show London — visit us at Stand H47 to see how Cloda works in practice. Learn more about Cloda at www.cloda.ai or contact info@cloda.ai.

Technology In Care Homes: Getting Consent Right And Keeping Care Human Technology is becoming a routine part of residential care.

From sensors and monitoring systems to digital care records, these tools can support safer and more responsive care. At the same time, they raise questions about consent, privacy and how care is experienced by both residents and staff.

These themes were reflected in recent discussions hosted by the Digital Care Hub, which explored how technology is being used in practice across the sector.

Understanding and explaining technology One of the challenges raised was how well people understand the technology around them. In some cases, particularly for people living with dementia or cognitive impairment, this understanding may be limited.

As one frontline care worker described, a person drawing on care believed systems were there so others could “spy on him”.

This highlights the importance of how technology is introduced and discussed. Understanding may change over time, and people’s responses are not always predictable.

Consent, not duress Consent was a central theme. The discussions pointed to the importance of consent, not duress, particularly in a system under pressure.

As one speaker highlighted: “Choice is meaningful only if a person can say no without losing their right to basic care.”

This raises questions about how real choice is experienced in practice.

Where options are limited, or technology becomes part of a default offer, consent may be more complex than it first appears.

Impact on staff and culture The use of monitoring also has implications for staff. In residential settings, oversight is familiar, but increased monitoring can change how care workers experience their role.

Some described feeling observed or questioned on small aspects of their work, particularly where families can see detailed records. This can influence how care is recorded and how relationships develop between staff, families and residents.

Supporting independence without replacing care Technology was also discussed as a way of supporting independence.

In some situations, monitoring can reduce the need for constant supervision and allow people more flexibility.

At the same time, there were concerns about how technology is used in a stretched system. One speaker highlighted the risk of pressure to “put more tech in to replace the shortage of carers”.

Robots vs Carers Digital Care Hub’s next webinar is on Robots Vs Carers: are we really replacing care workers? 31 March 2026 Find out more at www.digitalcarehub.co.uk/digital-care-in-focus/ difficult-conversations-about-data-and-tech/

PAGE 44 | THE CARER DIGITAL | ISSUE 282

PRODUCTS AND SERVICES Care Is Hard Enough. Activities Shouldn’t Be Ready-to-use activity products designed to support meaningful engagement in everyday life.

Everything you need to inspire connection, stimulation and wellbeing

CREATIVE & SENSORY ACTIVITIES Art, craft and sensory products designed to engage, calm and inspire.

COGNITIVE & REMINISCENCE Memory-based activities and conversation starters that encourage connection.

GAMES & GROUP ACTIVITIES

Inclusive games and group activities suitable for a wide range of abilities.

ONE-TO-ONE & MEANINGFUL ENGAGEMENT Personalised activity products that support wellbeing and individual needs.

Thoughtfully selected to be accessible, inclusive and easy to use in busy care environments.

Explore our full activity range - www.bluerain.store where you will also find our informative blogs and contact form as friendly advice is always on hand.

See the advert on page 15.

CareZips Classic Adaptive Pants Serve in Style with Euroservice Trolleys ®

CareZips® Classic are patented, easy dressing unisex adaptive pants designed for older and disabled people suffering with problems associated with continence, mobility, mental function and cognition. Suitable for persons living in care institutions, receiving care at home or living independently at home, CareZips® Classic enable people to dress themselves or with assistance from carers.

CareZips® Classic feature patented 3-zipper system, which opens the front of the pants from the waist to the knees for quicker access during toileting, continence pads changes and personal hygiene. The forward positioning of the two side zippers lessens pressure on sensitive hip areas, helping to eliminate discomfort. The third zipper facilitates simple full frontal opening for faster more dignified diaper changes, catheter adjustments, personal cleansing and hygiene routines.

CareZips® Classic have many benefits for the older and disabled users and their carers: • People dressing themselves enjoy the practi-

cal functionality and versatility of the CareZips® Classic, all day comfort and easy garment care.

• People dependent on assisted dressing appreciate quick easy dressing process with less stress, embarrassment and greater dignity offered by CareZips® Classic.

• CareZips® Classic offer practical gains to the carers, helping them to provide better care, whilst reducing physical efforts and saving valuable time.

CareZips® Classic are unisex, available in 6 sizes and 3 practical colours (i.e. black, charcoal and navy). Tapered fit at the ankles gives a tidy appearance. Made from breathable moisture-wicking 4-way stretchy crease-free and easy-care durable fabric, CareZips® Classic are comfortable, practical and conveniently functional.

For more information, contact Win Health Medical Ltd - 01835 864866 www.win-health.com See the advert on page 3 for further information on Win Health’s product range.

Watch your resident's eyes light up when the trolley arrives!

Euroservice trolleys can also be used as a vending trolley or to sell personal care products to residents. How about a delicious snack/pastry trolley or even a drinks trolley for that afternoon tipple?

Your lovely trolley could do so much for you and your residents!

Visit the website at www.euroservice-uk.com to see the full range.

See the advert on page 9 for further information.

Maintenance Free Makes for Cost Effective Wall and Door Protection Prevent everyday wear and tear with Yeoman Shield’s extensive range of easy-clean, wall and door protection.

Our attractive, maintenance free, hygienic products protect healthcare environments from costly impact damage, making repainting and repair a thing of the past.

Blending with decors, and available in primary dementia-friendly colours, our designs can include signage, to promote the well-being of patients and

aid wayfinding.

But we don’t stop at walls.

Our Fire Door Services are specially designed to offer an extra layer of safety in care settings. From regular inspections and repairs to complete replacements, Yeoman Shield’s fire door services help you meet all relevant safety regulations, giving you peace of mind.

For more information call 0113 279 5854 or visit www.yeomanshield.com. See the advert on page 10.

EDUCATION AND TRAINING EDGE Services - One of the Leading Providers of People Handling Training in the UK EDGE Services is one of the leading providers of people handling training in the UK today.

EDGE will train you to deliver moving and handling, dementia care, and challenging behaviour courses to your colleagues, providing you with the resources, techniques, and skills to make a real difference to the health and safety of both your colleagues and your clients.

Our courses: • People Handling and Risk Assessment Key Trainer's certificate (4 consecutive days, includes a written assignment) • Children Handling and Risk Assessment Key Trainer's certificate (4 consecutive days, includes a written assignment) • People Handling and Risk Assessment Key Trainer's certificate Refresher/Update (2 consecutive days) • Children Handling and Risk Assessment Key Trainer's certificate Refresher/Update (2 consecutive days) • Understanding and Managing Behaviour that Challenges Key Trainer's certificate (2 consecutive days) • Dementia Care Key Trainer's certificate (2 consecutive days) Our Key Trainer's certificate lasts for 2 years. Delegates are then given a 3-month grace period to renew their training though we don’t recommend they deliver any training during this interim period.

EDGE understands that the continued success of the company is down to us consistently providing highquality training that is received well by those attending the event and by those procuring it. We are committed to ensuring this success continues.

There’s a lot that makes EDGE different from your average training provider:

• Healthcare Professionals: All EDGE trainers are nurses, occupational therapists or physiotherapists with over ten years’ clinical experience.

• Fully Accredited: All our’ People/Children Handling and Risk Assessment Key Trainer’s Certificate’ courses are accredited by RoSPA Qualifications to Level 4 or Advanced Level 4. They are recognised for providing continuous professional development by the CPD Certification Service.

• Compliance with Professional Training Standards: All EDGE Manual Handling ‘Key Trainer’ events comply with the National Back Exchange Training Standards (2010); The All Wales NHS Manual Handling Training Passport and Information Scheme (2010); and The Scottish Manual Handling Passport Scheme (2014).

• Invaluable Training Resources: All delegates are given a fully illustrated and comprehensive textbook; professionally printed and produced by EDGE. Plus, proposed documents to assist and support in onward training delivery. These include course agendas, hand-outs, Power-Point slides, filmed practical techniques and tips for staff training and assessing.

• Online Resources Library and E-Learning: Our Manual Handling ‘Key Trainer’ training is supported by an extensive, informative online resources library offering use of an exclusive e-learning module plus additional training tips and tools to develop and enhance onward training.

EDGE offers both public courses and in-house courses, the dates for which can be found on our website: https://edgeservices.co.uk Alternatively, call: 01904 677853 or e-mail: enquiries@edgeservices.co.uk to see how EDGE Services can help you.

Transforming Care Home Training with Serious Games Care homes today face increasing pressure to deliver high-quality, safe and effective care—while managing limited time, budgets and workforce capacity.

Traditional training methods often struggle to engage staff or translate learning into everyday practice.

Serious games are changing that.

By combining evidence-based learning with interactive, scenario-driven gameplay, serious games enable staff to learn by doing. Teams work together to solve realistic challenges, strengthening communication, decision-making and confidence in a safe environment. This directly supports key CQC priorities across Safe, Effective and Well-led domains.

Research shows that simulation and game-based learning improves knowledge retention, teamwork and patient safety outcomes (Aggarwal et al., 2010; Health Education England, 2016). Crucially, it also promotes peer learning and reflection—helping teams share experiences and embed best practice across the service.

Focus Games has been at the forefront of this approach, offering a wide range of care home–focused

board games, card games and digital learning via the ZeST platform. Covering topics such as infection prevention, nutrition, safeguarding and communication, these resources are designed specifically for health and social care settings. ✔ Engage staff through interactive, team-based learning ✔ Reinforce real-world skills through practical scenarios ✔ Deliver cost-effective training at scale ✔ Support inspection readiness and continuous improvement Flexible and easy to facilitate, Focus Games’ resources can be used across induction, mandatory training and ongoing CPD, either face-to-face or digitally.

At a time when care providers must do more with less, serious games offer a proven, practical and engaging solution—turning training into meaningful improvements in care delivery.

Ready to get started?

Take the first step with a 20% INTRODUCTORY DISCOUNT using code CARE20 and discover how gamebased learning can support your team and improve outcomes. www.FocusGames.com

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EDUCATION AND TRAINING

External Compliance Audits – Are They Worth It? Working in social care is demanding. It is one of the most heavily regulated yet underfunded sectors, with providers expected to comply with regulations, meet Quality Statements, follow good practice guidance, respond to local authority monitoring, and operate under constant scrutiny.

Regulation itself isn’t the problem — it protects people and improves standards.

The challenge is capacity. Larger organisations may have in-house quality assurance teams, but smaller providers rarely have the time or budget to review compliance in depth. Many owners and managers tell us they feel overwhelmed and unsure how well their service is really performing, especially since the introduction of the Single Assessment Framework.

For many, confidence in compliance is the number one concern — not because standards are poor, but because there simply isn’t time to step back and take a full, objective view.

CAN AN EXTERNAL AUDIT HELP? In short, yes — when it’s done properly. A high-quality external audit provides: • A clear snapshot of current performance • Identification of good practice and priority risks

• Practical advice on how to improve • Evidence to support action plans and improvement journeys • Demonstration of good governance and continuous improvement — a key CQC focus • Reassurance for owners, directors, and managers

HOW W&P CAN HELP W&P have supported health and social care providers for nearly 25 years, completing hundreds of audits across a wide range of services. This experience gives us deep insight into what regulators look for — and what genuinely improves outcomes.

Our audits are supportive, non-judgmental, and practical. They typically include around six hours on-site, followed by a detailed report that links evidence to regulations and Quality Statements. Reports also include clear guidance, tips, and sources to help you respond confidently.

Every audit is tailored to your needs — whether that’s safeguarding, medication management, or overall governance — ensuring it is truly fit for purpose.

If you would like to know more, then please contact us on audits@wandptrainng.co.uk or call 01305 767104 for a no-obligation chat on how our audits can help you. See the advert on page 2 for details.

Realise Strengthens Healthcare Training Offering with Acquisition of Tidal Training Specialist healthcare training provider Tidal Training has been acquired by Realise Training Group in a deal that will strengthen both organisations and improve the services they offer to tens of thousands of learners.

Fast-growing training provider Realise completed the purchase on Friday (March 13) for an undisclosed sum. The business will continue to trade as Tidal Training, and all employees and associate trainers will remain in place.

Launched by Colin Frensham in 2012, Tidal Training has grown to become one of the largest healthcare training providers in the country, last year helping 18,000 learners develop new skills.

The Cheltenham-based provider delivers medical and clinical, bespoke mental health, learning disabilities, health and social care, and childcare training - as well as regulated first aid training.

Tidal Training has a broad client portfolio supporting NHS hospitals, local authorities, mental health providers, children’s services, schools, HM Prison Service, the Probation Service, social housing providers, private hospitals, addiction and rehabilitation establishments, and complex care providers.

Founder Director, Colin Frensham, said: “I am excited and proud that Tidal is joining the Realise Training Group. By utilising Realise’s strong infrastructure and sharing opportunities, Tidal will be able to grow at a faster pace while continuing to deliver the excellent specialist training we are renowned for.

“We have grown the Tidal business from a standing start to a highly trusted organisation with 162 courses and 18,000 learners a year. Tidal has been putting people before profit since 2012. We are more than a training provider, Tidal is our legacy to benefit and support others.

“I'm delighted that Clare Seed, who became a director at Tidal in 2017, will remain in post as we expand the business together under the Realise Training Group.

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“This acquisition is the start of the next exciting chapter for everyone involved, for our learners, employees, trainers and suppliers, and it’s very much business as usual.”

Tidal Training currently has 35 associate trainers and six head office-based staff, delivering more than 130 days of training each month.

Part of the AQA Group since October last year, Realise also supports more than 18,000 learners a year across apprenticeships and adult skills programmes.

Gregg Scott, CEO at Realise Training Group, said the purchase of Tidal Training was a strategic step in the business’ continued growth across multiple sectors.

He said: “We are delighted to have completed this significant acquisition of a successful and highly respected training provider. Tidal will continue to operate as before, delivering excellent training across the country, but it will now have the additional support of the Realise Training Group and our strong infrastructure.

“We are committed to providing first-class training in key sectors and this will help us further our expertise in the healthcare sector, while adding new courses to our portfolio.

“Realise continues to go from strength to strength and we look forward to working with everyone at Tidal Training.”

With more than 500 employees nationwide, Realise offers apprenticeships in sectors including early years, health and social care, business services and transport.

The training provider also delivers adult skills programmes in West Yorkshire, Liverpool City Region and a host of other locations including West Midlands, Greater Manchester and Lincolnshire.

Tidal Training was advised by Dow Schofield Watts Corporate Finance (Paul Herriott and Harry Martin) and WSP Solicitors (Peter Mardon). Realise Training Group was advised by Womble Bond Dickinson (James Cook and Alex Dolling) and Tax Advisory Partnership (Russ Cahill).

For more information, visit www.realisetraining.com From left, Gregg Scott (CEO at Realise Training Group) and Colin Frensham (Founder Director at Tidal Training)

THE CARER DIGITAL | ISSUE 282 | PAGE 47

PROFESSIONAL SERVICES

What Your Risk Register Reveals About Your Care Business (And What It Is Missing)

By Martin Lowthian, Risk, Quality and Regulatory Specialist, Access Health, Support and Care (www.theaccessgroup.com) Ask most care providers what their risk register is for, and the answer will be some version of the same thing: staying compliant, preparing for inspection, avoiding regulatory action. Those are all valid reasons. But if that is all your risk register is doing, you are leaving significant value on the table.

Good risk management is not a defensive exercise. Done properly, it is one of the most powerful tools a care business has for sustainable growth. Providers who understand this are not just better protected, they are better positioned to win contracts, scale their services, and attract staff.

Operational risk gets most of the attention. Safe recruitment, medication management, care delivery and safeguarding are all are critical areas, and they absolutely belong in your register. But there is another category that rarely gets the same rigour: opportunity risk.

Consider how many providers miss a tender because their evidence is not in order. Enquiries that are not converted, clients who choose a competitor, care workers with specialist skills you cannot recruit because your onboarding process is not fit for purpose. Each of these is a risk with a measurable impact on your business. Your risk register should capture all of it.

One of the most common patterns in care organisations is a business that has grown quickly but has not

grown its infrastructure at the same pace. Ask yourself: if you disappeared for two weeks, what would happen? If the answer involves significant disruption, that is a risk worth documenting and addressing now.

Many providers manage their risk registers in spreadsheets, but as organisations grow, paper-based processes create real problems. Controls that were accurate six months ago are presented as current assurance. Actions that were never completed sit on the register without anyone being held to account. This is not risk management; it is risk documentation.

Digital tools designed specifically for care governance, such as Access Care Compliance, allow providers to track risks, controls, and actions in one place, map them against regulatory frameworks, and evidence progress in real time.

There is also a direct commercial argument. Insurers respond well to providers who can demonstrate a structured, evidenced risk management framework, and in my experience, it can reduce your premiums.

Commissioners are increasingly sophisticated in evaluating tender responses. A provider who can point to documented controls and clear accountability stands out.

Honest risk management requires a particular mindset. Approach your register as if you are looking for problems, not confirming that everything is fine. Providers who get the most value from their risk registers use them as a genuine growth tool, asking uncomfortable questions about where the gaps are.

Risk management, done properly, is not an add-on. It is how well-run, high-quality care businesses grow and thrive.

For more information about risk management or Access Care Compliance, please contact Martin at martin.lowthian@theaccessgroup.com

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

PAGE 48 | THE CARER DIGITAL | ISSUE 282

PROFESSIONAL SERVICES

Sponsor Licence Revocations In The Care Sector: What The Home Office’s Increased Scrutiny Means

By Sara-Michelle Colvin, Senior Associate in the immigration team at Birketts LLP (www.birketts.co.uk) greater accuracy.

This desk based model is supported by enhanced analytical tools – including AI – which provide faster processing and more reliable detection of anomalies or patterns of non compliance.

A TOUGHER STANCE ON EVEN MINOR BREACHES The government has also adopted a far more uncompromising approach to compliance failings. Issues previously regarded as technical or low level – late sponsor notifications, incomplete HR files, inconsistent Right to Work checks, or weak absence management – can now lead to immediate suspension or even revocation.

These stricter consequences sit alongside wider efforts to combat illegal working. Civil penalties now reach £45,000 for a first breach and £60,000 for subsequent breaches, and enforcement activity increased sharply in 2025 thanks to expanded capacity and automated systems.

HOW THE ENFORCEMENT PROCESS UNFOLDS The UK care sector is currently facing one of the toughest periods of immigration related enforcement it has ever experienced. Recent Home Office figures reveal the scale of the shift: from July 2024 to June 2025, 1,948 sponsor licences were revoked – more than double the 937 revoked the year before, and dramatically higher than the 261 and 247 revocations issued in 2021–22 and 2022–23.

The Home Office continues to identify recurring weaknesses across parts of the sector, including: • underpayment of sponsored workers • mismatches between the job roles listed on Certificates of Sponsorship and the duties carried out • attempts to use sponsorship as a means of bypassing immigration controls • roles that do not constitute genuine vacancies • the increased vulnerability of migrant workers who are tied to their sponsoring employer.

Given the sector’s reliance on overseas recruitment and long standing staffing challenges, adult social care remains a central focus for enforcement activity.

A move toward digital, intelligence led monitoring As part of this intensified scrutiny, the Home Office has largely replaced onsite compliance visits with a more sophisticated, data driven approach. Increasing integration of HMRC/PAYE information, Sponsorship Management System activity and other government intelligence allows caseworkers to highlight concerns quickly and with

In recent months, many care providers have been contacted unexpectedly by the Home Office seeking additional information, typically regarding pay. This stems from increased data sharing between HMRC and the Home Office, which is surfacing discrepancies that may point to reporting failures.

REQUESTS FOR INFORMATION When the Home Office issues a Request for Information, sponsors usually have 10 working days to respond. The volume of evidence required can be substantial, often needing input from multiple departments. A long standing concern among organisations is the need to send sensitive employee information without encryption, as the Home Office’s current systems are limited to email attachments and do not support secure alternatives.

SUSPENSION AND REVOCATION Where the Home Office identifies breaches, it may take one of the following actions:

SUSPENSION • The licence may be suspended and the sponsor placed on an Action Plan.

• A fee must be paid within 10 working days to accept the Action Plan.

• The Action Plan can run for up to three months, during which the sponsor must demonstrate significant improvement to regain full compliance.

• Failure to meet the required standard typically results in revocation.

REVOCATION

• In serious cases, the Home Office may bypass suspension and move directly to revocation – something officials have indicated is increasingly common.

• Before revoking, the Home Office issues a notice of intention, giving the sponsor 20 working days to make representations.

• Although the Home Office is expected to respond within a further 20 working days, delays are frequent.

• In most cases, the outcome is ultimately revocation.

If revocation occurs, sponsored employees may continue working for 60 days from the date of their cancellation letter (or until their visa expiry date, if earlier). During this period, they must find a new sponsor or switch to another immigration route to remain lawfully in the UK. Revocation takes effect immediately for the organisation: it loses the ability to sponsor workers or assign Certificates of Sponsorship and cannot apply for a new licence for at least 12 months, a period that can be extended where civil penalties or criminal matters are involved.

Legal challenges within the sector have centred on arguments relating to: • risks to continuity of care for service users • the impact on a business’s ability to operate and the effect on its domestic workforce • the Home Office’s alleged failure to apply discretion or consider lesser sanctions.

STRENGTHENING COMPLIANCE IN A HIGH RISK ENVIRONMENT In this climate, it is vital for care sector sponsors to adopt a proactive and rigorous compliance strategy. The rise in licence revocations, coupled with more sophisticated data monitoring and severe penalties for even minor breaches, demonstrates the Home Office’s determination to drive structural reform.

Organisations relying on sponsored workers must therefore ensure their HR systems, reporting procedures and governance arrangements are robust, transparent and consistently applied. Some groups are also exploring multi licence structures to spread risk across subsidiaries.

Although revocation does not stop a business from trading, the operational disruption, staffing challenges and 12 month bar on reapplying can be highly damaging. Strong compliance is no longer a matter of good practice – it is essential for ensuring continuity of care, protecting vulnerable workers, and maintaining future access to skilled international labour.

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Lost Time and Costs Start with Your Rotas

By Becky Mundie, RotaCloud (https://rotacloud.com)

How much time do you spend on admin?

How long are you locked away in your office to make the rota, only having to go back again and again for amends? How often have you realised you’re understaffed, resulting in overspending on agency staff? How frequently do payroll errors, messy audit trails, and chasing staff who missed a shift update occur?

It’s constant, the stress of it all. It’s enough to carry the care of your service users on your shoulders without being overwhelmed every day by repetitive admin and errors. You never thought you’d be spending more time amending schedules, chasing for cover, and correcting issues than your actual job.

But those inefficiencies — staff shortages, payroll errors, missed shift updates, and multiple spreadsheets you juggle — cost you money, time, staff retention, and, in some cases, compliance.

It’s easy to suggest investing in budgeting tools or certain tech to help you understand spending before it happens and to automate certain processes. Budgets are tight in care, after all. But there are simple fixes to cut your operating costs without cutting back on care if you can’t yet turn to digital systems.

Cutting costs doesn’t just mean spending less. It’s about making smarter decisions – reacting to and fixing the cause of the problem, not the effect. And it all starts with your rota.

There are ways to take better care of your rota, which will, in turn, improve efficiency and staff morale.

One main way: putting your staff first.

First, give your team more say in when they work by allowing them to submit their availability. Try making a rolling rota with a mix of most and least preferred shifts so everyone gets a fair share of them. It means far less admin for you when the rota repeats, far fewer last-minute amends, a more accurate payroll, an easier audit trail, and no more miscommunications on when everyone’s working.

Second. Share rotas at least two weeks in advance. Doing so allows enough time to make amends and for everyone affected to be updated. Sticking to this process is more efficient, which means less admin – which means more time to focus on service users.

Third. Put in a more seamless process for holiday requests. Whether a submitted form or limiting to one means of messaging, sticking to one process means fewer lost or forgotten requests and much less paperwork. Plus, allow staff to arrange shift swaps themselves, leaving managers to simply approve or deny.

Again, less time on admin means more time for service users.

All in all, your saviour is flexibility. Flexibility in rotas means less admin for managers, more efficient teams and safe staffing levels, happier staff (and higher retention rates), and, in return, happier service users – all saving costs in the process. After all, when you aren’t making last-minute changes or relying on agency staff to cover no-shows, you stick to the staffing levels and labour budgets you’ve forecast. So long, overspending, lost time, and inefficient processes.

See the back cover of this issue for more information on Rotacloud.