The Carer Digital - Issue #292

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Issue 292

Care Sector Needs "Renegotiation of Social Contract", MPs Told Plans for the future of adult social care will hinge on a genuine, two-way conversation with the public about how much they are prepared to see the system change, Baroness Louise Casey has told MPs. Giving evidence to the Health and Social Care Committee on 24 June, the chair of the Independent Commission on Adult Social Care said it was entirely

possible to design a National Care Service, noting that previous governments had not lacked the capability to do so, only the will. The real starting point, she explained, was establishing precisely what the NHS already provides, and how social care sits in relation to it.

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PAGE 2 | THE CARER DIGITAL | ISSUE 292

EDITOR'S VIEWPOINT

Welcome to the latest edition of The Carer Digital!

A CONVERSATION WITH THE PUBLIC — BUT WHAT ABOUT THE SECTOR? Baroness Louise Casey told MPs on the Health and Editor Social Care Committee something that should stop every one of us in this sector in our tracks: 22 reviews, White Papers, Green Papers and commissions since 1997 alone, and not one of them, on any significant scale, properly opened up a two-way conversation with the public about what they're actually willing to accept when it comes to reforming the social contract underpinning care.

Twenty-two attempts. And the public left out of nearly all of them.

So when Baroness Casey says she intends to launch a "big and deliberative" public engagement process this July, it ishard not to welcome it.

It is overdue, it's necessary, and if done properly it could finally give politicians of every stripe the public mandate they have lacked for a generation to make the hard choices social care reform demands. Choices about funding. Choices about eligibility.

Choices about who, ultimately, picks up the bill.

But here at THE CARER, we'd ask a simple question: where is the equivalent conversation with the people who actually deliver this care, day in and day out?

Because the frustration is not confined to families navigating an impossible system, or service users facing what so many of you describe to us as a postcode lottery.

It runs just as deep on the provider side. Underfunding, surging demand, and workforce shortages are the three issues we hear about relentlessly at every care event, every conference, every conversation with managers, nurses, care workers and unpaid carers up and down the country.

These aren't abstract policy concerns. They are the daily, lived reality of running or working in a care setting in 2026.

A national conversation that resets the relationship with the public is a bold and welcome step. But social care is not delivered by the public in the abstract — it is delivered by providers, registered managers, nurses, carers and the often-invisible

Peter Adams

army of unpaid family carers who hold the system together when it buckles.

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Any genuine renegotiation of the social contract has to include their voice too,

3 Carlton Mount

not as an afterthought consulted once the framework is set, but as full participants

2 Cranborne Road

in shaping what comes next. They are, after all, the ones who will have to make

Bournemouth

whatever new settlement actually work in practice.

Dorset BH2 5BR

There is no easy answer here, and reform will come at a cost. Personally, I have long favoured a social insurance model of the kind operated in Japan, Austria, Germany, South Korea and parts of China, where contributions are built up over a working lifetime rather than left to a means-tested scramble in old age. Others will favour different routes. That's precisely why the conversation matters — but it has to be a conversation with everyone who lives and works inside this system, not just those who fund it from the outside.

We were glad to hear the care minister, Stephen Kinnock, push back on the original 2028 timeline for Baroness Casey's final report and call for the work to be accelerated.

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www.thecareruk.com EDITOR

Sarah Woolnough at The King's Fund is right that the longer this system sits in crisis, the more people suffer the consequences of inaction.

The proposed National Safeguarding Adults Board, too, is a step in the right

Peter Adams editor@thecareruk.com

direction, addressing the conflict of interest that too often leaves families feeling

SALES DIRECTOR

the system is marking its own homework.

David Bartlett

But pace alone will not fix a process that has historically left out the very people best placed to say what works and what doesn't. As this engagement exercise

dave@thecareruk.com

begins to take shape over the summer, we. Will be watching closely — and we

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willbe making the case, loudly, that care providers and the care workforce have

& DESIGN

earned a seat at this table.

Matthew Noades

In the meantime, as ever, our thanks go out to all of you who keep sending us your stories — the cultural days, World Cup celebrations, snooker legends, arts and

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crafts afternoons, garden parties and fundraising efforts that remind us, even amid all this policy wrangling, why this sector matters so much. Keep them coming. .I can always be contacted at editor@thecareruk.com I would also encourage our readers to sign up for our bi-weekly digital newsletter at www.thecareruk.com and follow us on social media for all the latest news.

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 292 | PAGE 3

Care Sector Needs "Renegotiation of Social Contract", MPs Told (CONTINUED FROM FRONT COVER) Baroness Casey told the Committee that care is currently delivered in a fragmented way, pointing to what she described as a significant divide between how the NHS approaches and understands social care and how it is viewed by everyone else working in or relying on the sector.

Her comments build on remarks made in March, when she argued that social care had never had a defining "creation moment" of its own.

NATIONAL CONVERSATION At that time she called for a national conversation on the issue, alongside six immediate steps for government, including expanding dementia trials, appointing a dedicated dementia lead, establishing a National Safeguarding Board for vulnerable adults, and creating a fasttrack social care passport for people with a motor neurone disease diagnosis.

Updating MPs on progress, Baroness Casey confirmed that work is underway to launch a wider public debate on reform. She told the Committee that one of the biggest gaps to date has been the absence of a genuine reset in the relationship with the public, allowing people to express what they would be willing to accept in any reshaping of the social contract underpinning care.

She indicated that this engagement process is expected to begin in earnest in July, describing it as a substantial and deliberately participative exercise, while acknowledging she may have disclosed more about the timing than intended.

The session also touched on the political backdrop to reform. Andy Burnham, tipped to become the next Prime Minister, has signalled that adult social care reform would be a priority for him.

ANDY BURNHAM Responding to a question by the committee’s chair Baroness Casey said, “ I have spoken to Andy Burnham before, during and where we are now. As you are probably aware, he is not the Prime Minister yet. He did an awful lot of work on social care in Manchester. We had already been up to Manchester and talked social care months ago.

“Like everybody in the country right now, I will await the outcome of the next few weeks and see who the next leader of the Labour party is and therefore who the new Prime Minister is”

“ELEPHANT IN THE ROOM” Questioned by Conservative MP Joe Robertson on the modern service framework currently being developed for dementia, Baroness Casey gave a forthright assessment of the policy gaps still facing the sector.

Mr Robertson told the Committee he shared concerns raised by leading dementia charities that the ambition and transformative change needed may not ultimately be delivered through the MSF. He went further, asking whether government should adopt an explicit ambition to reduce dementia deaths, given its standing as one of the country's

biggest killers alongside cancer and heart disease.

In response, Baroness Casey did not hold back. Dementia, she said, remains the elephant in the room of UK health policy: it is the leading cause of death in this country and the condition the public worries about most, yet it continues to be one of the most underdeveloped areas of policy within the Department of Health and across government more widely.

She reminded the Committee that she had made this case publicly in her Nuffield Trust speech in March, calling at the time for greater urgency around dementia clinical trials and a more rigorous scientific approach, placed on an equal footing with the government's work on other major diseases. She noted that while the Cameron government had once driven a concerted push on dementia, that momentum had since dissipated – not simply in recent months, but as a matter of sustained policy drift over a number of years.

DEMENTIA TZAR Baroness Casey confirmed to the Committee that ministers had agreed to her request for a dedicated dementia tsar. While acknowledging this might be seen as an old-fashioned approach to policy delivery, she defended its value, arguing that what the system needs is an individual wholly dedicated to the cause, with the credibility to work across government and the NHS and to be heard.

Such a figure, she said, should be answerable to the Select Committee for progress made, accountable to ministers, and tasked with driving the entire dementia agenda forward. She told MPs she had pushed hard for the appointment and that ministers had now agreed it would go ahead.

Asked by Mr Robertson how quickly she would like to see the tsar appointed, now that the principle had been secured, Baroness Casey struck a note of cautious optimism. She observed that, by the standards of government decision-making in recent times, securing agreement between a request made in March and an appointment now in progress represented a relatively swift outcome – one she was grateful for. She confirmed that recruitment was under way and that ministers had indicated the appointment would be made soon, adding that she would continue to monitor the process closely to ensure the role was established in a way that allowed it to be genuinely effective.

BROUGHT FORWARD The care minister, Stephen Kinnock, later told the committee that he wanted Baroness Casey to produce her final report earlier than 2028.

He said: “I will tell you quite clearly that I did not agree with the position that the chancellor (Rachel Reeves) and the prime minister (Sir Kier Starmer) took in terms of the timeframe that was given to Louise Casey.

“I think that it needs to be brought forward and I hope that we can work at pace as and when we have a new prime minister to ensure that we have got the Treasury, and No 10 and the Department of Health and Social Care, working in lockstep and recognising the urgency of the issue.”

He said: “I am very pleased to hear Baroness Casey’s view today that she’s ready to move in a more accelerated fashion and I would fully support that.”

HONEST CONVERSATION Sarah Woolnough, Chief Executive at The King's Fund, said: 'It was encouraging to see that Baroness Casey is open to a faster timetable for reform. The longer the social care system remains in crisis, the more people and their loved ones will suffer the consequences. Only by moving at pace can we begin to rectify this system that has failed too many already.

'At the heart of successful reform will be a broadening of the eligibility criteria for publicly funded social care to create a more universal system. The UK is an outlier when it comes to social care, restricting access in a way that other countries simply do not, with consequences for people's health, independence and fulfilment. Now is the time to rectify this opportunity and to do so at pace. An honest conversation about the options to increase funding will be needed, including the balance of state and individual investment.

'As Baroness Casey noted at her appearance, our previous work on the public's attitudes to social care showed a lack of clarity as to what people understand social care to be and how it operates. Her commitment to a large consultation exercise with the public is a welcome step but it cannot be a solo act. Any incoming Prime Minister must grasp this nettle, take up Baroness Casey's openness to an accelerated timetable and move social care up the political agenda in order to engage the public and work with them to build consensus about the need for reform and its urgency.’

CONFLICT OF INTEREST Kari Gerstheimer, CEO and Founder of Access Social Care, said: "The introduction of a National Safeguarding Adults Board, in line with Baroness Casey’s recommendation, is a welcome first step in prioritising safeguarding, reviewing guidance and ensuring meaningful protection for people who rely on social care.

"Progress on Baroness Casey's recommendation for stronger national oversight is both welcome and urgently needed. At Access Social Care, we regularly support people facing deeply distressing safeguarding issues and yet, too often, we encounter challenges in securing an adequate response from local authorities who are under huge financial and resource pressures.

"In many cases, safeguarding concerns arise from failures by public bodies, yet those same organisations are responsible for reviewing what went wrong. That conflict of interest can leave people feeling that the system is ‘marking its own homework’.

"We welcome a national board with the authority to provide independent oversight and drive improvements, to strengthen accountability and improve outcomes for the people who need it most."

PAGE 4 | THE CARER DIGITAL | ISSUE 292

How Small Operational Changes Can Transform Care Experiences

By Bethan Evans, CEO of My Choice Healthcare (www.mychoicehealthcare.co.uk) It’s no secret that the care system needs to change. Staff deserve better pay and conditions, funding needs to be increased, and operations need to be streamlined. If we are to provide vulnerable people with the service they deserve, these things are non-negotiable.

But change takes time, money, and resources that many care homes simply don’t have – particularly when it comes to large-scale implementation.

Government data shows that as of June 2025, 85.7 per cent of total beds in care homes in England were occupied.

Meanwhile, data from the Welsh Government shows that the population in Wales aged 65 and over is predicted to reach 35.3 per cent by 2121, up from 21.7 per cent in 2023. It’s clear that the system is already overburdened, and this pressure is only going to grow as the population ages.

Changes need to be implemented to help the industry keep up with demand, but the system doesn’t currently have the capacity for huge, wide-ranging reforms that could cause disruption and unease for care home residents. And we can’t afford for standards to slip – because people deserve better. So, what is the solution?

Small operational changes may just be the answer. Small doesn’t mean insignificant, and it’s often these more manageable steps that have the biggest impact.

IMPROVING COMMUNICATION Social care is a complex system made up of many moving parts. From residents and their families to care home staff and external healthcare professionals, numerous people are involved in the day-to-day running of a care home, and everyone needs to work together to ensure things run smoothly.

But with so much pressure on the industry, it’s no surprise that this doesn’t always go to plan. When staff are busy and juggling competing demands, communication can break down. Ultimately, it’s residents/people who receive support who suffer.

The 2024 British Social Attitudes Survey revealed that one of the strongest drivers of satisfaction with the NHS is how well it communicates with patients, with communication issues accounting for 17 per cent of all formal complaints about health services.

Effective communication determines how quickly illnesses or concerns are addressed, whether residents’ medication is properly prescribed, and whether their wider medical needs are met.

Improving communication doesn’t need to be complex and can often be achieved through small changes.

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Putting systems in place to ensure medical records are kept up to date, staff rotas are accurate, and resident preferences are properly tracked are simple steps that can make a meaningful difference.

FROM ANALOGUE TO DIGITAL Technology is undoubtedly making this process easier. In 2025, around 80 per cent of CQC-registered adult social care providers in the UK had digitalised their care records, marking a shift towards data-led management.

The opportunities for using technology in care homes are countless, but starting small and integrating simple changes to operations is key to ensuring care home staff don’t become overwhelmed by new systems.

In fast-moving environments, digital solutions are real time savers. Storing resident data digitally and granting other healthcare providers access to these records – to update medication dosages, for instance – means staff don’t need to spend large chunks of time sorting through files and manually inputting data.

Care home teams are time poor – reducing the time spent on admin tasks means they can devote more time to caring for residents. It’s a win-win.

EASING DISRUPTION Care home residents are often at a vulnerable stage in life and change isn’t easy, particularly for those with conditions such as dementia or Alzheimer’s.

Change can create feelings of confusion, fear, or loss of control, as noted by the Alzheimer’s Society, and it’s important that this is considered when any changes are implemented. This is why small operational changes can be so transformative in the care environment.

Rather than large-scale, complex shifts in how residents are cared for, taking a simple, pared down approach will help them feel at ease, while also helping staff cope in what can be a stressful environment.

Considering how staff rotas can be adjusted to reduce burnout levels, how more activities can be introduced for residents, or how meal plans can be altered to provide more nutrient-rich dishes are small changes that can have a significant impact. Residents deserve the very best experience possible, and this doesn’t need to become overly complicated.

FINAL THOUGHTS We know change is needed in the care system. And while the big shifts required in funding and recruitment drives are largely out of our hands, there are smaller operational changes that care homes can begin to implement to improve the care experience.

Improving communication between all parties means a smoother experience for everyone – not just residents, but families, staff, and other healthcare professionals. Moving away from analogue processes to a digital system is one way to enhance communication, but there are countless benefits when it comes to saving time and improving efficiency too.

Keeping residents at the heart of the system must remain a priority, and this is why small operational changes are so effective. Small actions add up – they’re manageable, achievable, and truly have the power to transform care experiences.

THE CARER DIGITAL | ISSUE 292 | PAGE 5

Lords Committee Calls for Urgent Migration Data Reform The House of Lords Justice and Home Affairs Committee has urged the Government to improve the quality and availability of migration data, warning that gaps in information are fuelling misinformation and making it harder to develop effective policies on settlement, citizenship and integration.

In a newly published report, peers said better data is essential to understanding how many migrants remain in the UK, how many have left, and how settlement and citizenship policies are affecting communities. The Committee argued that the absence of reliable information risks undermining public confidence and informed debate on migration issues.

Among its recommendations, the Committee called on the Home Office to resume publishing exit-check data as a matter of urgency.

Members said this would help clarify the number of migrants currently in the country and provide more accurate information on visa overstayers. The report also highlighted the need for stronger datasharing arrangements between government departments to support better decision-making.

The Committee’s wider inquiry examined settlement pathways, citizenship processes and integration policy across the UK. Peers stressed that responsibilities for these areas are spread across several government departments, devolved administrations and local authorities, making effective coordination particularly

important.

The report also recommends clearer ministerial accountability for immigration, settlement and citizenship policy, alongside the creation of a cross-government migration strategy. Suggestions include a triennial Migration Plan jointly overseen by the Home Office and Cabinet Office, supported by regular engagement with local government and community stakeholders.

Committee members warned that significant proposed changes to settlement and citizenship rules should be underpinned by robust evidence and detailed impact assessments. They argued that major reforms should be accompanied by transparent analysis of their likely effects on individuals, employers, public services and community cohesion.

The Government is expected to respond formally to the Committee’s findings within the coming months. The report comes amid continuing debate over future immigration policy and proposed reforms to settlement routes in the UK. For care providers, the findings are particularly relevant given the sector’s ongoing reliance on international recruitment and the importance of clear, evidence-based immigration policies in supporting workforce planning and long-term staffing strategies.

Rotherham Care Home Reduces Ambulance Call Outs By Nearly Half Through Hydration Initiative A care home in Rotherham has reduced ambulance callouts by 45% and cut falls by 62% after launching a new hydration initiative designed to keep residents healthy and out of hospital.

Part of We Care Group, Byron Lodge Care Home in Wath upon Dearne introduced a dedicated Hydration Station alongside fruit platters, mocktail events and other activities to encourage residents to drink more fluids.

The focus on increased fluid intake aims to reduce the risk of falls, urinary tract infections (UTIs) and hospital admissions and comes as the UK experiences another record breaking heatwave.

This follows the release of data from the UK Health Security Agency in April 2026 which revealed there were an estimated 1,504 heat-associated deaths in England throughout summer 2025, with older age groups experiencing the highest levels of heat-related mortality. The report also found those aged 75 and over were among the most vulnerable to the effects of hot weather.

As a result of the new measures, Byron Lodge has almost halved its ambulance callouts, reduced falls

by more than 60%, and achieved its lowest level of ambulance transfers to hospital in over a year. Despite a heatwave at the end of May 2026, the home also recorded a significant drop in hospital admissions.

Speaking about the success of the initiative, home manager Maxine Gascoigne said: “Keeping our residents hydrated is vital for their overall health and wellbeing in the summer months, particularly as we head into another heatwave. Dehydration can be extremely dangerous in the elderly and vulnerable, so we’re delighted residents have been getting involved and engaging with our Hydration Station. We have even recently been presented with a Gold Hydration Certificate by the NHS and Careskills for the wonderful results we’re seeing.

“We’re currently experiencing an exciting period of positive change at Byron Lodge, and this achievement is evidence of the whole team’s hard work and dedication.

Thank you to the team and families who have contributed to this success – this commitment to delivering high-quality care continues to make a real difference to the lives of our residents.”

PAGE 6 | THE CARER DIGITAL | ISSUE 292

Burnout in the Care Sector: Seeing Behind the Brave Face

By Maria Paviour, Occupational Psychologist, award-winning innovator and a founding board member of the Parliamentary Policy Liaison Group for Workplace Wellbeing Preventing burnout is crucial as it directly affects the quality of patient care, staff retention, staff morale and the wellbeing of employees and managers. It leads to increased mistakes, reduced job satisfaction, absenteeism and higher turnover, while also contributing to anxiety, depression and physical ill health for staff.

One of the biggest problems identified in the Upside Down People System report is that the signs of burnout are often hidden.

Spotting the signs is not as simple as looking for obvious “mental health symptoms”, because many people are experiencing psychological adaptation, and are living with Brave Face Syndrome.

This happens when the reality of the workload is not being recognised psychologically, even though the body is having to respond.

As allostatic load increases, the strain the body carries when it is trying to deal with constant pressure, emotional demand and competing expectations, people often start to normalise higher and higher levels of stress. On the surface, they look in control and say they are in control. Very often, they believe they are in control. But underneath, the body is still keeping the score.

To spot burnout, we have to notice the very early signs, which is extremely difficult because of Brave Face Syndrome. In the care sector, where people are often deeply committed to those they support, this can be especially dangerous.

There are three levels of concern that organisations and managers can look for.

The first is reactivity. This is when someone reacts in a way that is slightly out of character. They may become upset, angry, frustrated, impatient, tearful or appear to give up, even if only for a few moments.

These moments can indicate that wellbeing has dropped and that the person is no longer able to regulate as usual. At this early stage, peer support can be very effective, because connection, shared understanding and practical action can all help to restore wellbeing.

The second level is withdrawing and needs careful interpretation. Some people are naturally focused and get absorbed in their work, but the concern is when someone appears head down and the outputs are not commensurate with the behaviour. At this point, peer discussion may no longer be enough. The person may need more direct support, such as one-to-one coaching.

The third level is when someone is beginning to lose function. They may not be coming into work, may be unable to concentrate, or may have lost interest. They may no longer have the cognitive capacity to hold the

wider picture. This may indicate that the person is on a direct line towards burnout.

This may not happen in neat stages and may be happening before your eyes, but behind a brave face.

This is why gathering intelligence that can see behind the brave face is so important, both for the safety of staff and for ensuring organisations fulfil their responsibilities around workplace stress.

The causes of burnout need to be understood through three connected areas: engagement, wellbeing and cognitive capacity.

Carers are often emotionally engaged with their patients. That engagement can be a source of meaning, purpose and value. But if the manager and the organisation do not ensure that conditions are supportive, that same engagement can become exhausting. When carers are under pressure to carry out tasks within tight time limits, or to meet deadlines that do not match the reality of human care, they may be forced into trade-offs. Those trade-offs can directly affect their mental health, or create ethical dilemmas that indirectly affect their mental health.

So how do we address burnout? The answer is proactively. It is no good putting all our focus on dragging people out of the river when we can go upstream and stop them from falling in in the first place.

Of course, some people will need help. Some people will already be moving into burnout or experiencing it, and they need a proper response from the organisation. But if we only respond once burnout is visible, we are assuming that burnout is a normal experience that we simply have to navigate around. It is not.

If people are feeling stressed, employers have a legal and moral responsibility to take steps to mitigate risk and provide a safe environment. Burnout is a failure to do that.

Engagement surveys and wellbeing surveys provide lag data. They may tell you what has already happened, but they do not necessarily tell you whether someone is at risk, whether a team is at risk, or whether members of a team may be quietly struggling behind the surface, which is why organisations need real-time data.

The solution lies in being able to see behind the brave face. This is where line managers and effective data gathering, used together, become most powerful.

When people are involved in the solution, and are given an opportunity to appraise a tactic or strategy, and when they can give feedback on what will work for them individually and as a team, we begin to see real improvement. Burnout prevention cannot be imposed from the top, it has to be built into the culture, the data, the leadership and the everyday experience of work.

The real question is not how we treat burnout after it appears, but how we design care workplaces where people do not have to hide distress in order to keep caring. That means giving managers the autonomy, intelligence and simple processes they need to support people early, without turning them into clinicians or asking them to carry the whole emotional load alone.

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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.

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THE CARER DIGITAL | ISSUE 292 | PAGE 7

Care Campaign Urges Andy Burnham MP to Make Social Care the First Test of His Leadership An open letter from the Care About Care campaign – run by the grassroots coalition Providers Unite and backed by more than 4,000 people who work in, draw on or value care services – calls on Andy Burnham, the newly elected Makerfield MP and now frontrunner to be the next Prime Minister, to turn his words on a “broken” care system into action.

The letter, which supporters and members of the public are now being urged to sign at careaboutcare.org/dear-andy, seizes on Burnham’s return to Parliament and his recent emotive comments on the care sector. It urges him to use his new platform, and the office he may soon hold, to push through immediate reform.

During his by-election campaign, Burnham spoke movingly about his father’s experience of drawing on the care system and the team who care for him, praised the dedication of care workers, and was clear that the sector needs urgent change.

The campaign’s letter argues that social care should be treated as essential national infrastructure, and that investing in it is one of the surest routes to the “good growth” Burnham believes the economy needs.

It points out that social care supports nearly 900,000 people, employs 1.6 million and contributes £78 billion to the economy, more than the entertainment and tourism sectors. Skills for Care research shows that every £1 invested in social care delivers £2.40 in wider economic benefit.

As part of its call to action, Care About Care is urging immediate measures to stabilise the sector while longer-term reform is developed. This includes: A £625 annual pay rise for every care worker, funded by exempting care providers from the recent rise in

Employer National Insurance Contributions and ringfencing the resulting saving — around £1bn — for frontline pay. This is money that could reach care workers now, rather than waiting for the Fair Pay Agreement due in 2028.

A fair cost of care, with councils funding services based on an independently calculated cost of delivery, paid in full and on time, and properly resourced by central government to do so.

A new ‘British Care Fund’, offering infrastructure grants to the small, often family-run providers who deliver around 80% of Britain’s care, so they can modernise services, raise quality and keep serving their communities.

The campaign stresses that all three steps can be taken now, without waiting for the Casey Commission’s reports and the decade of implementation expected to follow.

Katrina Hall, founder of Providers Unite and the Care About Care campaign, said: “Andy Burnham’s recognition of the challenges facing social care will resonate with millions of people across the country. Yet, the people using care services, their families, and the vital care workers who hold up a failing system have heard promises of reform for decades. What is needed now is action.

“With Mr Burnham looking set to become Prime Minister in the coming weeks, we are calling on him to make sure one of the first decisions of a new government is one which puts money in care workers’ pockets and invests in the local care providers that sit at the heart of all our communities.

“Now is the moment to make sure our sector’s voice is heard. We need as many people as possible to sign the open letter to ensure that Mr Burnham puts social care at the top of his priorities list.”

Care Assistant Celebrates Ten Years Of Service With Boroughbridge Manor A care assistant at Boroughbridge Manor in Boroughbridge has received a prestigious 10 Year Service Award in celebration of working at Barchester Healthcare for 10 years.

Mihaela, now care assistant, started at Barchester in June 2016 and has worked with residents and their relatives to ensure that their needs have been met over the years.

Adele Keenan, Employee Services Director at Barchester said: “I’m always pleased to hear stories about the long service of Barchester staff and am

delighted Mihaela has achieved this milestone. It is dedication like this that ensures our residents are provided with a happy place to live.”

Susan Carter, General Manager of Boroughbridge Manor said: “We’re delighted to be celebrating 10 years of loyal service with Boroughbridge Manor. She has demonstrated her dedication and loyalty to this home and its residents year after year. I speak for all of us here at Boroughbridge Manor when I say that I’m looking forward to many more years of working with Mihaela!”

PAGE 8 | THE CARER DIGITAL | ISSUE 292

The NHS Data On Empathy That Adult Social Care Cannot Afford To Ignore

By Jeremy Howick, Director of the Stoneygate Centre for Empathic Healthcare (https://le.ac.uk/empathy)

Major NHS inquiries, Mid Staffordshire, Shrewsbury and Telford, East Kent, and most recently, Nottingham reached the same uncomfortable conclusion. Care failed not because staff lacked skill, but because something in the system stopped them acting on what they already knew. Major investigations found that lack of empathy contributed to hundreds of avoidable deaths, with similar findings reported in the US. Those inquiries were all hospital based, but the pattern they describe, stretched staff, thin leadership support, and a culture that quietly squeezes out empathy until it becomes someone else's job to notice, will be familiar to almost everyone working in adult social care.

The settings differ but the pressures, and the consequences of ignoring them, resonate so closely that the lessons are worth taking seriously regardless of where you sit.

Out team at the Stoneygate Centre for Empathic Healthcare pub-

lished research in June that set out to test something previously unmeasured, whether empathy can be quantified at the level of an entire organisation rather than an individual practitioner, and whether doing so predicts the outcomes that matter most to patients, staff, and finance directors alike. We built the System Empathy Index, scoring 194 NHS trusts across nine domains covering culture, leadership, teamwork, workload, physical environment, and staff wellbeing, using data already reported through the NHS Staff Survey, the Care Quality Commission, and trust accounts.

The results were striking, and consistent across every outcome we examined. A rise of just 2.5%, was associated with 76% higher odds of a trust being rated good or outstanding for patient safety, and 46% higher odds for effectiveness, figures that would normally require a far more expensive intervention to achieve. Staff benefited just as clearly as patients did, with the same modest rise linked to better self-reported health, lower burnout, and reduced sickness absence, suggesting that empathy is not something staff give away at their own expense but something the system can be built to sustain. Trusts with higher empathy scores also spent less on agency staff and consultancy, a pattern worth taking seriously given how thin most care budgets already run and how much of that gets spent plugging gaps with temporary staff.

Whilst our research focussed on hospital staff, drawing on this and the wider empathy literature, what becomes clear is that the underlying mechanism is not hospital specific. Burned out, unsupported staff working in poorly led environments cannot consistently express empathy, whatever the care setting, because empathy depends on a degree of emotional and practical capacity that exhaustion and poor leadership steadily erode. The safety risks that follow look the same whether the failure happens on a ward or in someone's own home, because the underlying cause - a workforce with nothing left to give - does not

respect the boundary between health and social care.

This is why my colleagues and I developed a model of empathic leadership designed to work across health and social care settings, not just hospitals. Despite 15 years of compassionate leadership training across the NHS, compassion-related failures have continued. Our argument is not that compassionate leadership has failed and should be abandoned. It is that leaders also need practical, curiosity-driven habits, things like walking the floor and noticing what staff are dealing with, to complement the values-based training already in place. This applies just as directly to a care home manager as to a ward sister.

What does any of this look like in practice? We tested a complex intervention across maternity services at one NHS trust, working with 177 staff over six months. Some of what came out of that process was strikingly simple and worth borrowing regardless of setting. For example, a QR code let staff send each other quick messages of thanks, collated into a regular newsletter, and a tired staff room got a refresh, with free coffee for everyone on shift. None of this required clinical training.

It required someone deciding the working environment mattered as much as the rota.

Three of the changes were fully implemented within months and four more were underway, and 76% of staff reported a noticeable rise in empathy on the unit by the final evaluation, results that suggest meaningful change does not require years of culture change programmes to begin showing up.

Adult social care faces its own well documented struggles with retention, burnout, and safety incidents, often with fewer resources and less attention than the NHS receives, which makes the case for cheap, high impact interventions just as pressing. The evidence from hospitals might not transfer perfectly, but the broader case is one I believe applies well beyond the wards where we first tested it.

Wiltshire Heights Care Home Brings Community Together for Glastonbury-inspired Celebrations A Bradford on Avon Care Home brought the spirit of Glastonbury to residents and the local community as it marked Care Home Open Week with a special series of festival-inspired celebrations.

Wiltshire Heights Care Home, part of Porthaven Care Homes, transformed its home and gardens into Porthavenbury, a free community festival, bringing residents and the local community together for a week– long programme of conversation and celebrations.

Celebrations included live performances from local performers, festival-themed arts and crafts, face painting, garden games, and a special visit from an animal farm. Residents also took part in a seated rave, complete with music, lights, and plenty of dancing, before the week came to a close with a lively Friday finale featuring food, entertainment and festival dress.

The festival theme also brought back special memories across the home, with one resident reflecting on attending one of Glastonbury’s earliest festivals, when tickets cost just £1 and free milk was provided by

the farmer. Memories like this offered a glimpse into how different the event was before it became the world-famous festival known today.

Charlie Osgood, home manager at Porthaven’s Wiltshire Heights, said: “Porthavenbury brought such a wonderful atmosphere to Wiltshire Heights. There was music playing, people dancing, colourful outfits throughout the home and something new for residents to look forward to every day.

“Hearing residents share memories of attending Glastonbury when tickets cost just £1 made the week even more special.

The residents at our home have lived such interesting lives, and events like this provide them the opportunity to reflect, remember and share those experiences while creating new memories with the people around them.

“Care Home Open Week is also an important opportunity for us to welcome people into our home and show the warmth, friendship and quality of life inside our home. We are so grateful to everyone who joined us and a huge thank you to everyone, including our community partners, who helped make Porthavenbury such a memorable celebration.”

106th Celebrations For Local Care Home Resident Celebrations have been in full swing at Boroughbridge Manor, as one of its residents reaches her 106th birthday in style.

Hetty was joined by staff, relatives, friends and other residents as she received a telegram from the King in recognition of her landmark birthday. A champagne reception was held at the home and guests enjoyed a special birthday cake made by the home’s chef, James.

Hetty was born in North Yorkshire and worked in a chemist before being called up for war work. Over the years she has had various roles including working as a ward maid where her compassion and care for others shone through before coming to Boroughbridge Manor, where she is enjoying a new chapter of her life.

The birthday girl, said: I can’t believe I am 106!! Where have the years gone?

Among those relatives attending was Hetty’s daughter and son in

law, Pat, who played host for the afternoon to lots of guests.

Speaking about her mother’s 106th birthday she said: “Hetty is and has been a fantastic mother and friend to so many over the past hundred and six years, and it’s wonderful to be with her on this very special day to say just how proud she makes us feel.”

Susan Carter, General Manager of Barchester Boroughbridge Manor added: “We’re delighted to be celebrating a truly remarkable woman as she reaches this amazing milestone. Hetty is such a popular resident who always has an interesting tale to tell, and we look forward to hearing many more as she breaks into her next century.”

THE CARER DIGITAL | ISSUE 292 | PAGE 9

Social Care’s Improving Workforce Figures ‘Mask A Growing Concern With No Plan To Address’ Care England, the largest and most representative body for independent adult social care providers in England, has responded to Skills for Care’s annual Size and Structure of the Adult Social Care Sector and Workforce report with a warning that headline figures showing the strongest workforce position in a decade obscure a more troubling picture of how that position is being sustained and how quickly it could deteriorate.

Reacting to the findings, Professor Martin Green OBE, Chief Executive of Care England, said: “A falling vacancy rate looks like good news, and the government will be tempted to present it as such. But a vacancy rate tells you how many posts are filled today. It does not tell you whether the pipeline filling them is stable or sustainable.

When you look at that question, what you find is a sector that has adapted to circumstances government created without any plan for what the sector would do instead. That is not a workforce strategy. It is luck, and luck is not something you can build a national care service on.”

The closure of the Health and Care Worker visa route to overseas applicants in July 2025 removed the primary managed route through which the sector had been recruiting internationally. In 2023/24 it brought an estimated 105,000 people into direct care roles in the independent sector. In 2025/26 the equivalent figure was 1,500. That gap has not been filled by domestic recruitment. It has been filled by people already in the UK moving into social care through dependent, family and student visas, a cohort that now accounts for 95% of international recruits. The sector’s reliance on international workers has not diminished. The route through which it accesses them has changed beyond recognition, with no workforce strategy, no monitoring framework and no government assessment of what this means for the years ahead.

At the same time, the number of posts filled by British nationals has fallen by 40,000 in 2025/26 alone; and by 130,000, or 10.8%, since 2020/21. Despite successive National Living Wage uplifts, experienced staff earn on average just 10p per hour more than those new to the sector. Care England’s Silent Pay Cut analysis shows that frozen tax thresholds are absorbing a meaningful portion of each headline wage increase, and

by the time the first Fair Pay Agreement comes into force, care workers will have lost around £1.4 billion cumulatively through that effect alone. The Fair Pay Agreement, as currently scoped, will not reverse a domestic decline that has run for five consecutive years.

Professor Martin Green continued: “The government closed the managed international recruitment route without understanding what the sector would do instead, and without a credible plan to build the domestic workforce that was supposed to replace it. The Fair Pay Agreement is welcome, but our own analysis shows it will not be sufficient on its own. We are asking the government to move quickly, because the workforce the Casey Commission is being asked to plan for is already changing in ways that are not visible in the headline figures.”

Behind the sector-wide vacancy rate of 6.2% sits a rate of approximately 9.1% in domiciliary care, compared with 3.8% to 3.9% in residential settings. The government’s ambition to shift care closer to home depends directly on a functioning domiciliary workforce. A vacancy rate two and a half times higher than the residential sector is a structural constraint on an agenda ministers have staked political capital on, and it cannot be addressed by pointing to a sector-wide average.

Professor Martin Green concluded: “The number that should concern government most in the data is not 6.2%. It is 9.1%. That is the vacancy rate in domiciliary care, the part of the sector on which the entire ‘care closer to home’ agenda rests. You cannot shift care out of hospitals and into communities on a workforce with a vacancy rate like that, and government needs to be honest about that constraint, rather than celebrating reducing net migration figures while ignoring the consequences.”

Care England is calling on government to produce a transparent assessment of the shift in the sector’s international workforce pipeline; to engage honestly with the limitations of the Fair Pay Agreement as a response to domestic workforce decline; and to treat vacancy pressures in domiciliary care as a matter of urgent relevance to NHS reform delivery.

FOR ALL THE LATEST CARE SECTOR NEWS VISIT WWW.THECARERUK.COM

THE CARER DIGITAL | ISSUE 292 | PAGE 11

Burnham’s Rise Puts Preventative Social Care Back in the Spotlight With speculation growing that Andy Burnham could become the UK’s next Prime Minister, attention is once again turning to his long-standing ambition to reform health and social care through earlier intervention and prevention.

During his time as Health Secretary, Burnham championed proposals for a National Care Service and consistently argued that helping people stay independent for longer should sit at the heart of social care reform.

While successive governments have grappled with the challenge of funding the sector, pressure on families and frontline services has continued to grow.

Today, more than 13,000 people in England remain in hospital despite being medically fit for discharge because appropriate care is not available at home1. At the same time, research from Sentai found that almost half (46%) of people believe neither carers nor those receiving care receive enough support or advice, while one in three people supporting an older relative experiences constant worry when they are not there.

Research has also shown that every £1 invested in preventative social care delivers £3.17 in value, with the potential to generate savings of up to £11.1 billion if adopted at scale across the UK2. Meanwhile, more than half (52%) of unpaid carers say they are providing more hours of care than they were a year ago, underlining the growing pressure on families to fill the gaps in an overstretched system3.

Commenting, Peter Otto, CEO of Sentai, said: “Andy Burnham has spent much of his political career argu-

ing that Britain needs to stop treating social care as a crisis service and start investing in prevention. If he becomes Prime Minister, there will be a real opportunity to turn that long-held ambition into practical action.

“For too long, social care has only entered the national conversation when the system reaches breaking point. But our research shows families are living with the consequences every day. Almost half of people tell us carers and those receiving care don’t have enough support or advice, while one in three people supporting an older relative experiences constant worry when they’re not there.

“Whoever becomes Chancellor will inherit difficult decisions about funding public services, but social care cannot be viewed simply as another cost. Preventative support helps people remain independent for longer, improves quality of life and reduces pressure on hospitals, care services and unpaid carers.

“Technology and AI won’t solve the social care crisis on their own, but they have an important role to play.

From supporting daily routines and identifying changes earlier to reducing unnecessary worry for families, technology can complement traditional care and help people stay safely in their own homes for longer.

“If this renewed political focus on social care leads to greater investment in prevention, earlier intervention and practical support that helps people live independently for longer, it won’t just benefit older people.

It will benefit families, carers, the NHS and the long-term sustainability of the entire care system.”

Juniper House Residents Celebrate the World Cup with Former Footballer Residents at Sanctuary Care’s Juniper House Residential Care Home in Worcester have been celebrating the excitement of the World Cup with the help of Wellbeing Assistant Danny Jackman, a former professional footballer with a 20-year career.

Danny began playing at just 16 with Aston Villa and went on to represent clubs including Stockport County, Gillingham, Kidderminster Harriers, Worcester City and Redditch. Alongside his time on the pitch, he also made appearances in care homes and hospitals, sharing his experiences and connecting with people of all ages.

Now at Juniper House, Danny continues to use his passion for football to make a positive impact. He brings compassion to his role and enjoys engaging with residents through shared interests, helping

them reminisce and stay active.

With the World Cup underway, football has been a natural way to share conversation and joy throughout the home. “Football is the world’s game,” said Danny. “Everyone either supported a team or had a loved one who did, so it brings back memories and puts a smile on their face – especially during the World Cup.” Football is truly a game for everyone, and everyone can get involved no matter their ability or experience.To mark the occasion, residents recently took part in a fun football session, where they kicked or threw a ball and shared their favourite football memories.

It’s been great to see residents enjoying themselves and sharing those special moments, with plenty of smiles and laughter throughout.

Welcome to Blue Rain - our activity store is built on over 14 years experience supplying products that bring joy, inspire motivation, and enrich the lives of those who need a little extra support, or simply want to have fun, whatever the weather.

Come find your next reason to smile.

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PAGE 12 | THE CARER DIGITAL | ISSUE 292

Making Care Work Fairly: Evidence, Experience and Equity

By Paul Burstow, Chair of the Board, SCIE (www.scie.org.uk) CORE PROPOSITION Reform must be judged not only by how the system is organised, but by whether it delivers fair and recognisable outcomes in people’s lives.

The earlier articles in this series have argued that social care lacks alignment: between purpose and delivery, between policy and practice, and between different parts of the system. They have suggested that reform depends on working through design choices and strengthening the conditions for delivery.

But there is a further question that sits alongside these.

What difference does the system actually make — and for whom?

THE UNEVEN REALITY OF CARE Adult social care is not experienced consistently.

Access varies. The availability of support, the threshold for receiving it, and the speed at which it is provided differ across places and populations.

Experience varies. The way people are treated, the extent to which they feel informed or in control, and the continuity of care they receive are not uniform.

Outcomes vary. The extent to which care enables people to live well, maintain independence and participate in their communities differs significantly.

These differences are not incidental. They follow recognisable patterns.

They reflect how the system is organised and what it prioritises — including funding arrangements, workforce capacity, commissioning practices and the structure of the provider market. They are also shaped by wider factors such as geography, income, ethnicity, disability and the availability of local services.

What is often described as variation is, in many cases, inequity: differences that are avoidable, and that arise from the way the system functions. Some inequities arise from uneven delivery. Others are rooted more deeply in structural barriers — including poverty, racism, ageism, disability discrimination and the way services are designed or funded. Reform therefore has to address both: the way care is delivered, and the conditions that shape who is able to access, influence and benefit from it.

WHY EQUITY MATTERS Equity in social care should be a clear aim of a future care service. It is about the absence of unfair and avoidable differences in: • access to care and support • experience of services • outcomes in people’s lives This reflects a broader understanding of care as something that supports people to live well, rather than simply something that meets minimum needs.

It also connects directly to the principles set out in the Care Act — particularly wellbeing, personalisation and prevention — and to wider work across the sector to articulate what people should be able to expect from care and support in practice.

The question for reform is therefore not only whether services are available, but whether they are: • accessible to those who need them • appropriate to people’s circumstances • and effective in improving people’s lives A focus on equity means reform can achieve the core principles articulated in the Care Act and advocated by people who draw on care and support.

EVIDENCE AND THE PROBLEM OF FRAGMENTATION There is a substantial body of evidence on inequities in social care.

It shows consistently that people’s experience of care is shaped by where they live, their economic circumstances, and their personal characteristics. Differences in access, quality and outcomes are widely recognised.

At the same time, the system faces increasing demand, uneven distribution of resources and persistent pressures on workforce and provision. These pressures do not fall evenly. They tend to reinforce existing differences between places and populations.

Yet this evidence has often been difficult to use in practice.

It is dispersed across multiple sources. It is presented in different formats. It is not always accessible to

those making decisions about policy, commissioning or service delivery.

As a result, decisions are frequently made without a clear and shared view of what the evidence shows.

This is not simply a gap in knowledge. It is a gap in how knowledge is organised, connected and applied.

THE CONTRIBUTION OF THE CARE EQUITY EVIDENCE HUB The Care Equity Evidence Hub, developed by SCIE, is intended to address this problem.

It brings together research, data and practice evidence on inequities in social care into a single, accessible resource. It organises that evidence around areas where inequities are known to arise — including workforce, geography, financial arrangements and the experience of different groups.

Its purpose is not simply to catalogue what is known. It is to support the use of that knowledge in practice.

This reflects a wider insight emerging from SCIE’s work: that improving care depends not only on generating evidence, but on making it usable — connecting it to decision-making and grounding it in the realities of delivery.

It also reflects the importance of co-production. Understanding inequity requires attention not only to data, but to lived experience — how people navigate the system, where it works, and where it does not.

EQUITY AS A DESIGN AND DELIVERY QUESTION The existence of inequities raises a further question. Are these differences the result of design or of delivery? In practice, they are both.

Design choices — about funding, entitlement and responsibility — shape how resources are distributed and who bears risk.

Delivery conditions — including workforce capacity, commissioning capability and provider viability — shape how those resources are translated into care.

The two are closely connected.

A system that is coherent in design but weak in delivery will still produce uneven outcomes. A system that is well delivered in some places but not others will reinforce variation.

Equity therefore depends on alignment.

It requires that the principles set out in policy are matched by the conditions needed to realise them in practice.

THE LIMITS OF STRUCTURE This brings the argument back to the question of structural reform.

The case for a more clearly defined national framework, including the idea of a National Care Service, rests in part on the need to address fragmentation and create greater consistency.

These are important objectives. But equity does not follow automatically from structure.

A more centralised or nationally defined system may clarify responsibilities and improve visibility. But unless it addresses the underlying conditions of delivery — workforce, funding, commissioning and provider sustainability — differences in access, experience and outcomes are likely to persist.

The question is therefore not only how the system is organised, but how it operates in practice.

FROM EVIDENCE TO ACTION The final challenge is one of application. If inequities are known, and if evidence exists to explain them, why do they persist?

Part of the answer lies in fragmentation — of evidence, of responsibility and of decision-making.

Part lies in incentives — the way funding, performance measures and accountability structures shape behaviour.

And part lies in capability — whether organisations and systems have the capacity to interpret evidence, learn from it and apply it in practice.

Addressing inequity therefore requires more than identifying where differences exist. It requires: • clearer visibility of those differences and prioritising their resolution • stronger connections between evidence and decision-making • and sustained attention to how change is implemented

BRINGING IT TOGETHER The argument across this series has been that social care reform is not simply a matter of intent. It requires: • clarity about purpose • alignment in design • capability in delivery This article adds a further dimension. Reform must also be judged by its outcomes. Not in aggregate, but in the lives of the people who draw on care and support.

The question is not only whether the system is coherent. It is whether it works fairly. Whether people can access support when they need it. Whether they are treated with dignity and respect. And whether care enables them to live the lives they want to lead.

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 292 | PAGE 13

Care Home Shortfalls Leave Older Communities Exposed, New Bank Research Warns A major new study has identified the parts of England where the supply of care home beds is failing to keep pace with the age profile of local residents, with the gap set to widen further as those populations continue to grow older.

The research, commissioned by Unity Trust Bank, compared care bed numbers against the proportion of residents aged 65 and over across all 543 Westminster parliamentary constituencies in England, exposing stark regional disparities in provision.

The project began with a YouGov poll commissioned by the bank, in which the public was asked which essential local services should be prioritised. Support for people in later life emerged as the top concern, cited by 43% of respondents. This prompted Unity Trust Bank to commission detailed follow-up research, starting with an in-depth look at the care sector.

Emma Stacey, Head of Marketing at Unity Trust Bank, said the findings reflected the bank’s wider mission.

“As a social impact bank, Unity supports organisations that deliver essential services in sectors such as healthcare, housing and education. People are at the heart of everything we do, so we wanted to find out what matters most to them. After listening to what people said in our poll, we conducted a deep analysis of the key issues raised, starting with care homes. We wanted to look at the role private finance can play in the national renewal of such a vital service.”

The resulting white paper found that adequate care home provision is, in effect, determined by postcode, with some of the country’s most popular retirement destinations facing the most acute shortages of beds.

The analysis identified 36 constituencies that fall into the bottom quarter nationally for care bed provision while simultaneously sitting in the top quarter for the proportion of residents aged 65 and over, meaning

these areas combine the greatest need with the weakest supply.

South Devon was found to have the largest shortfall in the country, with just 24.59 care beds per 1,000 residents aged 65 and over. To bring provision up to the national average, the constituency would need approximately 532 additional beds, equivalent to more than a dozen new care homes.

Other areas with significant shortfalls relative to their older populations include North Dorset, which would need 528 additional beds, Richmond and Northallerton, requiring 478, and Derbyshire Dales, with a shortfall of 403 beds.

The research found that many of the worst-affected constituencies share a predominantly rural character, including Central Devon, Glastonbury and Somerton, Penrith and Solway, Wetherby and Easingwold, Thirsk and Malton, Westmorland and Lonsdale, North Devon and South Shropshire.

A common pattern emerged across these areas: long-term inward migration by retirees and older households, alongside an outflow of younger residents seeking work or housing elsewhere.

As a result, the report projects that these communities will age considerably faster than England as a whole over the next two decades, placing further pressure on already stretched services.

Colin Fyfe, CEO of Unity Trust Bank, said the findings were intended to spark wider debate about how care provision is funded and sustained. “We hope our campaign starts a conversation that is long overdue, one that brings together policymakers, providers, investors and communities around a shared understanding of what it will take to sustain the services people depend on. That is the spirit in which this research is offered, and we are glad you are part of it.”

Young Visitors Bring Creativity and Colour to Chartwell House Residents at Chartwell House Care Home in Broadstairs spent a morning painting pebbles, swapping garden stories and making new friends when six Year 2 children from St Mildred’s Primary Infant School came through their doors.

The visit took place as part of Chartwell House’s ongoing programme of intergenerational events. Children and residents sat together around tables laid with brushes, markers, glitter and smooth grey stones, decorating the pebbles to be placed in the home’s garden. As the morning unfolded, residents shared memories of their own gardens, offered tips on planting, and helped the children with their designs.

The activity formed part of Boutique in Bloom, an initiative by Boutique Care Homes that celebrates gardens and outdoor spaces as places for creativity, connection and community. By welcoming local school children into the home to take part in a gardening-themed activity, Chartwell House put that vision into practice in a simple, personal way.

Miss Jones, Teaching Assistant at St Mildred’s Primary Infant School, said: “Six of our Year 2 children were invited to attend an Activity Day at Chartwell House. They spent time with the residents and painted

some beautiful stones. All the children had such a lovely time and talked about it all day.”

Jaye Dry, Admissions Manager at Chartwell House Care Home, said: “Watching residents and children work side by side decorating pebbles was truly heartwarming. These intergenerational activities create wonderful opportunities for learning, laughter and connection, while also bringing our outdoor spaces to life. We’re passionate about creating a garden that not only supports resident wellbeing but also brings the wider community together, and this was a perfect example of that in action.”

Research consistently shows that regular contact between older and younger generations benefits both groups. For residents, time spent with children can spark conversation, encourage reminiscence and bring a sense of purpose. For children, these encounters help build confidence, curiosity and a natural respect for older people.

Chartwell House plans to continue its programme of community visits throughout the year. Schools and community groups interested in getting involved are encouraged to get in touch directly with the home.

PAGE 14 | THE CARER DIGITAL | ISSUE 292

The Role of Colour and Finish in Creating Calmer Care Home Interiors

By Kathryn Lloyd, Colour Specialist, Crown Paints (www.crownpaintsprofessional.com ) Care home design is about more than how a space looks. Interiors need to feel familiar for residents, reassuring for families and practical for the staff using them every day.

Colour plays a key role in setting that tone, helping spaces feel welcoming, homely and considered. In busy nursing and residential settings, the finish matters just as much. The right paint specification ensures carefully-chosen schemes can withstand daily use, regular cleaning and ongoing maintenance.

Moving away from clinical spaces Care homes are working environments, but they are also people’s homes. A considered colour scheme can soften spaces that might otherwise feel clinical or institutional.

Soft off-whites, gentle greens, muted blues and earthy shades can all bring a more domestic feel to bedrooms, lounges and communal dining areas. Crown Paints’ Victoria White, for example, offers a gentler alternative to stark white, and [insert warm, earthy shade] could add depth without making a space feel heavy.

The aim is not to make every room look the same. A successful scheme should feel connected, with enough variation to give each area its own purpose and identity.

DESIGNING WITH RESIDENTS IN MIND In care environments, colour choices should be shaped around the people using the space. Light, contrast and familiarity all influence how a room feels and how easily residents can navigate it.

Very bright whites can feel harsh, particularly under strong artificial lighting. Softer tinted whites and muted tones can still look clean and fresh but create a gentler backdrop for daily life.

Colour can also help define different areas. A shift in tone between corridors, lounges and dining spaces can support a clearer sense of place. Carefully chosen contrast can make key destinations easier to recognise.

This can be particularly valuable in dementia-friendly design, where residents may benefit from clear, consistent visual cues. Bedroom doors, bathroom entrances or dining room doorways can be picked out

humidity also need to be considered. Crown Trade Clean Extreme Mould Inhibiting Scrubbable Matt combines a durable, washable finish with mould-inhibiting properties, making it a practical option for these more challenging spaces.

Woodwork and trim are just as important. Door frames, skirting boards, handrails and other high-contact surfaces need a finish that can cope with everyday use. Crown Trade Fastflow Quick Dry Satin and Crown Trade Fastflow Quick Dry Gloss provide durable options for interior woodwork. Their quick-drying formulations can also help reduce disruption during refurbishment works.

For areas where hygiene is a particular priority, such as treatment rooms or specialist spaces, Crown Trade Steracryl Anti-Bacterial Scrubbable Matt may also form part of the specification.

A CONSIDERED APPROACH

in a shade that contrasts with surrounding walls, helping residents identify the spaces they use most often. The key is to use colour with purpose: avoiding overly busy schemes but still providing familiar cues that support confidence and independence.

Bedrooms need particular care. These are personal spaces, so palettes should feel restful rather than overly stimulating, especially when paired with familiar furnishings and good natural light.

SUPPORTING STAFF AND VISITORS TOO A well-designed care home must work for everyone. Staff spend long shifts in these environments, and families or visitors may arrive feeling anxious or emotional.

Reception areas, family rooms and quiet lounges can benefit from composed palettes that make the building feel approachable from the moment someone enters. Muted greens such as Crown Paints’ Glass Green can bring a grounded, restorative feel. A gentle yellow such as Narrative can create a more uplifting atmosphere in spaces that need a little warmth or energy.

Staff areas should not be overlooked. A well-finished break area can provide a welcome contrast to busy operational spaces, using warmer shades or deeper accents to create a clearer sense of separation from high-traffic areas.

The same principles apply across many care and healthcare environments: people respond better to spaces that feel human, considered and easy to spend time in. That does not mean making interiors overly decorative, but it does mean moving away from finishes and palettes that feel cold, clinical or impersonal.

Crown Trade’s work with Cygnet Kenney House in Oldham, a mental health hospital for women, reflects this approach. Colour was used as part of the wider design to create a more therapeutic, welcoming and non-clinical environment. The specification also needed to meet the practical demands of a busy healthcare setting.

For care homes, the lesson is clear. Colour, finish and durability should be considered together from the outset, so spaces not only look calmer and more inviting on day one but continue to feel well cared for over time.

When chosen carefully, tested in the space and paired with the right Crown Trade product specification, colour can help shape how a care home feels, functions and performs – supporting residents, reassuring visitors and making everyday maintenance easier for staff.

For more information about Crown Trade’s colour and specification support, visit: www.crownpaintsprofessional.com

BALANCING APPEARANCE WITH PERFORMANCE In care homes, a successful scheme is not just about choosing the right colours. It is about choosing products that can keep those spaces looking good.

Corridors, lounges, dining rooms and bedrooms all experience regular wear, from knocks and scuffs to frequent cleaning. Durable, washable finishes can help maintain a fresh appearance for longer and support the maintenance programme.

Crown Trade Clean Extreme Scrubbable Matt is designed for demanding interiors where walls need to withstand repeated cleaning and retain a high-quality matt finish. It is well suited to busy communal areas where durability and appearance both matters.

In bathrooms, ensuites, kitchens and laundry areas, moisture and

Fall Risks: Supporting the Care of Those Living with Dementia with Lyra Multi Geraldine McMurdie, Dementia Specialist at Quality Compliance Systems (QCS), discusses the links between dementia and falls and the ways in which these can have an impact on those living with a dementia.

Those living with a dementia are at a significantly higher risk of falling, with studies indicating that one in three adults over the age of 65, and half of people over 80, will experience at least one fall a year. People living with a dementia are also 5 times more likely to be admitted to long-term care after a fall.

Falls can significantly impact the confidence, health, and wellbeing of individuals living with dementia. They can also heighten the stress experienced by caregivers and place additional strain on the healthcare system.

DEMENTIA AND FALLS As a dementia progresses over time effecting the brain and how it works, this can often lead to significant effects on a person’s mobility

and safety awareness, leading to challenges such as reduced balance, difficulty managing dual tasks, spatial navigation issues, increased frailty, and medication side effects. These factors contribute to those living with a form of dementia experiencing falls.

KEY STATISTICS: Injury and hospitalisation – around 31% of people with dementia experience a fall leading to hospitalisation over a 2.5 year period Fracture risk – 18% of those with dementia will experience a fracture, often following a fall Mortality risk – falls can be a major cause of death, with higher injury-related mortality risks in those living with dementia Often when someone living with dementia experiences a fall an ambulance is called as the individual may not be able to convey how much pain they are experiencing or how serious the injury is. This can lead to distress and poor health outcomes if care staff do not know how to respond to the situation in a prompt, caring and appropriate manner.

DEALING WITH FALLS Understandably falls can happen very quickly and without warning and are often a distressing time for both the individual who has fallen and the care provider who is looking after them. It is a time where decisions will need to be made quickly in order to provide the best possible care and support at the time it’s needed most. It is also

important that these decisions are made in line with the individual’s care plan and the policies in place for best practice.

With Lyra Multi, QCS’s latest stage of AI technology, care providers can access all of their policies and compliance documents within seconds, helping them to make those quick decisions in a compliant and safe way. Lyra Multi connects all relevant policies, interprets them in context and converts complexity into clear, relevant and practical guidance exactly when teams need it, turning policy storage into real decision support.

At any given time, users can ask a question and get instant, tailored answers along with clear summaries and key insights. For example, if a resident with a dementia has fallen over and the care provider wants to check how support them with safe and appropriate care, they can type the message into Lyra and have all the relevant information from all of their policies provided to them in a succinct and understandable way within seconds.

Ensuring decisions are made both quickly and in a way that is compliant with regulations and policies will provide the best possible care for the individual who has fallen as well as give the care provider the confidence that they have acted in the most suitable way.

Find out more about Lyra Multi at www.qcs.co.uk/lyra See the advert on page 15.

PAGE 16 | THE CARER DIGITAL | ISSUE 292

Why I Created MiCode

By Professor James Francis Kwame Fah Ohene-Djan PhD, FHEA

My brother Anthony lived with multiple sclerosis. He was not “an MS patient” to me. He was my brother. He had his own personality, humour, frustrations, hopes and ordinary routines. Like anyone living with a long-term condition, he wanted to get on with life and not be defined by illness.

But when someone you love has a serious condition, there is a quiet fear that sits in the background. You may not speak about it every day, but it is there.

What happens if they become unwell when you are not with them? What happens if they fall, get confused, cannot explain their condition, or need help from someone who knows nothing about them? Would that person know who to contact? Would they know about medication, allergies, communication needs, or the small but vital details that make care safe and personal?

After Anthony died, those questions stayed with me.

A SHIFT IN PERSPECTIVE I also had cancer myself, and that changed how I thought about medical information. When you are well, a list of medication or an emergency contact number can seem like admin.

When you are ill, those details become something else entirely.

They become part of your safety. They become part of how quickly someone can understand you, support you and contact the people who matter.

That is why I created MiCode.

MiCode is a QR code designed to store and manage your medical information and emergency contacts. It can be carried on a card, keyring, sticker, bracelet, pendant or phone. If someone needs help, the code can be scanned instantly using any smartphone. No app is needed.

The person with the MiCode remains in control of what information is stored and what is shown. It can include medical conditions, medication, allergies, emergency contacts, communication needs, care instructions, documents, or anything else that may be important in an emergency. It can also work in different lan-

guages, which matters in a country as diverse as ours, and for people who travel.

GIVING VULNERABLE PEOPLE A VOICE For people with disabilities, long-term conditions, dementia, autism, epilepsy, diabetes, cancer, heart conditions, MS, learning disabilities, sensory impairments or mental health conditions, MiCode can be incredibly useful. In a crisis, people are often expected to explain themselves quickly and clearly. But those are exactly the moments when pain, fear, confusion, shock or illness can make that impossible.

SUPPORTING THE CARE NETWORK MiCode gives people a voice when they may not be able to speak for themselves.

It is also very useful for people who are being cared for. So much care depends on knowledge held by other people: a daughter who knows the medication, a husband who knows the hospital consultant, a carer who understands the routine, a support worker who knows how best to communicate. But carers cannot be everywhere all the time.

MiCode helps that essential information travel with the person.

For families and carers, this can bring real peace of mind. It does not remove worry — nothing does — but it can reduce one of the biggest fears: that the person you care for will need help and nobody will know who they are, what they need, or who should be called.

I also wanted MiCode to be affordable. Safety should not be a luxury product. MiCode starts from £20, which I believe is an amazing price for something that can carry such important information and provide such reassurance.

People can get MiCode directly from www.micode.uk. And if anyone has questions, they can always email me personally at james@micode.uk.

MiCode began with Anthony. It also came from my own experience of illness. But it is for anyone who wants to feel safer, more independent and better understood in an emergency. It is a small piece of technology with a very human purpose: helping people be known, protected and cared for when it matters most.

South London Home Hosts Cultural Day to Celebrate Culture and Community Staff, residents, relatives and members of the community came together at a South London home as they hosted their third annual cultural day.

MHA Ryelands held their cultural day, which formed part of Care Home Open Week and MHA’s Music Festival.

The day showcased the rich diversity of the home’s team through music, dance, traditional dress and cuisine from around the world.

Colleagues selected and shared songs from their home countries, creating a lively atmosphere filled with singing, dancing and celebration.

Everyone joined in the festivities, enjoying the opportunity to learn more about the different cultures represented within the home.

Amongst the attendees there was the Mayor of Sutton, Councillor Muhammad Sadiq, and the Mayoress Aasia.

The celebrations also featured an international feast, with team members bringing in traditional dishes from their home countries.

Guests enjoyed a variety of culinary delights including jerk chicken, jollof rice, sadza, plantain puff puff and sausage rolls.

MHA Ryelands provides residential and residential dementia care for 50 residents.

Tina Carey, activities co-ordinator at the home said: “This was our latest cultural day and I think our best one yet.

It was fantastic to see everyone enjoying themselves and celebrating the cultural diversity we have here at Ryelands.

“Having so many different nationalities, languages and cultures make our home a very special place to live and work, and I feel proud to be part of this amazing international community. I’m already looking forward to next year’s Cultural Day.” “The event highlighted the inclusive and welcoming spirit that defines life at MHA Ryelands, bringing people together through shared experiences and mutual appreciation of different cultures.

“Following the success of this year’s celebration, staff and residents are already looking forward to the next cultural day.”

Waste Management Specialist Appointed To Help Care Homes Save Thousands Of Pounds A Year Anenta, the leading independent healthcare waste management specialist, has appointed waste expert Jonathan Sandford as Business Development Manager dedicated to the care home sector.

Brought on board to boost Anenta’s growing care home client base, Jonathan brings more than 35 years of waste industry experience – from running his own document shredding business to leading nationwide sales teams at a plc level. His appointment comes as Anenta accelerates its mission to help care homes eliminate unnecessary costs that can run into thousands of pounds a year.

In his new role, Jonathan will oversee the management of Anenta’s existing waste contracts, ensuring that care home waste logistics, service delivery, and waste disposal performance levels are industry leading. He will also be responsible for delivering bespoke, affordable and professional end-to-end waste management solutions to the care and nursing home sector.

Commenting on his new role, Jonathan said: “Our research shows that individual care homes are wasting up to £8,000 a year through poor waste management process and procurement. Across multiple sites, that adds up fast — and it's largely avoidable.

“My role is to help care homes put a stop to that by changing poor waste disposal habits and practices, so that we can deliver a better service that saves them time and money.

“I’ll be working with care homes to identify overbilling, reform waste disposal habits, deliver better staff training, and provide guidance on conducting complex pre-acceptance audits – all designed to take the

administrative burden off care home teams so they can focus on what matters: resident care.”

Using Anenta's real-time smart technology, care homes, their waste collection providers, and other stakeholders are brought together onto a single, unified management platform that provides full transparency. This allows efficiencies to be identified, implemented and measured, delivering significant and meaningful cost savings year after year.

Commenting on Jonathan’s appointment, Graham Flynn, Managing Director of Anenta, said: "Jonathan has the perfect combination of sector knowledge, commercial expertise, and an unwavering commitment to delivering added value to our customers.

“Alongside his expertise in waste management, Jonathan is perfectly placed to help care homes streamline their processes saving time, hassle and money."

As part of its service, Anenta offers care homes a free healthcare waste audit designed to identify areas for improvement that could save care home groups many thousands of pounds a year. These can be booked by calling 0330 122 2143.

Anenta supports customers across more than 20,000 locations nationwide, including individual care homes and large care home groups. Over the past five years, the company has saved its clients more than £13 million through smarter, more efficient waste management.

For more information about Anenta, visit www.anentawaste.com or call 030 122 2143.

PAGE 18 | THE CARER DIGITAL | ISSUE 292

Care Homes Warned as Workplace Stress Becomes a Growing Source of Discrimination and Dismissal Claims UK care employers are being warned that unmanaged workplace stress isn’t just a HR concern — it can quickly become a serious legal liability.

Employment law experts at Citation are urging care homes to act before stress escalates into costly tribunal claims. Workplace stress is a growing problem in the care sector, with 29% of long-term absences in the industry caused by mental health issues.

The duty of care around workplace stress runs deeper than most employers realise and failing to act on the warning signs can expose businesses to allegations of constructive dismissal or disability discrimination.

What begins as an employee struggling with workload or an unresolved conflict can, if left unaddressed, result in unfair dismissal compensation awards of up to £123,543 or 52 weeks’ gross pay, or unlimited exposure where discrimination is involved.

For small care homes without dedicated HR support, the risks are even more significant. The line between a performance issue and a mental health concern is rarely obvious, but the legal consequences of misreading it can be substantial.

Gill McAteer, Director of Employment Law at Citation, is warning businesses on what to look out for and how to manage these delicate situations: “Stress doesn’t always announce itself. What looks like a dip in performance or a short-term timekeeping issue could be a sign of something deeper, and if an employer penalises an employee without recognising that, they could unknowingly be crossing into discrimination territory.

“Constructive dismissal claims often arise not because an employer acted badly in one moment, but because concerns were repeatedly raised and repeatedly ignored. The businesses most at risk are the ones that aren’t paying attention.

“The good news is that managing this doesn’t require expensive wellbeing programmes. It requires consistent, vigilant management practices — and knowing what to look for before it becomes a problem.”

Stress itself is not classified as a disability under the Equality Act 2010, but it is frequently a symptom of conditions that are. Where stress is long-term and substantially affects an employee’s day-to-day activities, the legal protections that apply to disabled employees — including the right to reasonable adjustments — will apply.

Gill adds: “Employers who miss escalating stress in a disabled employee or fail to review whether existing adjustments are still working risk a discrimination claim. Penalising someone for irritability, reduced concentration, or a drop in output — without first exploring the underlying cause — can amount to exactly that.”

When stress reaches a breaking point, some employees conclude that resignation is the only option. If that resignation is deemed to be the result of an employer’s serious failings — persistent inaction, inadequate support, or a failure to provide a safe working environment — it can give rise to a constructive dismissal claim.

A successful claim can leave employers facing a basic award of up to £22,530, plus a compensatory award of up to £123,543 or 52 weeks’ gross pay — whichever is lower — with unlimited exposure where discrimination is involved.

Citation is advising SME care owners to put the following practices in place now: Hold a return-to-work interview after every absence — even a single day off. Document what you hear.

Patterns across a team often point to a structural problem, not an individual one.

Don’t wait for a concern to be raised twice. Repeated, unaddressed stress is where constructive dismissal claims are built. Log what was raised, what action was taken, and when.

If a disabled employee’s stress is rising, revisit their reasonable adjustments. Escalating stress is often a signal that current adjustments are no longer working — act before the employee has to ask again.

Put mental health first aiders across departments, not just in HR. Early signs surface weeks before a manager notices. Broad coverage makes the difference.

Schedule regular, low-stakes wellbeing check-ins. These build the trust and familiarity that make it easi-

Music Unlocks Memories as Our Dementia Choir Visits Sandwood Care Home

Residents at Sandwood Care Home in Sherwood enjoyed an uplifting afternoon of music and nostalgia with a visit from Our Dementia Choir, who performed a selection of much-loved classic songs.

As a specialist dementia care home for 31 older people, Sandwood places a strong emphasis on using music as part of everyday life. The visit from Our Dementia Choir was therefore a fitting addition to the home’s activities programme, celebrating the unique ability of music to spark memories, encourage conversation and bring people together.

The performance formed part of Sandwood’s celebrations marking the 70th anniversary of the not-for-profit Abbeyfield Living Society, which operates the home.

Our Dementia Choir, which first captured the public’s imagination through a 2018 BBC documentary fronted by Nottingham actress Vicky McClure, champions the therapeutic benefits of music for people living with dementia.

Sandwood residents swayed along to familiar favourites, with many recalling every word to songs they hadn’t heard in years. They tapped their feet to Yellow Submarine and waved their arms to We Are the Champions, while Sweet Caroline provided an opportunity for them to sing along, with the home’s staff

also joining in. The choir also performed a selection of timeless songs from classic musicals such as Oh, What a Beautiful Mornin’, Getting to Know You and You’ll Never Walk Alone.

Resident Maria said: “I enjoyed singing along with the choir, especially my favourite song, That’s Amore. It reminded me of my Italian roots and made me feel so happy inside!”

Sandwood Activity Coordinator Mel Spouge arranged the visit to highlight the positive impact music can have on people living with dementia.

Mel said: “Music has an incredible ability to reach people living with dementia in ways that words sometimes can’t. Watching our residents sing along, remember lyrics and simply enjoy the moment was incredibly moving. We’re so grateful to Our Dementia Choir for giving everyone such a special afternoon.”

The choir were well-supplied with refreshments prepared by the Sandwood team, and ice cream at the end gave residents and performers the opportunity to chat together.

Mel added: “Days like this remind us that living with dementia doesn’t stop people enjoying music, making memories and sharing these wonderful moments together.”

The CQC Backlog Crisis and Why Independent Inspection Matters

By Kevin Groombridge – Chief Executive, Care Inspections UK (www.careinspections.co.uk) The adult social care sector depends upon effective regulation, timely oversight and credible assurance to protect some of the most vulnerable people in society. However, new analysis by Care Inspections UK (CIUK) has highlighted growing concerns about the current inspection backlog within the Care Quality Commission (CQC) system and the wider implications for public confidence, provider accountability and quality improvement across England.

Data analysed by CIUK from the CQC show that, as of March 2026, more than 5,400 care homes in England had not received a full inspection in over five years. This represents more than 40 per cent of all care homes registered before March 2021. In some local authority areas, more than 70 per cent of services had not received a full inspection during that period.

Whilst many providers continue to deliver safe and compassionate care despite immense operational pressures, the scale of the backlog raises serious questions about whether the current inspection system can deliver timely and effective regulatory oversight.

Inspection delays matter. Families, residents, commissioners, lenders and insurers rely heavily upon inspection findings to assess risk, quality and compliance. When inspections are not conducted regularly or when reports take many months to be published, confidence in the regulatory system inevitably weakens.

At the same time, providers themselves often express frustration regarding inconsistency in inspection methodology, perceived subjectivity in judgements and the lack of practical support following inspection activity. Many operators report that inspection outcomes can feel overly dependent upon individual inspec-

tor interpretation rather than robust triangulated evidence and measurable quality indicators.

This is where independent inspection and assurance bodies play an increasingly important role.

As the UK’s only UKAS-accredited independent inspection body for adult social care operating to ISO/IEC 17020 standards, CIUK provides a credible alternative source of inspection, assurance and quality improvement support for the sector. Unlike consultancy-led “mock inspections”, CIUK undertakes structured, evidence-based inspections using defined methodologies, extensive document review, stakeholder engagement, direct observation and objective assessment frameworks.

Importantly, CIUK inspections are designed not simply to identify failings, but to support improvement.

Detailed inspection reports and action plans provide providers with clear, practical and prioritised recommendations to strengthen governance, compliance, safety and care quality.

In an environment where CQC capacity challenges continue to affect inspection frequency, many providers are increasingly recognising the value of independent inspection as part of their wider governance and assurance arrangements. CIUK can quickly and efficiently inspect services across residential care, nursing care, supported living and domiciliary care, providing organisations with timely insight into operational performance and regulatory risk.

The sector also faces increasing complexity. Workforce shortages, rising acuity, financial pressures and growing regulatory expectations mean providers require more sophisticated governance and assurance systems than ever before. Independent inspection can help bridge this gap by identifying concerns early, validating good practice and supporting continuous improvement between regulatory inspections.

The future of adult social care regulation cannot rely solely upon periodic state inspection. The sector requires a broader ecosystem of evidence-based assurance, transparent quality measurement and continuous improvement support. Independent accredited inspection bodies are well placed to become an essential part of that future.

Ultimately, inspection should not be about judgement alone. It should be about protecting people, improving care and giving the public confidence that services are safe, effective and well-led.

PAGE 20 | THE CARER DIGITAL | ISSUE 292

Care England Publishes Landmark Report and Toolkit on Choking Prevention for People with Learning Disabilities Care England, the largest and most representative body for independent adult social care providers in England, today publishes Preventing Choking Deaths Among People with Learning Disabilities, a major new report and its accompanying toolkit at a Parliamentary event hosted by Gregory Stafford MP in the House of Commons. Due to the increase of choking related deaths in working age adults with learning disabilities and or autism, Care England is proud to have collaborated with sector partners on this report and toolkit with the aim of reducing these preventable deaths. The publication brings together evidence, practical guidance and sector insight to support providers to identify choking risks earlier, strengthen care planning, improve staff awareness and act before avoidable harm occurs.

Choking is a serious and often preventable cause of death for people with learning disabilities. Where swallowing difficulties, eating and drinking support needs, medication, communication barriers, or gaps in care planning are not fully understood or acted upon, the risk of harm increases significantly. The report documents how those risks arise, where current practice falls short, and what a consistent, proactive and person-centred approach to choking prevention looks like in practice. You can access the report here.

Professor Martin Green OBE, Chief Executive of Care England, said: “Every choking death that could have been prevented is a tragedy, and too many of them are preventable. People with learning disabilities must be supported to live full, ordinary and enjoyable lives, including around food and drink, in the place they call home and in the wider community. Underpinning that is proper assessment, good care planning, staff confidence and clear systems for managing risk. These are not optional extras. They are the foundation of safe care.

This report and toolkit move beyond identifying the problem. They give providers the practical resources to strengthen everyday practice, support staff, involve families and reduce avoidable harm. Care England is proud to have played a central role in this work. The collaboration it reflects, between providers, people with lived experience, regulators, legal experts and sector partners, is exactly what good looks like. Choking prevention must be embedded into care culture, not treated as a one-off training exercise.”

The report identifies a consistent pattern across care settings where choking risks are frequently identi-

fied, but the actions needed to address them are not always consistently understood, recorded, communicated or followed through. Risk assessments are not always updated when a person’s condition changes.

Communication between professionals involved in a person’s care is not always adequate. Staff confidence in managing choking risks varies significantly between services and between individuals within the same team.

Peter Kinsey, Chair of Iris Care Group, said: “This work has been driven by a straightforward but urgent concern. Choking risks among people with learning disabilities are often known, but the actions needed to address them are not always consistently understood, recorded, communicated or followed through. That gap between knowing and doing is where preventable harm happens, and it is a gap we can close.

The aim of this report and toolkit is to give providers something practical, not theoretical. It is designed to support frontline teams, managers and organisations to ask the right questions, spot the risks earlier and make choking prevention part of everyday care. I am grateful to everyone who contributed, and most of all to the people with lived experience whose voices shaped this work. This is about dignity and safety and about making sure that deaths which could have been prevented are never accepted as inevitable.”

The report calls for choking prevention to be treated as a standing priority within care culture, not something addressed through one-off training that fades from practice. It sets out what good looks like across risk assessment, care planning, staff development, multi-professional communication and the meaningful involvement of families and people with lived experience.

The toolkit provides downloadable resources in editable Word and PDF formats, alongside an easy-read version and supporting materials for use across frontline teams. It is designed to help providers take stock of their own systems, strengthen how risks are identified, escalated, recorded and communicated, and build the kind of everyday practice that makes choking prevention sustainable rather than reactive.

The full report is available to download here.

Crewe Pride for Older Community Returns for 2026 Silver Pride, the annual celebration of LGBTQ+ life and culture specially for the over 55s, made a welcome return to Crewe for 2026.

Hosted by not-for-profit dementia specialist, Belong, in partnership with sexual health charity, Body Positive Cheshire & North Wales and its social network, Silver Rainbows, guests of all ages painted the Brookhouse Drive care village rainbow as they revelled in the festivities with live entertainment from TGA Street Dance, and a fashion catwalk parade competition.

Face painting, tombola and stalls, sweet treats and a barbecue also brought the community together.

Jess Butler, experience coordinator at Belong Crewe, said: “We’re thrilled that Silver Pride has now become a regular fixture in the Crewe calendar as it’s important to us that everyone can be themselves and express who they are. Many of the older community have memories of living in a society

when it was illegal for them to do this and our day is designed to say you have the support of Belong Crewe; this is a safe space where everyone belongs, regardless of your age or who you love.”

Belong’s Pride initiative won the Volunteer Award at Cheshire Pride Awards 2024 for the work supporting the local, older LGBT+ community. Across the Belong group of care village and home care services in the North West and West Midlands, the not-forprofit organisation has implemented the Skills for Care LGBTQ+ learning framework for its teams, equipping them with the knowledge, values and best practice to support its lesbian, gay, bisexual, transsexual and other customers, whose needs can differ from others.

The yearly celebration began in 2018 for Pride Month in recognition of the 1969 Stonewall Riots. The demonstration is widely considered to be the defining event marking the beginning of the gay rights movement in the US and around the world.

ICO Calls On Social Care Leaders To Commit To Better Care Records Now The Information Commissioner’s Office (ICO) has called on social care leaders to publicly commit to improving how care records are created, handled, and accessed.

The call came at a breakfast briefing attended by 55 senior social work professionals from across the UK, where the data protection regulator urged local authorities and health and social care trusts to commit to supporting its ‘Better Records Together’ campaign and implementing the care records standards.

Better Records Together, launched in December, aims to drive sector-wide transformation in how care records are handled throughout their lifecycle – from creation through to access and disclosure.

As well as highlighting resources available and providing further clarity on the ICO’s regulatory expectations, the briefing was a call to action for senior leaders to implement five steps: • Champion care records: Make it clear that their organisation’s performance in handling care records is a priority.

• Implement ICO care records standards: Explain to staff why these standards matter, why they are a priority for the organisation and why they are everyone’s responsibility.

• Resource teams: Ensure teams involved in every stage of the process have the resource they need to manage demand.

• Support staff: Provide staff with the necessary training and support so that they can handle care records confidently and in line with ICO standards.

• Invest to transform: Build records now that follow ICO care records standards to reduce future challenges.

Angela Balakrishnan, Executive Director of Strategic Communications and Public Affairs said: “We understand the pressures that local authorities and social work practitioners are under – which is why a collaborative approach is so important. It’s not simply about mandating compliance but working together in the belief that we can all build a trusted system that truly serves the people whose lives these records reflect.

“It was encouraging to see so many attendees from across the social care sector, and I urge all senior leaders who haven’t yet done so to pledge their support – you are the missing piece of the puzzle. While voluntary, the commitment signals to the public and to people with care experience that your organisation is actively working to improve how care records are created, handled and accessed.

“Today’s session forms part of a much wider conversation and one that is underpinned by the understanding that behind every care record is a real person and their life story. This is something that we must never lose sight of.”

Research from the ICO found that people trying to access their care records through a Subject Access Request (SAR) are being systematically let down. Nearly nine in ten people (89%) who accessed their records were left with questions or concerns, over two thirds (71%) experienced poor communication from their local authority, and 69% said the process took longer than expected — with some still waiting up to sixteen years.

As part of the campaign, the regulator has also embarked on a UK-wide supervision pilot running across 2025 and 2026, monitoring the performance of 19 organisations to drive improvements.

The ICO will prioritise enforcement action where there are persistent delays in SAR responses and insufficient action to reduce or prevent harm. It will also consider how well organisations follow the Better Records Together care record standards.

The regulator has already taken enforcement action across the UK, including reprimands issued to Glasgow City Council and City of Edinburgh Council in February 2025, an enforcement notice to Bristol City Council in September 2025 for child social care data delays, and an £18,000 fine to Scottish charity Birthlink in July 2025 for destroying approximately 4,800 personal records.

Local authorities and social care providers that have not yet engaged with Better Records Together are encouraged to visit the campaign webpage to access free resources and find out how to pledge their support. https://ico.org.uk/about-the-ico/campaigns/better-records-together/

Dementia Care, Complex Behaviour, and Why Change Can No Longer Wait

By Jayne Connery, Founder of Care Campaign for the Vulnerable too quickly. Being unable to express pain or discomfort All these things can completely change how a person living with dementia responds.

We also believe there needs to be more honest conversation around the emotional toll complex dementia care can have on care staff themselves. Supporting someone who is frightened, distressed, aggressive, or emotionally dysregulated every day can be emotionally draining. Staff need support, mentoring, and safe spaces to reflect without fear of judgement.

Good dementia care is not simply task-based care - it is relationship-based care.

The providers who stand out to us are rarely those focused purely on appearance or marketing. They are the providers investing in culture, leadership, staff wellbeing, communication, and specialist understanding. They create environments where carers feel confident asking for help, where families are listened to, and where behaviours are approached with curiosity rather than frustration.

Importantly, we also want to see a move away from overreliance on restrictive approaches wherever possible. Families frequently raise concerns with us around sedation, isolation, lack of stimulation, or individuals being labelled too quickly without enough exploration of underlying causes. Every behaviour should prompt a question: what is this person trying to communicate?

Over the years, through my work with families, care providers, carers, and people living with dementia, one issue continues to stand out above almost all others — the lack of understanding around complex behaviour in dementia care.

At Care Campaign for the Vulnerable (CCFTV), we believe it is one of the greatest challenges facing the care sector today, and also one of the areas where meaningful change is urgently needed.

Families regularly contact us feeling frightened, exhausted, and heartbroken. Many describe loved ones who were once calm and gentle becoming distressed, fearful, aggressive, withdrawn, or resistant to care. Often, they are told their relative is “challenging”, “difficult”, or “non-compliant”.

But behind every behaviour is a reason.

People living with dementia are not intentionally trying to cause problems. Behaviour is communication. It may reflect pain, fear, overstimulation, confusion, loneliness, trauma, frustration, or unmet emotional and physical needs.

Too often, care environments still focus on managing behaviour rather than understanding it and that has to change. My own mother, Ellen, lived with vascular dementia, and I witnessed firsthand how dramatically environment and communication affected her wellbeing. In the right setting, around people who showed patience, empathy, humour, and reassurance, her personality

remained very much alive. But in environments where she felt frightened, rushed, or misunderstood, her anxiety escalated and her behaviour changed completely.

Sometimes the answer may be physical pain. Sometimes trauma. Sometimes fear. Sometimes boredom. Sometimes grief.

Sometimes simply an environment that no longer feels safe or familiar.

What I learned through my mum’s journey shaped the entire direction of my work.

Complex dementia care requires far more than basic awareness training. It requires emotional intelligence, confidence, consistency, observation, patience, and genuine understanding of the individual behind the diagnosis.

Sadly, carers are often placed into highly demanding situations without the level of specialist training or support they truly need.

We hear repeatedly from frontline staff who admit they feel overwhelmed managing distressed behaviours, particularly when staffing levels are stretched or when residents have advanced dementia combined with other complex health needs. This is not about blaming carers.

Many carers are working under immense pressure and doing extraordinary work in very difficult circumstances. But as a sector, we must be honest enough to recognise that the needs of people living with dementia have become increasingly complex.

At CCFTV, we believe dementia care must become more individualised, more compassionate, and more psychologically informed.

We also believe families should be viewed as part of the care team, not outsiders. Relatives often hold the key to understanding triggers, routines, comfort strategies, and lifelong personality traits that can help staff deliver far better care.

The reality is that some people entering care homes today would previously have been supported within specialist nursing or hospital environments. Providers are caring for residents with significant cognitive impairment, distressed behaviours, trauma responses, mobility issues, communication difficulties, and multiple health conditions — often all at once. And yet dementia training can still vary hugely across the sector.

There are many outstanding carers and providers already leading the way. We see extraordinary examples across the sector every week. But we also know there is inconsistency, and too many families still feel unsupported when behaviours become complex.

At CCFTV, we want to see greater investment in meaningful dementia education that goes beyond textbooks and compliance exercises. Training must help carers understand why behaviours happen, how environments influence distress, and how communication styles can either calm or escalate situations.

Simple things matter more than people realise.

Tone of voice. Body language. Noise levels. Lighting. Routine.

Familiarity. Feeling ignored. Feeling frightened. Being approached

Change is possible. But it requires openness, investment, stronger dementia education, honest conversations, and a willingness to move beyond outdated models of care. Because people living with dementia deserve more than simply being managed, they deserve the right care.

07734 351 403 carecampaignforthevulnerable@gmail.com www.carecampaignforthevulnerable.com

PAGE 22 | THE CARER DIGITAL | ISSUE 292

Setting the Standard: Care Home Compliance Made Simple The regulatory landscape is evolving — here's what your care home needs to know Trust is the foundation of every great care home. For residents and their families, choosing residential care is rarely a simple decision. It carries emotional weight, financial significance, and an enormous leap of faith. That's why transparency, fairness, and legal compliance aren't just operational tickboxes — they're central to the care you provide.

The Digital Markets, Competition and Consumers Act 2024 (DMCCA) has introduced some of the most significant changes to consumer law in more than a decade, and care homes are firmly within its scope. Understanding what those changes mean in practice is essential — and that's exactly where the Business Companion Care Homes Guidance comes in.

Developed by legal experts and completely free to access, this practical guide breaks down your obligations under the new legislation in plain, straightforward language. Whether you're reviewing contracts, updating your pricing structures, or looking at how you communicate with prospective residents, it's an indispensable resource.

WHAT THE DMCCA MEANS FOR CARE HOMES The DMCCA replaces the previous Consumer Protection from Unfair Trading Regulations, raising the bar across almost every consumer-facing sector. For care homes, the key implications include: Full pricing transparency. The Act outlaws "drip pricing" — the practice of introducing unavoidable fees late in the customer journey. All mandatory charges must now be presented clearly and upfront, from

the very first conversation.

Authentic reviews and endorsements. Fabricated or manipulated reviews are now explicitly prohibited. As online reputation plays an increasingly important role in how families choose care homes, authenticity isn't just ethical — it's a legal requirement.

Tougher enforcement. The Competition and Markets Authority (CMA) now holds significantly strengthened powers, with the ability to issue fines of up to £300,000, or 10% of global turnover, for non-compliance.

The message is clear: getting this right matters.

These are just some of the areas covered in detail within the Business Companion Care Homes Guidance, which offers practical, step-by-step advice to help your home stay on the right side of the law.

SUPPORTING VULNERABLE RESIDENTS Working in care means working with vulnerability every day.

Whether driven by age, ill health, bereavement, financial pressure, or a combination of factors, vulnerability can affect a resident's ability to

make informed decisions or communicate their needs clearly.

Recognising and responding to this is both a legal duty and a moral one. The Business Companion Consumer Vulnerability Guide provides checklists and actionable advice to help your team identify and appropriately support vulnerable individuals — ensuring your home delivers compassion and compliance in equal measure.

A WIDER RESOURCE FOR YOUR BUSINESS Business Companion extends well beyond care home guidance. The platform covers a broad range of sectors and topics — from online selling and complaints handling to delivery charges and net zero planning — all presented in clear, accessible language. Backed by the Chartered Trading Standards Institute and the Department for Business & Trade, it's a free, authoritative, and regularly updated resource you can rely on.

DON'T WAIT — ACT NOW The DMCCA is already in force and enforcement is live. Now is the time to review your contracts, pricing communications, and marketing materials — before a compliance issue forces your hand.

In a sector built on trust, staying informed isn't just good practice. It's everything. Visit Business Companion’s Care Homes Guidance today.

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

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

Exemplar Health Care Opens New Complex Care Home In Coventry Exemplar Health Care is celebrating the opening of its brand-new Coventry care home.

Situated on the site of the former St Nicholas Church on Sherwood Jones Close in Radford, Birch View supports adults living with complex needs arising from mental health conditions, dementia, neuro-disabilities, and physical disabilities.

Birch View provides nurse-led care in a community-based home for adults who might otherwise be supported in a more acute hospital setting or have to move away from the local area to find appropriate support. By enabling people to receive this type of complex care locally, Birch View helps people with complex needs stay connected to family, friends, and their community.

The home has 38 bedrooms with ensuite wet rooms, split across three units. This small group living approach means team members can get to know each person well and can tailor support to their individual needs and preferences.

The home includes communal dining and living spaces, sensory bathrooms, an activities hub, a therapy room, and a large accessible garden where people can spend time outdoors.

Designed by Watson Batty Architects and built by Deeley Construction, the development has trans-

formed a previously disused site into a purpose-built complex needs care home that incorporates features that reflect the character and heritage of the former church building.

Sukai Drummeh, Home Manager at Birch View care home, said: “We’re incredibly proud to officially open Birch View and provide local people with greater access to this type of complex care home service within their local community. Our aim has always been to create a home that feels welcoming, supportive, and empowering for the people who live here, and it’s fantastic to now see that vision come to life.

“We’ve built a compassionate and dedicated team that is committed to making a positive difference every day and helping people live fulfilling lives. Our team takes time to understand what matters to each person, so people feel listened to, and supported in ways that reflect their routines, relationships, and goals.

“The new home has also created valuable healthcare jobs in the local area, and we’re excited to continue welcoming new colleagues who share our values and passion for delivering outstanding care. We’re looking forward to becoming part of the local community and supporting people across Coventry for many years to come.”

Bolton Social Care and Care-Tech Founder Named Finalist in Great British Entrepreneur Awards 2026 Bolton-based Pauline Vuyelwa Muswere-Enagbonma, Group Chief Executive of the Jessamy ecosystem and Founder of JessamyCareOne, has been named a finalist in the North West region of the Great British Entrepreneur Awards 2026 in the Randal Foundation Award category.

The Randal Foundation Award recognises businesses making a significant contribution to saving lives, improving life chances or strengthening communities.

This recognition celebrates entrepreneurs whose work improves lives, strengthens communities and creates meaningful social impact.

Pauline has been shortlisted for building an integrated social care, workforce and care-technology ecosystem through Jessamy Platinum Holdings Limited, creating practical, ethical systems that improve coordination, accountability and dignity across care delivery throughout the UK. Pauline’s leadership is shaped by lived experience and personal loss.

Following the death of her infant daughter, Jessamy, in 2020, she channelled grief into a mission to build services that protect dignity, strengthen accountability and place humanity at the centre of care.

Today, Pauline leads the Jessamy ecosystem under Jessamy Platinum Holdings Limited, a group of complementary ventures spanning staffing, regulated care, supported accommodation, children’s services, community transport, professional training and care technology, including Jessamy Staffing Solutions. JessamyCareOne forms part of this wider vision for safer and more accountable care. The platform is being developed to support governance, compliance, communication and continuity across care settings, reflecting Pauline’s belief that technology should not replace human care but strengthen the systems that allow good care to happen consistently and transparently.

Speaking on the finalist achievement, Pauline said:

“I am deeply honoured to be named a finalist for the Randal Foundation Award at the Great British Entrepreneur Awards. For me, entrepreneurship has never been about building for applause. It has been about building systems that protect people, restore dignity and create better life chances for those too often overlooked.

This recognition belongs to the Jessamy team and to every child, adult, family, professional and community whose experiences remind us that care must be more than a service. It must be humane, accountable, innovative and rooted in love.

I hope this recognition shines a light on the extraordinary work taking place across social care and reminds people that entrepreneurship can be a force for public good when led with integrity, courage and responsibility.”

Frankie James, founder of the Great British Entrepreneur Awards,

also said: “When we launched the Great British Entrepreneur Awards in 2012, we set out to back the businesses that get on and build, the ones that don’t always get the recognition they deserve. More than a decade on, over 5,000 applications tell me we were onto something. This year’s cohort represents billions in turnover and tens of thousands of jobs, but what I’m proudest of is the determination behind those numbers. These are founders who have stuck with it through every kind of year, and championing them is exactly why we do this.”

The Great British Entrepreneur Awards are proudly supported by Allica Bank.

Conrad Ford, Chief Product & Strategy Officer at Allica, added: “What stands out this year is the optimism and ambition that continue to define the UK’s established business community. Having run my own business, I know the resilience, creativity and sheer determination it takes to build something that lasts, especially in challenging times.

“Established businesses are the real economy, making up a third of the UK’s GDP and employment, and represented in every town across the country. At Allica, we’re proud to support and celebrate their contribution through the Great British Entrepreneur Awards.”

Often referred to as the ‘Grammys of Entrepreneurship’, the Great British Entrepreneur Awards celebrate the UK’s most exceptional entrepreneurs and business leaders, with winners announced at a black-tie awards ceremony on Monday 16 November 2026 at The Great Room, Grosvenor House, London, attended by more than 1,500 guests from across the UK’s entrepreneurial community.

The full 2026 shortlist can be found here: https://greatbritishentrepreneurawards.com/shortlist-2026

PAGE 24 | THE CARER DIGITAL | ISSUE 292

New Clinical Fellowships Set to Bring Better Diagnosis and Treatments Closer for People with Dementia Six new Clinical Fellowships have been announced to help bring cutting-edge dementia research closer to the people who need it most, covering everything from making brain scanning more accessible to improving diagnosis of rarer forms of dementia and helping more people take part in clinical trials.

Backed by £2.6 million in funding, the awards will support research aimed at improving how dementia is diagnosed, monitored and treated, while strengthening the UK’s capacity to deliver more clinical studies in the field. For people living with, or at risk of, dementia, the investment offers hope of more accurate diagnosis, improved treatment options and wider access to research that could change lives.

Why clinical research matters While recent years have seen significant advances in scientific understanding of dementia, such discoveries only translate into real benefit when they lead to better tests and more effective treatments. Clinical research provides that bridge, moving promising ideas from the laboratory into real-world studies involving people affected by the condition.

Delivering this progress requires more clinicians, including doctors and other healthcare professionals, who can combine research with patient care, trial new approaches in real-world settings, and work closely with researchers, healthcare teams and people affected by dementia.

A programme designed to deliver change The fellowships form part of Alzheimer’s Research UK’s Clinical Accelerator Programme, established to bring more dementia clinical trials to the UK and speed up progress towards a cure. Made possible by £3.1 million raised through the Omaze Mallorca Superdraw, the programme focuses on three priorities: building expertise by increasing the number of clinicians working in dementia research, nurturing innovation by supporting research-active clinicians to develop promising trial ideas, and accelerating trials by helping more potential treatments move into clinical testing.

The new fellowships sit at the heart of this effort, equipping clinicians at different career stages with the skills and support needed to become future leaders in dementia research.

Meet the new Clinical Fellows The six newly funded fellows are tackling a diverse range of challenges spanning diagnosis, treatment, prevention and trial delivery, areas considered vital if research is to translate into better outcomes for people affected by dementia.

On improving access to earlier diagnosis, Dr Ashwin Venkataraman at King’s College London is developing portable brain scanners to improve how dementia is diagnosed and monitored. His team is testing smaller, quieter devices that could be used in memory clinics, hospitals and care homes, potentially making brain scans more accessible for people who find it difficult to travel to hospital scanners, including those in rural areas or with limited mobility. The approach could also offer a lower-cost way to monitor side effects in people receiving new Alzheimer’s treatments.

Dr Sabbiha Majumder at University College London is developing new tools to improve diagnosis of primary progressive aphasia, a form of dementia affecting speech and communication. She is designing culturally fair assessments that better reflect real-world communication skills rather than relying mainly on memory-based tests, which can miss the condition, and her work will also address barriers faced by people who do not speak English and who are currently more likely to experience delayed or incorrect diagnosis.

The project aims to help people receive an accurate diagnosis sooner so they can access the right support,

therapy and clinical trials.

On identifying and reducing dementia risk, Dr Rachael Matthews at the University of Liverpool is investigating why some people who experience delirium during infections, including COVID-19, later develop cognitive decline and dementia. Combining brain scans, memory and thinking tests, blood biomarkers and genetic information, she hopes to develop a tool that can identify who may be most vulnerable to future dementia, helping doctors spot people at higher risk earlier and creating opportunities to intervene before significant brain damage occurs.

Dr Dexter Penn at Imperial College London is investigating whether pacemakers could be adjusted to improve blood flow to the brain and reduce dementia risk, testing whether current pacemaker settings may slow the heart too much for some people and exploring whether slightly increasing heart rate could help protect brain vessels and cells. If successful, the work could point to a new use for an existing, widely used technology.

On predicting progression and testing potential treatments, Dr Abdulwarrith Olawale at the University of Cambridge is using artificial intelligence to improve the quality of NHS brain scans for people with frontotemporal dementia, analysing MRI scans to identify patterns that could help predict disease progression and treatment response. By making routine NHS scans more useful for research and clinical trials, the project could reduce costs and allow more people to take part in studies. Dr Olawale is also the first fellow to undertake a clinical trials placement as part of a partnership with the UK Dementia Trials Network, giving him hands-on experience of how dementia trials are designed and delivered, skills considered essential for turning promising discoveries into real-world studies.

Dr Harry Costello at University College London is testing whether a slow-release ketamine tablet can safely and effectively treat depression in people living with Alzheimer’s disease. Depression affects more than 40% of people with Alzheimer’s, but current treatments often have limited benefits and unwanted side effects; if successful, the research could improve mood, motivation and quality of life, while helping people with Alzheimer’s maintain their independence for longer. This project is partly funded by Rosetrees Trust.

How the fellowships were selected The Doctoral and Advanced Clinical Fellows were chosen through a competitive process led by Alzheimer’s Research UK’s newly established Clinical Committee at its January 2026 meeting. The committee, which brings together experts in clinical research, trial design and lived experience, provides independent advice to help ensure supported research is high quality, feasible and focused on areas of greatest impact, and will continue to shape the programme’s direction and review future funding proposals.

Dr Leah Mursaleen, Head of Clinical Research at Alzheimer’s Research UK, said: “Dementia research in the UK has huge strengths, but we need to keep building the clinical research system that will turn scientific progress into better tests, better treatments and more opportunities for people to take part in research.

“These fellowships are an important part of that. They will support talented clinicians to develop research careers, while focusing on practical questions that could improve diagnosis, make studies more inclusive and help bring more clinical trials to the UK. “The Clinical Committee also has an important role in helping invest in research that is scientifically strong, realistic to deliver and focused on the areas of greatest need. That kind of strategic support will be vital if we are to speed up progress and help more promising ideas move forward.”

Cue the Smiles as Congleton Care Home Residents Enjoy Unforgettable Day with Snooker Legends Residents from Priesty Fields Care Home in Congleton enjoyed a day to remember after being invited to the spectacular Black Ball Event, where they met two of snooker’s biggest stars – Steve Davis and Dennis Taylor.

The event, organised by No Tier Snooker, proved to be a real winner, with residents soaking up the atmosphere, sharing memories of famous matches and enjoying the opportunity to meet two sporting icons whose rivalry captivated millions.

From the moment they arrived, residents were made to feel incredibly welcome by the organisers. For many, meeting Steve Davis and Dennis Taylor brought back memories of watching classic snooker championships over the years, while the warmth and hospitality shown throughout the day ensured plenty of new memories were made.

The visit has continued to be a major talking point around the

home, with residents reminiscing about the experience and sharing stories with friends, family and staff.

Rebecca Murphy, home manager at Priesty Fields Care Home, part of Sandstone Care Group, said: “This was such a special day for our residents and one that they will treasure for a long time.

Meeting two genuine sporting legends in Steve Davis and Dennis Taylor was something many never imagined they would have the opportunity to do.

“The team at No Tier Snooker really potted something special.

They looked after everyone so wonderfully and created an atmosphere full of warmth, fun and excitement. Our residents have been talking about the event ever since we returned and we cannot thank everyone involved enough for making it such a memorable occasion.”

Annual Duck Races at The Cedars Raises Money For Charity Staff, residents, relatives and the local community came together at The Cedars Care Home to enjoy their annual Summer Fete that was held in the home’s grounds on 27thJune; in order to raise money for Re-Engage, a charity that combats social isolation in the over 65’s by providing free volunteer led services including telephone calls, activity groups and tea parties.

The Cedars hosted a variety of artisan craft stalls, tombola and raffle for everyone to enjoy, including handmade jewellery, local honey and pet accessories. We were also joined by ‘The Little Filly’ Catering who provided delicious burgers and pizzas to the guests. All this fun framed the main event: the rubber duck races on the river.

The Duck Races were expertly run by David and Carolyn Fawcett, Dr Clive Cole and Terry Dewey, supported by volunteers from the Carer’s Sitter Service, Dementia Support South Lincs and Option B Bereavement Group; who ran over twenty races in the river eagerly watched by visitors all hoping theirs was the winning duck! The event culminated in a live performance by local vintage singer Alan Jackson, who sang a variety of popular songs that staff, visitors and residents sang and danced along to.

Staff at The Cedars made everyone feel welcome and were delighted to see different generations having fun together, and our younger guests were thrilled with the addition of a paddling pool and sponge throwing game to our giant outdoor games, which proved very popular and a welcome relief from the heat!

Resident Dorothy Inkley said, “It was a lovely day. The weather was wonderful, and the entertainment was really good- Alan Jackson is one of my favourites and he sang the ‘Telephone Song’my absolute favourite! Thank you to the team, I know a lot of hard work went into it to make it special.”

Rebecca Aldred, Senior General Manager at the home, said: “Staff at The Cedars Care Home are dedicated to making sure that the home is a hub of the local community, and this event, along with all their hard work, has definitely paid off. We would like to extend a huge thank you to David and Carolyn Fawcett with Terry Dewey and Dr Clive Cole for once again running the ever-popular duck races. It’s one of the highlights of our calendar! We are very pleased to announce that we raised over £850, with more money coming in!

The fete was a resounding success!”

THE CARER DIGITAL | ISSUE 292 | PAGE 25

More Than Four in Five Community Social Care Services in England Have No Current CQC Rating, New Analysis Finds The Care Quality Commission (CQC) is still not keeping pace with the task of assessing the quality of community social care services in England, according to a new report from the Homecare Association published today. The analysis, the third in an annual series, finds that the position has not stabilised but has continued to worsen, and at an accelerating pace.

Drawing on CQC data downloaded on 5 May 2026, the report finds that 83.5 per cent of community social care locations had either never been assessed or held a rating four or more years old. That figure has risen from 60 per cent in 2024 and 70 per cent in 2025. Only 16.5 per cent of services now hold a current rating, defined as one published within the past three years.

The report records genuine and welcome progress at the point of entry to the market. The CQC has cleared its registration backlog and raised the standards required of new applicants, in line with a recommendation the Homecare Association has made for several years.

The concern is that this has not translated into assurance for the more than 14,000 community services already operating, the great majority of which still lack a current rating.

The report also recognises that the CQC is now acting to increase the number of assessments it completes. Under its new Chief Inspector, the regulator has strengthened management oversight of inspectors, rebalanced its prioritisation to give weight to homecare, and begun to speed up the inspection process.

This is starting to show in the figures: community assessments rose to almost 96 per month in the four months to April 2026, compared with an average of 78 per month across the year. The Homecare Association calls this welcome and genuine progress, but cautions that it remains well short of the roughly 406 assessments per month needed simply to keep ratings current.

Key findings • Performance has deteriorated further. As of 5 May 2026, 83.5 per cent of community social care locations had no current rating: 36.9 per cent had never been assessed and a further 46.6 per cent held a rating four to ten years old.

• The stock of current ratings has collapsed. The number of community locations holding an up-to-date rating has more than halved in two years, falling from 5,118 in 2024 to 4,204 in 2025 and 2,413 in 2026, a reduction of 53 per cent.

• Residential care is still prioritised over community care. In the year to 5 May 2026 the CQC published 2,076 residential ratings but only 934 community ratings, 2.2 times as many, even though the two sub-sectors are now almost identical in size.

• The community assessment rate fell over the year but is now rising. Community locations were rated at an average of about 78 per month across the year, down from 81 the previous year, but the rate rose to almost 96 per month in the four months to April 2026. Around 406 per month would be needed simply to maintain a three-year cycle.

• The decline is outpacing the Association’s own projections. A level of current ratings not expected until

around 2030 has effectively been reached in 2026, roughly four years early.

• Recently assessed services show rising concern. Among community ratings published in the past year, 24 per cent were rated requires improvement or inadequate, double the 12 per cent across all ratings since 2016. The proportion rated inadequate rose from 0.5 per cent to 3.6 per cent. These recently assessed services are not a representative sample, since the CQC prioritises higher-risk cases, but the trend points to undetected problems in the much larger unassessed population.

• Registration reform is real progress. Of 3,053 new homecare applications received in the six months to April 2026, 67 per cent were rejected at the initial completeness check and 83 per cent of those reaching assessment were refused. Only around 174, fewer than one in seventeen, were granted Dr Jane Townson OBE, Chief Executive of the Homecare Association and author of the report, said: “The Care Quality Commission has made real and welcome progress at the front door of regulation. The trouble is that the house behind it remains largely unseen. More than four in five community care services now have no current quality rating. The system that is meant to tell people whether care in their own home is safe and good is no longer doing that for most of the market.”

“This is not an abstract problem. Our members are being suspended from council tenders and losing the people they support, not because their care is necessarily poor, but because they have never been assessed. At the same time, poor or unsafe care delivered behind someone’s front door, where it is least visible, can continue undetected for years.”

“The answer is time-limited, ring-fenced government funding to clear the backlog, and a firm guarantee that every new provider is assessed within twelve months. It would be unreasonable to raise providers’ fees for a service many are not receiving in good time. The CQC has shown it can fix the front door, and it has begun to lift assessment numbers. It now needs the resources and the sustained focus to go much further and assess the existing market at scale.”

What the report calls for The report sets out nine recommendations. In summary, it calls on the CQC and government to: • Guarantee a first assessment of every newly registered provider within twelve months, assess every provider at least once every three years, and not award a quality rating at registration unless it is clearly labelled as a provisional registration assessment; • Provide time-limited, ring-fenced government funding for surge capacity to clear the community backlog, rather than increasing provider fees; • Rebalance assessment effort towards community social care, in proportion to its share of the market; Introduce a risk-based, two-tier assessment system so that never-assessed services are reached first; • Publish monthly, sector-specific data on assessment completions and backlog reduction; and • Commission an independent review of the resources required to maintain a three-year assessment cycle across the expanded community market.

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Scientists Discover Mechanism For Brain Cell Death In Alzheimer’s Disease Scientists at King’s College London and the UK Dementia Research Institute have made a significant advance in understanding how Alzheimer’s disease and frontotemporal dementia (FTD) damage the brain.

While it has long been established that toxic proteins accumulate in the brains of those living with both conditions, the precise mechanism by which this leads to the destruction of brain cells has, until now, remained poorly understood. Researchers have identified a new biological pathway that may finally explain this process — a discovery that carries considerable promise for the development of therapies capable of slowing disease progression and protecting brain function in those affected.

The research project, part-funded by Alzheimer’s Research UK, suggests a process known as ‘karyoptosis’ may play an important role in the progressive loss of brain cells seen in dementia.

Dr Sara Rodrigues, Senior Research Manager at Alzheimer’s Research UK, says: “For decades, we’ve known that toxic proteins build up in Alzheimer’s disease and frontotemporal dementia, but exactly how they lead to the loss of brain cells has remained unclear.

“The identification of karyoptosis is a crucial step towards finding targets for treatments that could stop or slow cell loss. It could help widen the window for therapies that tackle the underlying causes of disease, bringing us closer to a cure for dementia. This is why Alzheimer’s Research UK funds and supports research.”

What does the new research tell us about Alzheimer’s and FTD? Unlike other forms of cell death, karyoptosis causes the cell’s nucleus – the control centre that contains its genetic material – to shrink and break apart before the cell dies.

After examining around 3,000 brain cells from 28 patients, researchers found signs of karyoptosis in more

than one-third of cells in the frontal cortex of people with Alzheimer’s disease. Meanwhile, just 15 per cent of cells in healthy older brains showed signs of karyoptosis.

Further analysis also showed that targeting certain proteins that act as molecular ‘switches’, called kinases, reduced signs of karyoptosis in rat brain cells. In particular, the researchers noted that an interaction between a protein called p38 MAP kinase and another called LaminB1, may be key in blocking damage to the cell’s nucleus.

This highlights a potential way to slow the breakdown of brain cells and could offer new targets for treatments aimed at slowing brain cell loss in humans.

Dr Manolis Fanto, Reader in Functional Genomics, Institute of Psychiatry, Psychology and Neuroscience, King’s College London, also says: “Our study is important for the understanding of dementia because it clarifies that there are multiple ways in which neurons die and the one specifically characterised by us, karyoptosis, was entirely unknown before.

This information draws a new picture of the pathways that must be acted upon to keep the brain cells alive in dementia.”

Dr Rebecca Casterton, Senior Researcher at the UK Dementia Research Institute at King’s College London and researcher on the project, also says: “The death and loss of cells in the brain drives many symptoms experienced by people living with dementia.

“Our study uncovers a new series of chemical events which can coordinate cell death in brain cells. We have started to lay out the road map of how karyoptosis works, and I’m excited to see future breakthroughs this may drive in the dementia research community and beyond.”

Specialist Dementia Wing Opens to Meet Scotland’s Growing Demand for Complex Care A new dementia wing designed to support men with complex care needs has opened offering specialist dementia placements unavailable in much of Scotland.

The new 19-bed Brodie Wing at Spynie Care Home in Elgin is the only unit providing this complex specialist care from the north of Scotland down to Glasgow. It has been developed in response to increasing demand for specialist dementia care for men whose needs can no longer be safely met in more traditional care environments.

The service has been developed in collaboration with health and social care commissioners to help meet a recognised gap in specialist dementia provision and provide appropriate placements for individuals requiring higher levels of support.

Jamie Taylor, home manager at Spynie Care Home, said: “The opening of the Brodie Wing represents a significant investment in specialist dementia care for the local area and beyond. We have seen a growing need for dedicated services that can support men living with more complex presentations of dementia, and this new environment has been specifically designed with those needs in mind.

“Everything about the wing, from its secure layout and enclosed garden to the highly personalised care

plans, is focused on helping residents live as comfortably, safely and independently as possible while maintaining their dignity and quality of life.

“Our team is passionate about delivering exceptional dementia care, and we are proud to be able to offer this much-needed service to families who may previously have struggled to find the right support for their loved ones.”

The development has also created 10 new jobs, strengthening the home’s care team and supporting the local economy.

Steve Massey, operations manager for Into beige, which operates Spynie care home, said: “The Brodie Wing has been developed in direct response to demand from commissioners and healthcare professionals who have identified a shortage of specialist dementia beds for men with complex care needs.

“This is not simply about increasing capacity. It is about creating the right environment and putting the right expertise in place to support individuals whose needs require a more specialised approach.

“We have worked closely with commissioners throughout the development process to ensure the service delivers meaningful outcomes for residents while providing reassurance and support to their families.”

Battersea Care Home Welcomes Government Health Experts to Pioneering VIVALDI Social Care Event Leading health experts and Government officials visited a Battersea care home for a special event showcasing the importance of data and research in infection prevention.

Eden Court, part of Cinnamon Care Collection, hosted the VIVALDI Social Care team on Wednesday, 17th June, who talked about their vital work in reducing common infections and preventing avoidable hospital admissions for older adults.

Spurred by the critical data gaps exposed during the COVID-19 pandemic, the pioneering project establishes a network of hundreds of participating care homes. Limited data from digital care record systems used in these homes are automatically and securely transmitted daily to NHS England, where they are deidentified and linked to national healthcare databases. This provides accurate information on residents’ hospital admissions, emergency care records and primary care prescriptions.

The resulting dataset is then shared with University College London for academic research, while care home-level data feeds a tracking dashboard run by the UK Health Security Agency. Ultimately, the project demonstrates the feasibility of cross-sector data sharing between private providers, digital vendors and national health systems to better understand and protect a highly vulnerable population, without adding administrative burdens to care home staff.

Yetty Adepegba, Village Manager at Eden Court, said: “We were absolutely delighted to host the VIVALDI Social Care team at Eden Court, along with so many distinguished organisations. It is incredibly rewarding to see our home at the forefront of such vital national research, which directly contributes to enhancing the

health, safety and well-being of our residents and the wider care community.”

Following the presentation, attendees were given the unique opportunity to hear reflections on the VIVALDI initiative from prominent national health leaders. Professor Lucy Chappell, Chief Scientific Adviser for the Department of Health and Social Care and Dr Gail Marzetti, Director of Science, Research and Evidence at the Department of Health and Social Care, shared their insights on the project’s national significance before a Q&A allowed guests to delve deeper into the practical applications of the research.

Prof Laura Shallcross MBE, Professor of Public Health & Translational Data Science Institute of Health Informatics, UCL, said: “ The Vivaldi Social Care programme shows what can be achieved when the care sector partners with universities and policy organisations to design and deliver research that directly addresses residents’ needs.”

Zoe Fry OBE, Director of Nursing at The Outstanding Society, said: “What makes the VIVALDI Social Care programme so important is that it has been built with the care sector, not simply for it. By working in genuine partnership with care providers, residents, researchers and policymakers, the programme demonstrates the power of co-production in creating evidence that is both meaningful and practical. As a nurse, I have seen firsthand the difference that better information and shared learning can make to people’s lives.

Initiatives like VIVALDI help ensure that the experiences of those living and working in care homes are reflected in research, shaping improvements that support better outcomes, reduce inequalities and

THE CARER DIGITAL | ISSUE 292 | PAGE 27

CQC Commits to Shared Anti-Racism Principles to Tackle Workplace Racism in Health and Social Care The Care Quality Commission (CQC) has joined 8 other national health and social care regulators in signing up to the NHS Race and Health Observatory’s shared principles for advancing workforce race equity in health and social care.

These shared principles represent a collective commitment by regulators to tackle the longstanding racism and race inequalities experienced by many people working across the health and social care sector. They build on the Observatory’s Seven Principles of Anti-Racism and on discussions between regulators about how we can act in a more consistent, transparent and effective way.

Racism is a significant cause of inequality in health and social care. It affects people’s wellbeing, opportunities and experiences at work, and can undermine the quality and safety of care. As a regulator, we recognise our responsibility not only to hold others to account, but also to lead by example.

The NHS Race and Health Observatory (RHO) has published Advancing Workforce Race Equity in Health and Social Care: Shared principles across regulators.

This builds on discussions at a roundtable event led by CQC, the General Medical Council (GMC) and Nursing and Midwifery Council (NMC), and chaired by the RHO. The event explored how regulators can take more co-ordinated action to address racism.

Signatories also include the Health and Care Professions Council, Social Work England, General Optical Council, General Pharmaceutical

Council, General Chiropractic Council and the General Osteopathic Council.

Alongside the principles, NHS Race and Health Observatory has also published other resources including: • a report of a regulators’ roundtable in 2025, that we organised with other bodies • good practice case studies about workforce race equity in regulation, which includes a CQC case study as part of its Workforce programme.

Principles for lasting change The 9 shared principles set out a framework for collective accountability across the regulatory sector. They include: • naming and addressing racism, including where it is systemic or structural • valuing lived experience and ensuring it informs our work and decisions • showing leadership and accountability for advancing race equity • working collaboratively with partners • using data and insight to better understand and address inequalities • empowering leaders, providers and the workforce to create inclusive environments and drive continuous improvement • using our regulatory powers to set clear expectations and embed race equity in standards, policy and decision-making

• influencing progress through our collective voice to shape national policy and wider system change • being transparent about progress and where further change is needed, holding ourselves and others to account This commitment is part of our ongoing work to promote equality, fairness and respect across health and social care. It is not a one-off statement, but a foundation for continued action and improvement.

Professor Bola Owolabi CBE (MRCGP, MFPH Hon, FRSPH), Chief Inspector of Primary Care and Community Services, Care Quality Commission, said: • Racism is one of the most significant factors that has a negative impact on people’s health and wellbeing, and tackling it is central to our mission to ensure safe, fair and effective care for everyone.

• Signing up to these principles reflects our commitment not just to holding others to account, but to leading by example within our own organisation.

• Fair care cannot exist where racism goes unchallenged, and through these shared principles we are taking deliberate steps to drive real and lasting change across health and social care.

We will continue to reflect on how these principles are embedded in our work and how, alongside others, we can contribute to a health and social care system where everyone is treated with dignity, fairness and respect.

Sporting Legends Café Kicks Off to a Brilliant Start The first Sporting Legends Café at Keymer Hall Care Home was a resounding success, with almost 20 people turning out for the launch session on Wednesday 17th June, a morning that brought together residents, families, and members of the local community over shared sporting memories and great conversation.

The event, held in partnership with Burgess Hill Town FC, saw guests swapping stories of favourite matches, legendary players, and unforgettable sporting moments that have shaped their lives. A memorabilia table laid on by BHTFC drew particular attention, with guests poring over old photographs, cuttings, and programmes, including a copy of the Argus reporting Burgess Hill Town’s record 12-0 victory. Conversations ranged from the terraces of Leylands Park to Wembley Stadium in the summer of 1966.

Christine Bunce, Home Manager at Keymer Hall, said the atmosphere in the room said everything. “What happened on Wednesday was exactly what we hoped for, and more. You had people who’d never met before laughing together within minutes, all because of a shared memory. That connection is what the

Sporting Legends Café is all about. For some of our residents living with dementia, seeing that recognition light up their faces is genuinely moving.

We’re so proud of how it went, and we can’t wait to do it again.”

Among those attending was John Buck, a long-standing figure at Burgess Hill Town FC, who has been connected to the club as a player and volunteer for 75 years.

“It was a brilliant morning and such a lovely way to bring people together,” he said. “Spending time with everyone from Keymer Hall created such a warm atmosphere and it was fantastic to see the community and Keymer Hall connecting in such a meaningful way. I loved being a part of it and chatting about my sporting memories and talking about the football club.”

Dave Bradbury of Burgess Hill Town FC added, “Community events like this show what local football is all about. It was great to spend time with everyone at Keymer Hall, share stories and smiles, and create memories together. We’re already looking forward to the next one.”

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.

PAGE 28 | THE CARER DIGITAL | ISSUE 292

PRODUCTS AND SERVICES Levabo Delivers Comfort, Protection and Simplicity for Care Providers Levabo’s product range is built around a clear objective: making pressure ulcer prevention easier, more effective, and achievable across all care settings. Designed with both caregivers and residents in mind, the range offers practical positioning solutions that integrate seamlessly into everyday care routines.

At the core of the range are Levabo’s specialist positioning cushions, developed to support safe and consistent repositioning. Whether used in bed, in chairs, or during transfer and repositioning, these products help reduce pressure on vulnerable areas of the body. Their versatility makes them suitable for a wide spectrum of care environments, from hospitals and nursing homes to community and home care.

A key differentiator across the range is Levabo’s unique “Fluffy Air” technology. This ensures that each product remains soft and adaptable, gently moulding to the individual’s body shape. The result is improved pressure distribution and a high level of comfort, both essential for individuals who may be immobile or spending long periods in one position.

Importantly, the range has been developed in collaboration with healthcare professionals, ensuring that each product addresses real-world challenges faced by care teams. From ease of handling to durability and hygiene, every detail is designed to support efficient care delivery without adding complexity.

Levabo’s products are also protected by international patents and have received global recognition, with the company being named the world’s leading positioning cushion manufacturer for four consecutive years. This reflects both the quality of the range and its growing impact across the sector.

For care providers, the message is clear: investing in the right positioning solutions is not only a clinical decision but a practical and economic one. With prevention proven to be significantly more cost-effective than treatment, Levabo’s range offers a smart, scalable way to improve outcomes while supporting high standards of care.

Simple solutions. Big impact.

For more information see page 25 or please email bm@levabo.com or visit www.levabo.com

Virtual Pet Therapy For Care Homes

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

The makers recommend sessions of up to ten minutes at a time, it’s very easy to accommodate the technology into the life of the home, and for staff it can create an excellent opportunity to bond with residents.

A sharing function even means the sessions can be cast to other screens so all residents can share the experience.

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

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

Contact alison@careactivityxr.com www.careactivityxr.com

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

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

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

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

TECHNOLOGY THAT CARES V-Thera uses the latest Japanese mixed reality technology, meaning the virtual pet appears in the realworld, viewed through the headset. Seeing the familiar surroundings of their care home lounge reduces any sense of anxiety or disorientation for residents. The app can also be used lying down, so it can be used in bedrooms.

The technology itself is completely intuitive, designed for people with no experience of gaming. The

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

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 11.

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.

THE CARER DIGITAL | ISSUE 292 | PAGE 29

CATERING FOR CARE

More Than a Meal: Why Food and Dining Matter in Care Homes

By Chelsea Jeffrey, Head of Food Experience, Aurem Care (www,aurem-care.com)

When people think about food in care homes, nutrition is often the first thing that comes to mind.

Of course, ensuring residents receive balanced, nutritious meals is incredibly important. However, food and dining in a care home environment are about so much more than calories, vitamins and dietary requirements.

I have always believed that mealtimes are pivotal to a resident's mood and to the overall atmosphere within a care home. Food is about far more than nutrition; it is comfort, choice, dignity and joy.

It can spark memories, create opportunities for social interaction and provide moments of genuine pleasure throughout the day.

For many residents, mealtimes become key milestones in their daily routine. A well-prepared meal served in a welcoming environment can encourage conversation, reduce feelings of isolation and help create a sense of community. Equally, a poor dining experience can negatively affect appetite, wellbeing and overall quality of life.

This is why listening is such an important part of our approach. To get food right, chefs and care teams must take the time to speak to residents and their relatives, understand what they want from their meals and recognise the diversity that exists within every home. Food preferences are deeply personal and are often shaped by culture, family traditions, faith and life experiences.

A resident who has spent decades enjoying traditional home-cooked British meals may have very different expectations from someone who grew up with Mediterranean, Caribbean or South Asian cuisine. Neither is right nor wrong. Our role is to celebrate that diversity and ensure residents continue to enjoy foods that are familiar, meaningful and enjoyable to them.

Choice is equally important. Moving into a care home should never mean losing control over everyday

decisions. Offering meaningful choices at mealtimes helps preserve independence and dignity. Something as simple as choosing between two main courses, selecting favourite desserts or having input into seasonal menus can make a significant difference to how residents feel.

Another key consideration is ensuring that dietary requirements never become a barrier to enjoying food.

Many residents require fortified diets to support weight maintenance and nutritional intake. Others may need meals adapted due to allergies, medical conditions or personal preferences. These adjustments must be made without compromising taste, presentation or enjoyment.

Texture-modified diets are a particularly important area. Residents living with dementia, arthritis, Parkinson's disease or swallowing difficulties often require food that is easier and safer to eat. Historically, modified-texture meals have sometimes carried an unfair reputation for being bland or unappealing.

Fortunately, standards and understanding have improved significantly.

With the right skills and creativity, chefs can produce texture-modified meals that are colourful, flavourful and visually appealing. Residents should still be able to recognise the food on their plate and experience the same enjoyment as everyone else. Nobody should feel excluded from the dining experience because their food has been adapted to meet their needs.

For people living with dementia, the dining environment itself can also play an important role. Clear table settings, familiar foods, appropriate portion sizes and a calm atmosphere can all help encourage eating and reduce anxiety. Small details often make the biggest difference.

Ultimately, food is one of the most powerful ways we can demonstrate care. It brings people together, supports physical health, promotes emotional wellbeing and helps residents maintain their identity and sense of self.

As the care sector continues to evolve, I believe we should challenge ourselves to think beyond nutrition alone. Good food is essential, but great dining experiences can transform lives. When we focus on comfort, choice, dignity and joy alongside nutritional excellence, we create environments where residents can truly thrive.

Because in care homes, food is never just food. It is an experience, a connection and often one of the highlights of the day.

Boutique Care Homes Welcomes Former Good Food Guide Editor to Chef Development Day A dedicated Chef Development Day, hosted at Keymer Care Home in May, brought the culinary teams across Boutique Care Homes together for a day of learning, live cooking and shared ambition around the belief that great food is at the heart of great care.

Boutique Care Homes gathered its chefs from across the group in May for a Chef Development Day focused on elevating the food, dining and hospitality experience for residents. Held at Keymer Care Home, the day centred on a conviction the group holds deeply: that dining is not simply one part of what a care home does. It is one of the most visible, daily expressions of who Boutique Care Homes is as a care provider.

The event featured a guest session from Andrew Turvil, described by The Independent as one of the UK's "arbiters of taste". Turvil is the former editor of The Good Food Guide, the AA Restaurant Guide and the Which?

Pub Guide, and has spent his career as a freelance restaurant critic, writer and editor. His first book, Blood, Sweat & Asparagus Spears, was published in September 2025. Drawing on a career at the top of the UK food industry, he shared insights and experiences with the gathered chefs, bringing a level of external expertise rarely seen in the care sector.

"It was wonderful to meet such dedicated chefs and to see how much passion, care and attention to detail is being put into the food by the team at Boutique Care Homes," Turvil said.

Beyond the guest session, the day brought together culinary teams for a full programme of presentations, hands-on sessions and open discussion. A live culinary showcase formed the centrepiece of the afternoon, with chefs from all five homes taking to the pass to present dishes from the new summer menus. The Burlington served a spinach, roasted pepper and feta roulade with fresh rocket, followed by

sweet potato and roasted beetroot with chickpea puree. Martello Manor presented a chickpea and halloumi korma with watermelon rice. Chartwell House unveiled a mini beef wellington with red pepper jam and stuffed jacket potatoes with caramelised onion chutney. Keymer Hall presented a chicken ballotine stuffed with sage and chestnut mousse, with tarragon velouté, asparagus and fondant potato, rounded off with their take on a classic Tunnock's tea cake with raspberry compote. Brampton Manor showcased the group's commitment to dining without compromise for every resident, presenting a salmon en croûte with hollandaise sauce prepared to a texture modified standard, proving that elegance and clinical need are never in conflict at Boutique Care Homes.

The programme also included dedicated sessions on bedroom dining, exploring how the same warmth, quality and care given to communal dining is carried through to every tray delivered to a resident in their room.

The group's standard is unambiguous: no resident receives anything less than the full Boutique Care Homes experience, regardless of where or how they are dining.

Priya Bhayani, Director at Boutique Care Homes, described the day as a tremendous success. "Bringing our team together around a shared vision of continually elevating our food, dining and hospitality offering is exactly what days like this are for. It was a real privilege to welcome Andrew Turvil, who shared invaluable insights from throughout his distinguished career."

The live culinary showcase gave Bhayani particular cause for pride. "Every dish was beautifully presented and absolutely delicious. A huge well done to the entire team for your creativity, passion and hard work.

Our residents are truly in for a treat."

allmanhall Strengthen Care Sector Expertise with Appointment of Jamie Clews As care providers face mounting pressure from food inflation, workforce shortages and increasing regulatory demands, award-winning food procurement specialist allmanhall have strengthened their care sector expertise with the appointment of experienced industry professional Jamie Clews as Development Manager.

Jamie joins allmanhall with extensive experience helping care organisations reduce waste, improve operational efficiency, and maximise the value of catering budgets, while maintaining the high standards residents deserve.

His appointment follows allmanhall's recognition as Best in Catering and Nutrition at the Care Sector Supplier Awards 2025 and Best in Nutrition, Food and Dining at the 2026 Care Home Awards, reinforcing the company's commitment to supporting care providers through an increasingly challenging operating environment.

Jamie has built a reputation for helping care providers take a more strategic approach to catering operations, identifying opportunities to reduce waste, improve processes and make budgets work harder. His values closely align with allmanhall's commitment to delivering practical, sustainable improvements that support both financial performance and resident wellbeing.

As experts in food procurement and foodservice consultancy, allmanhall combine procurement expertise, market insight and award-winning client support to help care organisations gain greater control and visibility over their catering spend, reduce waste, and improve operational performance.

Commenting on his new role, Jamie Clews said: "Care providers need more than lower prices. They need a partner who understands their challenges and helps them make informed decisions with confidence. I'm excited to be joining allmanhall and helping clients unlock even greater value from their catering operations."

Jo Hall, co-owner and Managing Director of allmanhall said: "Jamie brings a wealth of experience and a deep understanding of the care sector. His appointment reflects our ongoing commitment to investing in the expertise and support that help our clients succeed. His knowledge further strengthens our ability to help care providers balance financial control with exceptional resident care."

For more information about allmanhall's support for care providers, visit www.allmanhall.co.uk/care-homes.

PAGE 30 | THE CARER DIGITAL | ISSUE 292

CATERING FOR CARE

44% of Frontline NHS Staff Face Weekly Nutrition Misinformation as Online Cancer Claims Take Hold Nearly half of patient-facing NHS staff (44%) say patients bring them inaccurate or misleading nutrition or supplement information at least once a week, according to new analysis from World Cancer Research Fund.

The charity’s research also reveals a growing mismatch between confidence and understanding among the public, with people who rely on social media for news more likely to feel confident about finding trustworthy nutrition information online, while also being more likely overall to believe misleading claims about diet, supplements and cancer prevention.

World Cancer Research Fund says the findings highlight the current pressure on healthcare professionals, while confusion online is making it harder for people to make informed choices about their health.

In response, the charity is calling on the UK Government to use the NHS Workforce Plan to strengthen support for evidence-based advice on cancer prevention, nutrition and physical activity. It is also launching a simple new TRUST Test to help the public and healthcare professionals spot health misinformation online.

Despite healthcare professionals being the public’s most trusted source of nutrition advice, World Cancer Research Fund’s analysis shows many staff are under strain from the volume and complexity of misinformation: 44% of patient-facing NHS staff say patients raise inaccurate or misleading nutrition or supplement information at least once a week, including 6% who say this happens daily or almost daily 40% say they are not confident that nutritional advice they see online is correct 37% of healthcare professionals say they are not confident about where to find reliable, evidence-based information on supplements World Cancer Research Fund is already working to support healthcare professionals and the public through its Cancer and Nutrition Helpline, webinars, workshops, cooking through cancer classes and practical resources designed to improve understanding of nutrition and cancer prevention. However, the charity warns that while these initiatives are helping, they cannot keep pace with the scale of misinformation people are encountering online.

The charity’s wider public polling also highlights a growing confidence gap in how people navigate health information.

While 62% of UK adults say they feel confident they can find trustworthy nutrition information online, this rises to 72% among those whose main news source is social network websites.

This same group is more likely to hold inaccurate beliefs about cancer prevention and nutrition. Compared with those whose main news source is not social media, they are: • less likely to identify eating plenty of fibre as something that can reduce cancer risk (48% vs 55%) • more likely to think certain supplements can reduce cancer risk (15% vs 11%) • more likely to think certain foods or diets can “starve” cancer (13% vs 7%) • More broadly, misleading nutrition narratives appear to be shaping everyday health beliefs:

• 1 in 5 people (20%) say detoxes or “cleanses” are good for health • 11% of 18-34s wrongly think eating the same ‘superfood’ most days can reduce cancer risk, • more than 1 in 5 (21%) spend over £10 a month on dietary supplements World Cancer Research Fund warns this matters because misleading information can divert people away from the everyday habits known to reduce cancer risk - at a time when around 4 in 10 cancer cases in the UK are preventable.

Previous UK research had found that in the UK more than 70% of medical students and doctors surveyed reported receiving fewer than two hours of nutrition training at medical school**.

The charity says more can be done to support the next generation of healthcare professionals. It is already working with medical schools at the Universities of Lincoln and Southampton to create practical teaching resources for tomorrow’s doctors on diet, weight and cancer risk, while its pilot scheme with NHS Greater Glasgow and Clyde makes the charity's Cancer and Nutrition Helpline part of many patient’s cancer care pathways.

Launching Cancer Prevention Action Week’s Science Not Fiction 3year Campaign (15–21 June), World Cancer Research Fund says the NHS Workforce Plan presents a critical opportunity to better equip healthcare professionals. This includes improving access to training on nutrition, physical activity and reducing alcohol consumption in relation to cancer prevention and survivorship, alongside high-quality, evidence-based resources developed with cancer charities.

This is not about expecting healthcare staff to act as dietitians or become misinformation experts but to have clear, trusted information to support them in these circumstances, to help them respond confidently when patients raise questions about claims they've seen online.

World Cancer Research Fund’s UK Director, Steven Greenberg, said: “Misinformation about diet and cancer isn’t just confusing, it’s putting people’s health at risk. The danger isn’t just false claims, it’s advice that’s distorted, taken out of context, or presented in a way that hides the risks.

“We know people are acting on this information, particularly when it comes from social media, and that can have real consequences for their health.”

TRUST TEST World Cancer Research Fund has developed a simple, sciencebased memory tool to help both the public and healthcare professionals navigate misinformation, which the charity hopes will help reduce time spent tackling misleading claims in consultations so healthcare professionals can focus on core patient needs: T — Too good to be true?

Does it promise unrealistic results or quick fixes?

R — Research-backed?

Does it trace back to scientific evidence rather than personal stories or opinions?

U — Understood?

Has the person sharing the information understood the dangers and risks, or have they downplayed the harms and promoted unproven remedies over appropriate medical care?

S — Source quality?

Does it come from a trusted organisation or scientific source? What do other experts say?

T — Think before you share If it doesn’t pass the TRUST Test, don’t pass it on The TRUST Test incorporates misinformation detection indicators tested and validated by researchers at University College London (UCL), with refinement from Alex Ruani, Doctoral Researcher in healthdiet misinformation at University College London. In YouGov’s qualitative testing for WCRF, participants described the TRUST Test as clear, memorable and practical. It can be seen at https://www.wcrf.org/trust-test World Cancer Research Fund’s Chief Executive, Rachael Hutson, said: “Too many people are trying to make important health decisions in a fog of online misinformation.

“When advice is confusing or misleading, it can take people away from the everyday habits we know help reduce cancer risk and towards claims that are exaggerated, distorted or simply untrue.

“Our TRUST Test is there to help people feel more confident about what they see online because when it comes to cancer prevention, it should be based on science, not fiction.”

Alex Ruani, who has been advising World Cancer Research Fund on their misinformation campaign, said: “We now have strong evidence that nutrition misinformation is not just misleading - it can be actively harmful. UCL research shows that inaccurate or incomplete health advice can influence real-world decisions, from dangerous dieting and supplement misuse to delaying or abandoning effective treatment.

“What makes this particularly concerning is that misinformation often presents itself with confidence and simplicity, while leaving out crucial context, risks or uncertainty. That combination makes it more persuasive, especially on social media where engagement is driven by emotionally compelling claims rather than careful evidence.

“If we want to reduce harm, we need to start treating exposure to misleading health information as a public health risk in its own right something we can measure, prioritise and act on. Tools like the TRUST Test are important because they help people recognise these patterns and make decisions based on verifiable evidence, not just what sounds convincing.”

Former breast surgeon, three-time breast cancer patient, keynote speaker and author Liz O’Riordan, who is supporting World Cancer Research Fund’s campaign, said: “As a breast surgeon and breast cancer patient, I know how overwhelming it can be trying to make sense of all the information out there.

“When something sounds hopeful, it’s very easy to think ‘why not try it too?’ even if it’s not based on solid evidence. A lot of this information sounds convincing, but it doesn’t always tell the full story - and that can make an already difficult situation even harder and at times dangerous.”

THE CARER DIGITAL | ISSUE 292 | PAGE 31

CATERING FOR CARE

Why Enjoyable Nutrition Could Play a Bigger Role in Tackling Malnutrition in Care Homes Malnutrition remains one of the most persistent - and often under-recognised - challenges facing the care sector today.

Despite significant progress in person-centred care and nutritional screening, many older residents continue to struggle with maintaining adequate nutritional intake due to reduced appetite, frailty, dementia, swallowing difficulties, medication side effects and illness-related fatigue.

According to UK nutrition guidance, people living in care homes are at significantly increased risk of malnutrition, with estimates suggesting that between 30–42% of residents admitted to care homes may already be affected or at risk. At the same time, healthcare organisations including Age UK and the Malnutrition Task Force continue to warn that undernutrition among older people remains widely underdiagnosed.

Importantly, malnutrition is no longer being viewed simply as an unavoidable consequence of ageing.

Across both health and social care, there is increasing recognition that early intervention and preventative nutritional support can play a major role in improving outcomes for older adults, helping to maintain strength, reduce frailty and potentially prevent avoidable hospital admissions.

Updated NHS guidance around nutrition in care homes increasingly promotes a “food-first” approach, encouraging providers to focus on fortified meals, nutrient-dense snacks, hydration and personalised eating support as part of everyday care delivery.

However, for many care teams, the challenge is not simply identifying residents who may be nutritionally vulnerable - it is finding solutions residents will consistently consume and enjoy.

MOVING BEYOND TRADITIONAL SUPPLEMENT APPROACHES Oral nutritional supplements continue to play an important role within many care settings, particularly where residents are experiencing clinically significant weight loss or recovering from illness.

Yet in practice, compliance can sometimes become difficult over time. Reduced appetite, taste fatigue, sensory changes and swallowing difficulties can all impact whether residents continue consuming traditional supplement drinks consistently.

As a result, there is growing discussion across the nutrition and care sectors around the role of more enjoyable fortified foods that support intake while feeling less clinical and more familiar to residents.

This conversation has also been influenced by the wider international rise of “Food as Medicine” - an approach increasingly recognising the role nutrition can play in supporting recovery, resilience and wellbeing during illness and later life.

For care homes, this may include: • fortified desserts and snacks • protein-enriched meals • smaller nutrient-dense portions • hydration-supportive foods

• texture-adapted options • socially enjoyable dining experiences The emphasis is increasingly shifting towards nutritional quality alongside resident enjoyment, dignity and quality of life.

WHY FAMILIAR FOODS MATTER Care professionals understand that nutritional support is rarely one-size-fits-all.

For some residents, particularly those with reduced appetite or illness-related nausea, cold foods can often feel more manageable than hot meals or milkshake-style supplements. Familiar foods may also encourage better engagement with eating among residents who are reluctant to consume more medicalised nutritional products.

This is one reason why fortified desserts and ice cream-based nutritional products are beginning to attract greater interest within healthcare nutrition conversations.

One example is Nutri-Ice®, developed by My Doctor’s Recipe (https://mydoctorsrecipe.com/collections/the-nutri-ice®), a healthcare-focused nutrition company founded by London oncologist Dr Jon Krell.

Originally designed to support patients struggling to maintain nutritional intake during illness and treatment, Nutri-Ice® combines calories, protein and added vitamins in a format intended to feel more like a familiar food experience than a traditional supplement.

Each serving contains over 300 calories and more than 10g of protein, alongside added vitamins and minerals via the company’s DJK+® nutritional blend.

While products such as these are not intended to replace clinical nutritional interventions where required, they may represent part of a broader shift towards more resident-friendly approaches to nutritional care particularly where maintaining appetite and encouraging consistent intake are ongoing concerns.

SUPPORTING NUTRITION THROUGH DIGNITY AND ENJOYMENT Nutrition in care settings is about far more than calorie intake alone.

Eating and drinking remain closely connected to comfort, independence, routine and social interaction. As the sector continues to prioritise person-centred care, there is increasing recognition that nutritional strategies should support emotional wellbeing and dignity alongside physical health.

For residents living with dementia, for example, familiar foods and positive mealtime experiences can help reduce anxiety around eating. For frailer residents or those recovering from illness, smaller enjoyable foods may sometimes feel less overwhelming than larger meals.

As NHS and community healthcare systems continue focusing on prevention and reducing avoidable admissions, nutrition is likely to remain high on the care agenda throughout 2026 and beyond.

For many providers, the future may lie not only in identifying malnutrition earlier, but also in rethinking how nutritional support is delivered in ways residents genuinely want to engage with.

Ultimately, improving nutrition in care homes may depend not simply on adding more calories, but on creating nutritional approaches that residents can tolerate, enjoy and sustain over time.

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

driving 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

PAGE 32 | THE CARER DIGITAL | ISSUE 292

UNIFORMS AND WORKWEAR

More Than a Uniform: Why What Your Staff Wear Matters More Than You Think ROLE CLARIFICATION: KNOWING WHO DOES WHAT — AND WHY IT MATTERS Walk into any busy care home during a morning shift and you will encounter a diverse range of professionals: registered nurses, senior carers, care assistants, activity coordinators, housekeeping staff, kitchen teams, and visiting healthcare professionals. For residents — many of whom may be living with dementia, cognitive decline, or sensory impairment — being able to quickly and clearly identify who someone is can be genuinely reassuring and, in some cases, clinically important.

A well-considered colour-coded uniform system allows residents to distinguish between their care team and, for example, domestic or catering staff. This is not merely an administrative convenience.

Research in dementia care has consistently highlighted that visual cues — including consistent clothing and recognisable appearance — help anchor individuals in their environment and reduce episodes of confusion or distress.

For family members and visiting professionals, clear role identification also inspires confidence. When a relative can immediately see that the person administering medication is a registered nurse, or that the individual assisting their parent at mealtimes is a trained care assistant, it reinforces the professionalism of the entire operation.

PROFESSIONALISM, TRUST, AND REPUTATION The care sector has, over many years, worked hard to establish itself as a skilled profession deserving of public trust and respect. Uniforms are an important visible component of that professional identity. Just as we recognise a nurse by their uniform in a hospital, or a police officer by their livery on the street, care staff in recognisable workwear signal to the world — and to those they support — that they belong to a trained, regulated, and accountable workforce.

INFECTION CONTROL: A NON-NEGOTIABLE PRIORITY Perhaps the most clinically pressing argument for workwear in care settings is infection control. Residents in nursing and residential care homes are among the most vulnerable members of society — often elderly, immunocompromised, and living with multiple complex health conditions. The COVID-19 pandemic threw into sharp relief just how catastrophic the spread of infection can be in these settings, and it reinforced what Infection Prevention and Control (IPC) specialists had long advocated: what care staff wear is a critical component of safe care delivery.

Current guidance from NHS England, the UK Health Security Agency (UKHSA), and professional bodies such as the Royal College of Nursing recommends that care staff working in clinical or personal care roles wear a clean, short-sleeved uniform to minimise the risk of contamination. The 'bare below the elbows' principle — which advocates removing watches, rings, and long sleeves during personal care — is now widely accepted as best practice in care home settings, mirroring NHS clinical standards.

Dedicated workwear also creates an important psychological and physical barrier between home and work environments. When staff change into a uniform on arrival and change out of it before leaving the

building, the risk of transporting pathogens in either direction is meaningfully reduced. This is particularly important in the management of outbreaks of norovirus, influenza, and MRSA — all of which remain persistent concerns in communal care settings.

Fabric choice matters too. Modern healthcare workwear is increasingly manufactured from antimicrobial or fluid-resistant materials designed to withstand industrial washing at temperatures sufficient to eliminate bacterial contamination. Everyday clothing — particularly natural fibres laundered at lower domestic temperatures — cannot offer equivalent protection.

SAFEGUARDING: UNIFORMS AS A TOOL FOR SAFETY The safeguarding of residents in adult social care is a paramount concern, and uniform policy has an often-underappreciated role to play in this area. Clear, consistent identification of care staff serves as a deterrent to, and means of detecting, unauthorised individuals within a care home. If every member of the care team is readily identifiable by their uniform, any person present without one immediately stands out — an important consideration for both physical security and the prevention of financial or emotional abuse.

Name badges and lanyards — ideally colour-coded and bearing the individual's name, role, and photograph — complement uniforms in this regard. They allow residents, particularly those with cognitive impairment, to verify who is attending to them, and give families visible reassurance that staff have been identified and vetted. They also support compliance with Disclosure and Barring Service (DBS) checks by making it easier for managers to verify that only cleared individuals are working in direct contact with residents.

In cases of safeguarding investigations or incidents, clear records of which uniformed member of staff was on duty, in which area of the home, at which time, become vital. A consistent and documented uniform policy supports the audit trail that such investigations depend upon.

RESIDENT SUPPORT AND ANXIETY REDUCTION The environment in which a person lives profoundly affects their emotional wellbeing, and for residents of care homes — many of whom may have been admitted following significant loss, health deterioration, or a change in personal circumstances — familiarity and visual consistency are powerful sources of comfort.

Consistency in staff appearance can be a meaningful anchor for residents living with dementia. Where an individual may no longer reliably remember names or faces, recognising 'someone in the blue uniform who helps me get dressed' provides a form of cognitive continuity that supports orientation and reduces anxiety. This aligns with established principles of person-centred dementia care, including those embedded in the National Institute for Health and Care Excellence (NICE) guidelines on dementia support.

Soft colours, contemporary cuts, and co-ordinated rather than institutional palettes can all help workwear feel warmer and less clinical, whilst retaining its functional and identifying benefits.

Design and Functionality: Getting the Details Right When specifying workwear, care managers should consider several

practical factors. Durability and washability are essential: uniforms must withstand repeated industrial laundering without shrinking, fading, or losing their shape. Comfort across long shifts matters greatly for staff welfare — breathable fabrics, well-placed pockets, and freedom of movement should be prioritised over appearance alone. Inclusive sizing, encompassing a full range of body types, is both a legal obligation under the Equality Act 2010 and an expression of the values care homes should embody.

Pockets deserve a particular mention. Care staff frequently need to carry small equipment — pens, hand sanitiser, a fob watch, a small notebook. Uniforms without adequate pocketing lead to the use of personal clothing layers or improvised solutions, undermining the consistency and IPC benefits the uniform is intended to provide.

Colour psychology, too, is worth considering. Deep blues and teals convey trust and calm; greens are associated with care and healing; warm purples can feel both professional and approachable. Harsh institutional greens or stark whites, by contrast, can heighten anxiety in individuals with clinical associations or past traumatic healthcare experiences. Getting the colour palette right is not a trivial aesthetic decision — it is a component of person-centred care.

SUSTAINABILITY: AN EMERGING PRIORITY The social care sector, like all areas of public and commercial life, is increasingly alert to its environmental responsibilities. Workwear procurement is a meaningful area in which care home operators can demonstrate their commitment to sustainability. Choosing suppliers who use ethically sourced, recycled, or organic materials; selecting garments with extended lifespans; establishing laundering protocols that minimise water and energy use; and implementing responsible end-of-life disposal or recycling schemes are all practical steps that align workforce needs with environmental values.

Some larger care groups have begun working directly with workwear manufacturers to develop own-branded uniforms that meet both their operational requirements and their sustainability commitments — an approach that also strengthens brand identity and staff pride.

CONCLUSION: DRESSING THE PART IS PART OF CARING The question of uniforms and workwear in adult social care is, at its heart, a question about values. What kind of environment do we want to create? What standards do we expect of our workforce? How do we balance clinical safety with emotional warmth? How do we protect the vulnerable people in our care whilst honouring their dignity and individuality?

A thoughtful, well-implemented workwear policy does not answer all of these questions alone — but it is a tangible, daily expression of how a care home answers them. Whether through a colour-coded uniform system that helps a resident with dementia recognise their carer, a fabric specification that reduces infection transmission, or a contemporary design that gives staff genuine pride in their professional identity, what care workers wear is far more than a matter of dress.

It is a statement of who you are, what you stand for, and how much you care — for the people you support, for the colleagues you work alongside, and for the standards the sector must continue to uphold.

Grahame Gardner: Supporting Professionalism, Comfort and Confidence in Care For nearly 120 years, Grahame Gardner Ltd has been one of the UK’s leading suppliers of healthcare uniforms, supporting care homes, hospices, NHS organisations and healthcare professionals nationwide. Built on a strong reputation for quality, reliability and customer service, Grahame Gardner understands the evolving needs of the care sector and the important role uniforms play in professional healthcare environments.

Grahame Gardner offers an extensive range of healthcare workwear and accessories, including traditional tunics and trousers alongside a vast selection of modern scrubs designed to suit all budgets, colour preferences and fit options. From classic healthcare styles to contemporary uniforms that combine comfort with professional style, Grahame Gardner continues to help organisations create practical and cohesive uniform solutions tailored to their teams.

In today’s care sector, uniforms are about far more than appearance alone. Staff want to look and feel good in the workplace, but a uniform can offer so much more to both the wearer and the organisation that employs them.

One of the most important functions of a uniform is identification. Within busy care homes, hospitals and community healthcare settings, uniforms allow staff to be easily recognised according to their role, department or level of responsibility.

Clear identification supports communication, efficiency and reassurance for residents and visitors alike. Families want to know immediately who they can approach for support, and coordinated uniforms help create clarity in fast paced environments.

Uniforms also contribute to security within healthcare settings. Professional garments should only be issued to individuals authorised to wear them, helping to maintain controlled and secure working environments. In care settings where safeguarding and trust are critical, uniforms provide an additional level of reassurance for both residents and staff.

Naturally, this visibility and structure help strengthen public confidence. Uniforms project professional-

ism, consistency and accountability. In the care sector especially, appearance can strongly influence perception. A clean, professional uniform reinforces the idea that residents are being cared for by trained and trusted professionals. This confidence is invaluable in environments built on compassion, dignity and trust.

Uniforms can also support enhanced wearer performance. When carers feel comfortable, professional and proud of their appearance, it can positively influence morale and confidence throughout the working day. High quality healthcare uniforms are designed to support the demands of physically active roles, whilst helping staff feel part of a professional team. Grahame Gardner understands this balance and offers garments specifically created for healthcare professionals who require durability, flexibility and comfort during long shifts.

Modern healthcare uniforms must also function as effective protective garments. Care professionals work in environments where hygiene, infection control and workplace safety remain top priorities. Durable fabrics, practical designs and garments suitable for rigorous laundering processes all help to support protection against workplace hazards, while maintaining comfort and professionalism.

Finally, uniforms are an important reflection of brand identity. Through colour coordination, embroidery and personalised branding services, Grahame Gardner helps care providers create a professional and consistent corporate appearance across their teams.

Uniforms remain one of the simplest yet most powerful ways to support staff, reassure families, residents and patients and strengthen organisational identity.

To find out more about Grahame Gardner’s uniform range, personalised workwear services and extensive scrub collections, visit: grahamegardner.co.uk.

To discuss branding options and pricing, contact the team on 0116 255 6326 or email sales@grahamegardner.co.uk

PAGE 34 | THE CARER DIGITAL | ISSUE 292

LAUNDRY SOLUTIONS Clean Standards: Laundry Compliance and Best Practice in Adult Care Settings Laundry may not command the same attention as clinical care protocols or medication management, but in a residential or nursing care home it represents one of the most significant infection control risks on the premises. Done well, it protects residents, staff and visitors. Done poorly, it can spread pathogens, compromise dignity and expose a provider to serious regulatory consequences.

Here we examine the key frameworks, practical obligations and emerging best practice that every care home manager and nominated individual should understand.

INFECTION CONTROL AND THE RISK OF CROSSCONTAMINATION HTM 01-04 establishes a clear hierarchy of linen categories: used (soiled but not infectious), infected (from residents with known or suspected infectious conditions), and heat-labile (items that cannot withstand high-temperature washing). Each category must follow a distinct processing pathway.

The cardinal rule is the strict separation of dirty and clean linen at every stage — collection, transport, storage and processing. Soiled items should be placed directly into appropriate colour-coded bags at the point of care, never sorted on floors or in communal areas. Red alginate or water-soluble bags are used for infected linen, allowing the bag itself to be placed directly into the machine without manual handling of the contents.

Washing temperatures are a critical control. A minimum thermal dis-

infection cycle of 65°C for ten minutes or 71°C for three minutes is required. Where chemical disinfection is used — for example, with heat-sensitive items — validated low-temperature systems with appropriate detergents must achieve equivalent log reduction in microbial load. Informal domestic machines, even in small residential settings, frequently fail to sustain these temperatures and present an unacceptable infection risk.

Cross-contamination between residents' personal clothing remains a common and often underreported problem. Robust labelling — ideally heat-transfer or embroidered name labels — and individualised laundry records reduce the risk of items being lost, mixed or returned to the wrong resident, an issue that carries both infection and dignity implications.

STAFF SAFETY AND DIGNITY CONSIDERATIONS Personal Protective Equipment (PPE) is mandatory when handling soiled or infected linen. As a minimum, staff should wear disposable gloves and aprons; fluid-resistant masks are advisable when handling heavily contaminated items. Hand hygiene must follow the removal of PPE — this step is frequently omitted and should be an explicit part of laundry standard operating procedures.

Manual handling risks in laundry are frequently overlooked. Wet linen is heavy, laundry rooms are often cramped, and repetitive loading and unloading of machines contributes to musculoskeletal injury.

Ergonomic assessments of laundry workflows, appropriate trolley

heights and staff training are all employer obligations under the Manual Handling Operations Regulations 1992.

For residents, the laundry process is deeply personal. Clothing represents identity, self-expression and comfort. Shrinkage, damage or the loss of treasured garments causes genuine distress. Care plans should document fabric care requirements for individual residents, and staff should understand — and follow — care label instructions.

EFFICIENCY, SUSTAINABILITY AND TECHNOLOGY Operational efficiency and environmental responsibility are increasingly inseparable. Modern commercial washer-extractors offer programmable cycles, water recycling, and energy consumption data that support both cost management and sustainability reporting — the latter becoming relevant as the care sector faces growing ESG scrutiny from commissioners and investors.

Outsourced laundry contracts with commercial providers offer scale and validated thermal disinfection, but require robust service level agreements, audit rights and clear protocols for infected linen. On-site solutions give greater control but demand proper equipment maintenance, documented machine validation, and staff competency checks.

Whichever model is adopted, documented evidence is essential.

HTM 01-04 and CQC both expect providers to demonstrate — not merely assert — compliance. Temperature monitoring logs, machine service records, staff training certificates and outbreak response procedures should all be readily available for inspection.

Lavamac Award-Winning Sustainable Laundry Equipment Lavamac has built a reputation as a trusted name in industrial and commercial laundry technology. Recognized across global markets for its commitment to durability, innovation, and operational efficiency, the company continues to deliver advanced laundry solutions tailored to the evolving demands of healthcare, commercial laundries, and institutional facilities.

With a product philosophy centered on reliability and performance, Lavamac has become synonymous with high-quality engineering and longterm value.

Innovation remains a defining characteristic of the Lavamac brand. The company continues to invest heavily in research, engineering, and modern control systems that improve ease of use and machine efficiency.

Lavamac’s commitment to sustainability is equally impressive. Its machines are engineered to meet stringent environmental standards while supporting lower water and energy usage. Advanced airflow systems in the dryers and optimized water management technologies in the washers contribute to reduced utility costs and greener operations. This meant that Lavamac was award-

ed a bronze award in sustainability by the Groundworks Trust, affirming their commitment to the sustainability industry Lavamac's refurbishment programme in their specialist facility includes stripping down the machines, and giving them a check-over, to see which parts, if any, can be carried over the refurbishment. Lavamac will only carry over the highest-quality parts from the machine from pre to post refurbishment. The machine then undergoes an extensive refurbishment, with almost all the parts being replaced, with the refurbished machines being given specialist parts based on the model type.

The company offers a complete service-oriented approach that includes laundry design consultation, project management, technical expertise, installation support, and after-sales service. Supported by experienced engineers and factory-trained technicians, Lavamac works closely with customers to develop customized laundry solutions that meet operational goals and space requirements.

Call today on 0151 317 3127, email info@laundrytec.com or visit www.lavamac.eu

AWARD-WINNING SUSTAINABLE LAUNDRY EQUIPMENT • New or refurbished Laundry equipment • Award-winning sustainability drive • washers, Dryers and Roller Irons • PPMs, Callouts and Installations • Fast and friendly service • Over 80 5* Trustpilot reviews

0151 317 3127 info@laundrytec.com www.lavamac.eu

THE CARER DIGITAL | ISSUE 292 | PAGE 35

LAUNDRY SOLUTIONS Laundry Solutions That Support Care Homes Through Challenging Times How Forbes Professional is helping care providers improve efficiency, compliance and operational resilience In today’s care environment, operators are facing unprecedented financial pressure. Rising utility costs, staffing shortages and increasing regulatory demands are forcing care homes to scrutinise every aspect of operational efficiency - without compromising resident wellbeing or compliance standards.

Laundry provision is one area where care providers can make meaningful operational and financial gains.

At Forbes Professional, our Complete Care Laundry Solution has been developed specifically to support the evolving needs of the care industry.

As proud national partners of Miele Professional commercial laundry equipment, we combine premium technology with local expertise and nationwide service support, giving care homes complete confidence in their laundry operations.

For many operators, purchasing commercial laundry equipment outright is no longer the most practical or cost-effective route. Renting provides access to high-performance, WRAS-approved equipment that meets stringent infection control and industry requirements, without the burden of significant upfront capital expenditure.

Equally important is the reassurance of rapid support. Our local-based engineering network delivers

same-day or next-day response nationwide, helping minimise downtime and maintaining continuity of care operations.

Beyond equipment and service, Forbes Professional works consultatively with care providers to design compliant, efficient laundry solutions tailored to individual operational needs, budgets and laundry room configurations. Our expert advisors guide customers through current industry guidelines to help ensure fully compliant solutions aligned with both CQC and WRAS standards.

Kevin Herring, CEO of Forbes Professional, comments: “Care homes need reliability, compliance and long-term value. Our engineering infrastructure and national support capability give operators peace of mind that help is always close at hand. By renting premium commercial laundry equipment, care providers can protect cash flow, reduce unexpected repair costs and gain access to industry-leading technology that supports both efficiency and resident care.”

As pressures on the care sector continue, operators are increasingly seeking partners who can deliver not only equipment, but expertise, responsiveness and genuine operational support. Forbes Professional’s Complete Care Laundry Solution is designed to do exactly that.

Washing Machines For Care Homes Trusted by thousands of care homes across the UK, MAG Laundry Equipment is an award-winning supplier of commercial washing machines and tumble dryers. Reliable laundry machines that meet the highest hygiene standards are essential for care homes, hospices, nursing homes, hospitals, and other healthcare organisations. MAG provides support to the care sector for all makes, models, and brands of laundry machines.

Whether you require free technical assistance, maintenance, repairs or installation, the professional team of experts at MAG will be happy to answer any questions.

MAG’s product range includes commercial washing machines, tumble dryers, ironers, presses, and detergents, all supported by a nationwide network of accredited engineers. Built since 1922, their commercial laundry equipment has a 5-star reputation for being reliable, energy-efficient, and

cost-effective. Care homes benefit from complete peace of mind knowing their commercial laundry machines can be professionally supplied, installed, maintained, and repaired throughout England, Scotland, and Wales.

Thermal disinfection comes as standard on MAG washing machines designed for care home and healthcare applications, helping businesses maintain the highest hygiene standards and regulations. For organisations seeking exceptional wash performance and effective stain removal, MAG Laundry Equipment also supplies high-quality commercial laundry detergents.

To find out more about how MAG Laundry Equipment can support your care home, visit www.maglaundryequipment.co.uk or phone 01353 883025. See the advert on the back cover.

PAGE 36 | THE CARER DIGITAL | ISSUE 292

NURSE CALL AND FALLS MONITORING 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

PLEASE MENTION THE CARER WHEN RESPONDING TO OUR ADVERTISERS

Wireless Nurse Call & Staff Alarm Systems Data Analysis software provides a full audit trail of events The all-new call logging software from ARM enhances the functionality of your care call system dramatically.

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

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

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

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

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

It enables staff to efficiently answer calls, making the

management of resources more flexible and provides the functionality you would expect of any nurse call system.

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

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

Phone: 01568 610016 | Email: sales@arm.uk.com | Website: www.arm.uk.com

THE CARER DIGITAL | ISSUE 292 | PAGE 37

NURSE CALL AND FALLS MONITORING

Courtney Thorne Leads the Way in Wireless Nurse Call Technology for UK Care Homes In today’s complex care environment, we understand that choosing the right technology is about far more than functionality alone. For care providers, reliability, sustainability, and supply chain resilience are critical factors—especially when it comes to nurse call systems that play such a vital role in resident safety and day-to-day operations.

At Courtney Thorne, we are proud to champion the “Made in Britain” mark. For us, this is not simply about where our systems are manufactured; it reflects our commitment to quality, accountability, and supporting the UK care sector. By designing and building our nurse call systems here in Britain, we can ensure they are developed with a deep understanding of the real challenges faced by care homes, resulting in solutions that are practical, reliable, and easy to use.

Manufacturing in the UK also allows us to maintain close control over our supply chain—something that has become increasingly important in recent years. Global disruptions have highlighted the risks of relying on complex, overseas supply networks. By keeping our production local, we are able to offer greater consistency, shorter lead times, and improved access to parts and upgrades. This means our customers can rely on continuity, even in uncertain times, with minimal risk of disruption to their services.

Sustainability is another area where we believe local manufacturing makes a meaningful difference. By reducing the need for long-distance transportation and focusing on robust, long-lasting system design, we help care providers lower their environmental impact. We are committed to creating solutions that not only meet today’s needs but are built to last—reducing waste and supporting more sustainable care environments over the long term.

Of course, delivering high-quality technology is only part of the picture.

We know that ongoing support is essential. That’s why our UK-based technical team is on hand to provide expert assistance, from installation and training through to maintenance and rapid response when it matters most. Our proximity allows us to respond quickly and effectively, giving our customers the confidence that support is always within reach.

At Courtney Thorne, we believe that care homes deserve technology they can depend on—both now and in the future. By combining British manufacturing, sustainable practices, a resilient supply chain, and dedicated local support, we are proud to deliver nurse call systems that underpin safe, effective, and reliable care every day.

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

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

We have been providing wireless alarm and nurse call systems for over 30 years. Supplying care homes and hospitals with an essential lifeline that supports the delivery of outstanding care.

We believe in excellence which translates into: Advanced Technology Industry-leading wireless alarm technologies and software Bespoke Solutions We design systems to your needs rather than your team having to work around the system

Innovative Design Pushing boundaries with the reliability that comes from decades in the industry Flexible Finance Options Ensuring organisations of any size can provide safety for their staff and clients 24 Hours a Day, 365 Days a Year Service Your ARM service team is on hand, on the phone, on-site or return to base, whether you have a service contract or not For further information, see the advert on the facing page or visit www.arm.uk.com

PAGE 38 | THE CARER DIGITAL | ISSUE 292

NURSE CALL AND FALLS MONITORING 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 communi-

cation 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 fastchanging 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 longterm 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.

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 con-

struction 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.

THE CARER DIGITAL | ISSUE 292 | PAGE 39

TECHNOLOGY AND SOFTWARE

Protecting Data, Proving Trust: Why The DSPT Is More Than A Tick Box Care home managers and staff already know that sharing information is critical to good care. What is changing is the scale and speed at which technology can now collect, analyse and share data, often almost in real time.

There is also much more focus on joined-up care, neighbourhood health services, and better information sharing between organisations. Care homes are expected to work closely with GP practices, hospitals, community services and local authorities, sharing information safely to support more coordinated care.

Done well, this brings real benefits. But it also brings risks. Cyber incidents, scams, human error and system failures can disrupt care services and put sensitive personal information at risk. As more information is shared digitally, providers are increasingly being asked to demonstrate that they have strong data protection and cyber security arrangements in place.

This matters when accessing NHS systems or shared records, responding to commissioner requirements, or demonstrating assurance to regulators and partners. It is no longer enough simply to say that policies exist. Organisations need to show that staff are trained, risks are managed, systems are protected, and clear processes are in place for handling personal information safely.

The Data Security and Protection Toolkit (DSPT) helps care providers do exactly this.

Croner Care Pro Running a care service means constantly juggling ever-changing regulations alongside the daily needs of the people you serve.

Compliance isn't just about ticking boxes; it’s about the safety of your residents and the protection of your staff. Here is what every manager should have in place: • Policies aligned with the latest CQC, CIW, and CIS standards.

• Secure, digital storage for staff management files.

• 24/7 access to professional HR and safety advice.

The DSPT is much more than a tick box or a compliance exercise. The toolkit acts as a framework and checklist to help providers strengthen day-to-day data protection and cyber security. It helps organisations review what they already have in place, identify gaps, and improve policies, training and working practices over time.

For many providers, the DSPT helps avoid starting from scratch.

It supports practical improvements such as strengthening passwords, reviewing access to information, improving business continuity planning, and helping staff recognise scams and cyber risks.

Crucially, it also helps providers demonstrate good practice and prove they are safe to share information appropriately with partners. In a health and care system increasingly focused on integrated working and digital information sharing, that reassurance matters.

The deadline for the 2025/26 DSPT is 30 June. Previous submissions expire after this date and can no longer be used as evidence.

Digital Care Hub provides free support for adult social care providers, including guidance, webinars, elearning and direct help from 32 local support organisations.

Don’t let your DSPT expire on 30 June. Get free support and guidance at www.digitalcarehub.co.uk/dspt If your current system feels like ""guesswork,"" it’s time for a more comprehensive solution.

Croner Care Pro provides everything you need to manage the regulatory side of your business in one place.

From practical, ready to use resources collated by industry experts and in line with the latest CQC (Care Quality Commission), CIW (Care Inspectorate Wales) and CIS (Care Inspectorate Scotland) regulations and standards, software to record and store important policies, procedures and staff management files to practical, 24/7 telephone based advice for any challenges you may be facing.

Included is Croner BrightHR Employee Management Software and Croner BrightSafe management software which includes policies, handbooks, and access to your documentation To learn more about how we can match your service to your specific needs, contact our expert team for free advice today on 01455 858 132.

See the advert on page 9 for further information.

PAGE 40 | THE CARER DIGITAL | ISSUE 292

TECHNOLOGY AND SOFTWARE

Supporting Better Care Through Smarter Workforce Management The social care sector continues to face growing pressure from every angle.

Providers are balancing rising operational costs, recruitment challenges, complex compliance requirements and increasing expectations from residents, families and regulators alike. At the centre of all of this is one key priority: supporting staff so they can continue delivering high-quality care.

For many care organisations, workforce management technology is becoming an essential part of achieving this!

Across the UK and Ireland, care homes are moving away from manual processes, paper rotas and disconnected systems in favour of integrated workforce management solutions that provide greater visibility, flexibility and control. The result is not only improved operational efficiency, but also a better experience for employees and residents.

Technology is no longer simply about digitising paperwork. It is about giving care providers the tools they need to make informed decisions, manage staffing levels effectively and respond quickly to changing demands.

One area where this is particularly important is employee scheduling and rostering. Care providers often operate around the clock, managing complex shift patterns while ensuring the right staff are available at the right time. Manual scheduling can be time-consuming and leaves little room for flexibility when absences or last-minute changes occur.

Modern workforce management systems help simplify this process by automating rotas, improving visibility across teams and enabling organisations to manage staffing requirements more effectively. Features such as auto-rostering and employee self-service also empower staff by giving them more control over their schedules, shift swaps and holiday requests. This level of flexibility is becoming increasingly important in attracting and retaining employees within the care sector.

Another growing focus for care organisations is absence management. Unplanned absences can place significant pressure on teams and increase costs through overtime or agency cover. Having better visibility

of absence trends allows organisations to take a more proactive approach.

AI-powered tools are now helping providers identify patterns, predict potential absence issues and support more informed workforce planning. These insights can help managers address challenges before they escalate while maintaining continuity of care.

Importantly, workforce management technology is also supporting compliance and reporting requirements. Care providers must ensure accurate records are maintained for working hours, attendance and employee data. Digital systems help reduce manual errors, improve accountability and provide clear audit trails when needed.

When managers spend less time dealing with administration, they have more time to focus on people. When employees have greater flexibility and visibility of their schedules, engagement often improves. When staffing levels are managed effectively, residents benefit from greater continuity and consistency of care.

Technology should never replace the human side of care. Instead, it should support the people delivering it!

As the sector continues to evolve, care providers are increasingly looking for solutions that combine reliability, flexibility and innovation. Integrated workforce management platforms are helping organisations build more resilient operations while continuing to deliver the high standards of care that residents depend on every day.

If you are currently facing workforce management challenges such as staff shortages, inefficient rostering, absence management issues or time-consuming manual processes, we can help. To learn more about how our workforce management solutions support care providers across the UK and Ireland, contact us at hello@softworks.com, call our UK team on +44 1527 888 060 or our Irish team on +353 1 286 6126. You can also visit www.softworks.com for more information.

AI-Powered Care Navigation: Helping Families Find the Right Care Home When a family begins searching for a care home, two things are almost always true. They are under enormous emotional strain, and they have very little idea of what they are actually looking for. Most are doing this for the first time in their lives, often in the middle of a crisis: a hospital discharge, a fall, a sudden change in a parent's condition. They are unclear on funding, what to look for, or what questions to ask.

And what does the sector currently offer them at that crucial first moment? A postcode search.

Most online care directories function as little more than a digital phonebook, a long, undifferentiated list of names and addresses that families are expected to trawl through alone. A handful offer a "concierge" service, but that typically means a phone call back, during office hours, after the family has already filled in a form. The first point of contact, the moment when families most need guidance, is precisely the moment they are left to fend for themselves.

Caretopia World was built to change that.

The UK's first AI-powered care navigation website, Caretopia replaces the postcode-and-pray model with a guided conversation. At the heart of the site is Fliss, an AI agent who talks with families and carers, asks the right questions, and helps them work out what they actually need before showing them anything at all. Fliss signposts information on common conditions, explains funding options in plain language, and – crucially – checks in on how the person searching is coping. It is a small touch, but it acknowledges what the rest of the sector tends to ignore: that the people doing the searching are often exhausted, frightened, and grieving a loss of independence on behalf of someone they love.

Only once Fliss has built a real picture of the family's situation does the site present a shortlist of providers. Families can then select up to three homes to compare side by side and share that shortlist with siblings, partners, or other decision-makers. The result is a process that feels less like online shopping and more like having a knowledgeable friend in the room.

"Postcode searches are simply inadequate for the people who use them," says founder Nathan Davies-

Pugh. "Most families are doing this for the first time, and they don't yet know what good looks like. Fliss helps them arrive at a realistic set of considerations – and then matches them with homes that genuinely fit."

For care home managers, the proposition is just as straightforward.

Providers can build a profile using Caretopia's bespoke page builder in under ten minutes, with all the information families actually want to see: photos, fees, specialisms, room availability, and a clear sense of the home's character. Because Fliss has already done the qualifying work, the enquiries that come through tend to be warmer, better-informed, and a closer match to what the home offers, sparing managers the time-sink of fielding calls from families whose needs they cannot meet.

Pricing has been kept deliberately modest. "We are acutely aware of the pressure the care sector is under," Davies-Pugh explains. "The first month is always free, and our discount code for the first year means a home effectively gets unlimited job ad placements thrown in for nothing. There is no contract, no minimum term, and providers can cancel at any time.”

The wider point is that AI, used thoughtfully, has a real role to play in one of the most human moments a family will ever face. Not as a gimmick, and not as a replacement for the warmth and skill of care staff, but as a way of taking the chaos out of that first conversation so that by the time a family picks up the phone to a home, they already know why they are calling.

"We always say that care should start before the care journey begins," Davies-Pugh concludes. "That is what our AI is designed to do. And honestly, we are only just getting started. Watch this space."

Find out more at www.caretopiaworld.co.uk

PLEASE MENTION THE CARER WHEN RESPONDING TO OUR ADVERTISERS. WWW.THECARERUK.COM

PAGE 42 | THE CARER DIGITAL | ISSUE 292

TRAINING AND PROFESSIONAL Why Care Home Training Needs to Move Beyond Tick-Box Learning Care home staff today face increasingly complex responsibilities. Supporting residents with dementia, autism, frailty, safeguarding concerns, and communication difficulties requires far more than theoretical knowledge. Staff need confidence, judgement, teamwork, and the ability to respond compassionately in challenging situations.

However, much care home training still relies heavily on passive e-learning and compliance-focused approaches. While online modules may meet mandatory requirements, they often do little to improve reflective practice, communication, or real-world decision-making. Care home managers are increasingly recognising the need for more engaging and practical approaches to workforce development.

Gamification, game-based learning, and facilitated group activities offer an important opportunity to improve staff learning and engagement. Instead of simply completing quizzes or reading policies, staff work together through realistic scenarios, discussion exercises, and collaborative problem-solving activities. This encourages active participation and helps teams apply learning directly to everyday care situations.

Research increasingly supports these methods. Studies examining simulation-based learning in nursing homes have shown improvements in staff confidence, communication skills, leadership, and reflective prac-

tice. Dementia care simulations, for example, have helped staff develop more personcentred approaches and greater confidence in responding to distressed behaviours.

These approaches also strengthen teamwork and workplace culture. Much mandatory training is completed individually, often in isolation. Group-based learning encourages discussion, peer learning, and shared reflection, helping teams develop more consistent approaches to care. This aligns closely with the growing emphasis from the Care Quality Commission on learning cultures, staff understanding, and continuous improvement.

Importantly, game-based learning is not about replacing professional standards or mandatory training. It is about making learning more meaningful, memorable, and practical.

As pressures on the care sector continue to grow, providers need training approaches that build confidence, communication, and real-world capability — not simply certificate completion.

To explore practical, evidence-based training tools designed specifically for care teams, see the Focus Games advertisement on the front page of this issue, including a special reader discount offer for physical and digital team-learning resources that support communication, teamwork, decision-making, and improved CQC outcomes.

See the advert on the front cover or visit www.FocusGames.com

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

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

From helping clients make their first purchase through to allowing groups to grow significantly in size

we assist at every stage of your business expansion.

Every proposal is individual and deserves to be treated that way, so we hope you will allow us to be of assistance to you and call us to chat through your plans and requirements, I am sure we will be able to tailor a facility to your

requirements.

Call us on 01242 227172 or e-mail us at enquiries@globalbusinessfinance.net

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

THE CARER DIGITAL | ISSUE 292 | PAGE 43

TRAINING AND PROFESSIONAL

Supporting Teams Through Vulnerability: Why Carers At Work Need Us Now

By Lucy Carpenter, leader of the Compassionate Employers Programme at Hospice UK (www.hospiceuk.org/compassionate-employers) Managers today are being asked to support their teams through some of life’s most difficult moments. From grief and serious illness to financial pressures and burnout, the emotional load on employees is growing.

Alongside this, more and more people are quietly taking on unpaid caring responsibilities. Supporting a parent, a partner, a child, or a friend, often without ever using the word “carer” to describe themselves.

That’s why it’s more important than ever to ask: what more can we do to support both carers and the managers supporting them?

Census data shows that nearly 3 million carers aged 16 and over in the UK are in paid employment. Within this, an estimated 1.4 million are “sandwich carers”.

A sandwich carer is someone who provides unpaid care for both dependent children and older relatives, often their own parents or grandparents. They are balancing the needs of two different generations, alongside their own work and personal lives.

This group spans a wide age range, from late teens through to mid-60s. Yet despite their numbers, and the vital role they play, many people don’t recognise themselves as carers at all.

More broadly, unpaid carers contribute the equivalent of around four million paid care workers to the social care system. Without them, the system would simply collapse.

The economic impact is significant too, a major study by Carers Trust found that the contribution of working-age carers is worth up to £47.7 billion a year.

Carers are not a small or niche group in our workforce. They are our colleagues, our teams, and in many cases, our managers.

WHY WORKPLACE SUPPORT MATTERS For many carers, work is more than a job. It can be a source of identity, financial stability, connection, and routine.

But without the right support, balancing work and caring responsibilities can quickly become overwhelming. Many carers reduce their hours, turn down progression opportunities, or leave work altogether because it simply isn’t sustainable.

That’s why creating compassionate, supportive workplace cultures isn’t just the right thing to do, it’s essential for retaining talent, supporting wellbeing, and keeping people in work.

WHAT CAN ORGANISATIONS DO? The good news is that small, practical changes can make a big difference. It starts with creating an environment where carers feel seen, supported, and safe to speak up.

Here are four simple ways to get started: Ask - One of the easiest ways to support carers is to make space for the conversation. Build caring into the everyday conversations you’re already having, during onboarding, regular check-ins, supervision, and

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 highquality 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 5.

annual reviews.

Taking the time to understand what’s happening in someone’s life outside of work helps you see the full picture and the load they may be carrying. Many carers won’t volunteer this information unless they feel asked in a safe and supportive way. Simple, open questions can make all the difference.

Talk - Visibility changes everything, talk openly about caring within your organisation. Share stories, signpost support, and make it clear that people with caring responsibilities are valued and supported.

Many carers stay quiet because they worry they’ll be seen as less committed, particularly during times of organisational change or uncertainty.

Creating a culture where caring isn’t something to hide helps people feel able to speak up earlier, before they reach crisis point.

Educate - Managers play a crucial role in shaping how supported someone feels at work. People are much more likely to open up when they feel psychologically safe, and that comes from trust, empathy, and understanding. Sometimes these conversations can feel difficult, managers may worry about saying the wrong thing or not knowing how to help. That’s where training matters, giving managers the confidence and skills to have compassionate conversations can transform how support is experienced day to day.

Formalise - Informal support is important, but it needs to be backed up by clear policies. Make sure your policies are up to date, easy to find, and regularly communicated. Employees need to understand their rights, including legal protections: • Five days’ unpaid carer’s leave • Time off for dependants in emergencies • Parental leave • Protection from discrimination • The right to request flexible working Alongside policies, practical guidance and real-life examples can help bring them to life. Case studies can show both managers and employees what good support looks like in practice.

Ultimately, supporting carers is about more than policies or processes. It’s about culture. It’s about recognising that people don’t leave their lives at the door when they come to work, it’s about understanding that, at some point, many of us will become carers ourselves.

By creating workplaces where people feel seen, understood, and supported, we not only help individuals through challenging times, but we also build stronger, more compassionate organisations for everyone.