The Carer Digital - Issue #295

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Issue 295

New PM Andy Burnham Signals Tax Rises May Be Needed to Fund National Care Service

Health leaders and think tanks this week welcomed new Prime Minister Andy Burnham's pledge to make social care reform an early priority of his government.

Mr Burnham, a long-standing advocate of a National Care Service and the architect of Labour's 2010 proposals for one, used his first days in Downing Street to reopen the debate over how care for England's ageing population should be funded — telling reporters he was prepared to spend his "political

capital" on the issue and signalling that new taxation may be unavoidable if reform is to match the scale campaigners have demanded for over a decade.

Speaking shortly after taking office, the Prime Minister said the failure to fix the social care system was "not defensible", and that successive governments had allowed the problem to drift for so long that too many people had lost their homes and life savings as a result.

(CONTINUED ON PAGE 3...)

PAGE 2 | THE CARER DIGITAL | ISSUE 295

EDITOR'S VIEWPOINT

Welcome to the latest edition of The Carer Digital!

Editor

A NEW PM, AN OLD PROBLEM — BUT IS BARONESS CASEY THE ONE WHO FINALLY CRACKS IT?

As we welcome our seventh Prime Minister in ten years, it would be easy — weary, even — to greet Andy Burnham's early pronouncements on social care with the same polite scepticism this sector has learned to reserve for every incoming administration's promises.

We have, after all, heard versions of this speech before. And yet, for what it's worth, this one feels different.

Mr Burnham appears genuinely willing to confront one of the country's most pressing, toxic and endlessly debated issues: how we care for our ageing population, and — the question that has sunk every previous attempt — how we pay for it.

But it is not the Prime Minister's own words that give me the most cause for cautious optimism this month. It is Baroness Casey's.

As regular readers will know, Baroness Louise Casey — now chairing the Independent Commission on Adult Social Care — has launched a nationwide "Big Conversation," an ambitious effort to engage hundreds of thousands of ordinary people in what amounts to a renegotiation of the UK's social contract on adult social care.

Her argument, which we have covered in these pages in recent weeks, is disarmingly simple: every previous attempt at reform has stalled not for lack of good policy, but for lack of public backing and honest consensus.

Politicians drew up plans in Whitehall; the public was never properly asked whether it accepted the price tag, and reform collapsed the moment it became politically inconvenient.

I believe this is the most profound insight anyone in this debate has offered in years, and I say that as someone who has watched successive governments hand this problem to increasingly well-qualified committees and increasingly unqualified ministers alike.

We elect politicians to positions for which social care policy is, frankly, rarely their area of expertise, and then we expect them to resolve — alone, and usually in a single parliamentary term — a question that touches every family in the country. That has always been, and will remain, pie in the sky.

The public has to be brought into this conversation properly, and the public has to

Peter Adams

accept some responsibility going forward.

Wherever we are able to, we must all begin preparing for our own old age rather than assuming someone else will quietly pick up the bill.

Baroness Casey's first and most important question — what should the state guarantee, versus what should families and individuals be expected to contribute themselves — is the one no government has had the courage to ask plainly, let alone answer.

It requires an honest reckoning with who pays and how the system is sustained, rather than the comfortable habit of kicking the can down the road and leaving the invoice for the next generation.

She put this bluntly to the Local Government Association conference recently, warning that any attempt at major structural reform without the public's explicit backing is doomed before it starts — and that the hard truth is people will have to contribute.

Researchers have looked abroad for models of how that might work fairly. Most other countries take a different approach to what counts as a fair, equal and equitable contribution, and — Denmark aside — nearly all of them expect people with an eligible care need to pay something towards it.

How each country designs that co-payment system reflects different trade-offs and different ideas of what is acceptable, but the principle that some contribution is expected is close to universal.

There is no reason the UK should be the exception, and every reason to think pretending otherwise is exactly what has kept us stuck.

My concern, for now, is one of attention rather than intent. Competition for Prime Minister Burnham's time, energy and political capital will be fierce.

Between defence spending, EU relations, energy costs and a genuinely volatile geopolitical backdrop — Ukraine, the Middle East — the queue for a struggling Chancellor's limited resources is long, and growth remains stubbornly hard to come by.

Social care has been sent to the back of that queue so many times before that our sector could be forgiven a certain fatalism. The real test of this government's seriousness will not be what is said in the first fortnight, but whether social care is still near the front of that queue by the autumn.

For now, though, there is more reason for hope than we have had in some time — and a Prime Minister with a personal stake in getting this right, alongside a Casey Commission willing to ask the public the hard questions directly, is as good a starting point as this sector has seen in a generation.

On a lighter note — Afternoon Tea Week is fast approaching, and we'd love to hear how your home is marking the occasion. Do send us your photos and stories; nothing brightens these pages quite like a well-turned-out scone. .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.

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New PM Andy Burnham Signals Tax Rises May Be Needed to Fund National Care Service (CONTINUED FROM FRONT COVER) Independent analysis from the Health Foundation has put the cost of bringing social care up to an NHSstyle standard — free at the point of use — at close to £18.7 billion a year by 2035, underlining the scale of the challenge facing the new administration.

ESTATE TAX Burnham, who served as Health Secretary under Gordon Brown, previously proposed replacing inheritance tax with a flat 10 per cent levy on all estates at death. The plan was shelved in 2009 after being branded a "death tax" by opponents.

Asked whether the idea remained on the table, Burnham indicated his thinking had evolved since then, while stressing that the financial burden the current system places on the NHS — through delayed discharges and unnecessarily long hospital stays — now runs into billions of pounds and cannot be ignored in any future settlement.

Despite the 2009 setback, Burnham has continued to float some form of levy on estates. During the recent Makerfield by-election campaign, he said he was prepared to look again at how such a levy might interact with inheritance tax and existing care charging rules.

He has previously suggested a model weighted so that wealthier estates contribute proportionally more, in place of inheritance tax as it currently stands.

Treasury figures show inheritance tax currently raises around £9 billion a year, while social care spending is on course to reach £39 billion by the end of the decade — a gap that has fuelled renewed interest in alternative funding models.

BIG CONVERSATION The Prime Minister has inherited the independent care funding commission led by Baroness Louise Casey, established under the previous government, and has asked for her final recommendations to be brought forward to this year rather than 2028 as originally planned.

Alongside that work, Baroness Casey is launching a nationwide "Big Conversation" listening exercise to gather public views on four questions: who should be entitled to care, what families should reasonably expect of one another, what support the state should guarantee, and what contribution individuals should be expected to make.

Mr Burnham, whose father lives with Alzheimer's, said he was not prepared to leave office without reforming a system he described as indefensible, pointing to the number of families who have lost homes and life savings paying for care under current arrangements.

He said he was willing to spend significant political capital on the issue, and pointed to the growing problem of "corridor care" in hospitals as evidence that delayed transfers of care are undermining the NHS's ability to meet A&E waiting time targets.

Yvette Cooper has been appointed as Secretary of State for Health and Social Care, moving from the Foreign Office to take charge of the social care brief and has called for a more consensual, less politically toxic approach to the issue than previous administrations have managed — while acknowledging that the sector will be watching closely to see whether words translate into action.

CLEAR MANDATE Sarah Woolnough, Chief Executive of The King's Fund, said: ‘Unlike many of her predecessors, Yvette Cooper has been given a very clear mandate. The new Prime Minister, Andy Burnham, has said that his gov-

ernment must have the courage to fix the big things that politics has neglected, including social care.

‘Given this new focus, long overdue need for action and the Prime Minister’s personal commitment to fix social care, social care reform should be at the top of Yvette Cooper’s in-tray. The new Prime Minister has already spoken about his desire for social care to operate on an ‘NHS principle’ and pointed to the billions, as our recent work highlights, that delayed discharges cost to the health service a year. To deliver this, the new Secretary of State will have to move at speed.

‘Alongside this, there will be a host of challenges and live issues. Reviving the promised ‘health mission’, will be one of these. The prevention revolution has for the most part stalled since the historic Tobacco and Vapes Act but action across government to consider the implications for health in all policies would signal a step change.

‘Steering through the largest NHS reorganisation in over a decade in the form of the Health Bill, alongside implementing a sweep of plans and strategies already set in motion such as the 10-Year Health Plan, life sciences sector plan, capital plan, cancer plan and upcoming workforce plan, will all need Yvette Cooper’s immediate attention.

‘The new Prime Minister has also stated that a driving focus of his government will be an expansion of devolution as part of a broad change over how the country is run. This will affect health and care even if the ambition is much larger. It implies a greater focus on the wider determinants of health, from housing to employment, which could be transformational in improving the nation’s health if implemented effectively by preventing illness and reducing demand.

‘The King’s Fund’s previous work looked at Greater Manchester’s approach to population health and this could be a model that Andy Burnham and Yvette Cooper take forward in other parts of the country.”

CLEAR BOUNDARIES Nuffield Trust Chief Executive Thea Stein said: “It is refreshing to hear a Prime Minister talk about social care with this level of ambition. After 30 years of false starts, it is absolutely right that we move social care from being a neglected and incoherent public service to one that sits at the centre of government’s plans for a more prosperous, dignified and functional society.

“Enacting Burnham’s proposal to “operate on the NHS principle” of being free at the point of use would mean overhauling our social care offer from being one of the most threadbare in the developed world to one of the most generous, as our recent analysis shows . One of the first tests for this reform will be about clearly defining what is in and what is out of any public offer. Even countries like Denmark, often seen as one of the most generous social care systems in the world, charge people for accommodation costs.

“Burnham is spot on about the need for more money for social care – and his honesty about this point is refreshing after years of obfuscation. But his hints that some of this funding will come from releasing savings from speeding up hospital discharges deserve close scrutiny. This is an important ambition – too many people are stuck needlessly in hospital and it’s vital to rebalance power away from the acute sector in the NHS. “But not all delayed discharges are caused by social care, and freeing up hospital capacity may allow the NHS to treat more people rather than release cash that can simply be moved elsewhere . So, all roads point to national taxation for a meaningful source of cash for these reforms.

“The government is right to want swift progress, but this reform will only last if the public are taken with it. The Casey Commission should be used to build a durable settlement, not rushed past just as the most difficult questions come into view."

PAGE 4 | THE CARER DIGITAL | ISSUE 295

How E-Invoicing Can Unlock New Standards For Care Providers

By Sarah-Jayne Martin, Senior Director of Financial Automation, Quadient (www.quadient.com)

The UK has a financial accuracy problem.

According to HMRC’s latest estimates, the tax gap — the difference between the tax expected to be paid and the amount actually collected — stood at £59.2bn in 2024/25. A significant share of that shortfall is down to businesses struggling to keep pace with increasingly complex reporting requirements.

This matters for every sector, but it is especially relevant for care providers. The care sector has historically relied on manual financial processes: paper records, emailed PDFs, spreadsheets, duplicated data entry, and long approval chains. Every organisation will have its own institutional knowledge as to how these things are done.

Such systems may be familiar, but they are no longer fit for purpose. They create more opportunities for mistakes, delays, missing information, and poor visibility. In a sector where margins are tight and staff time is precious, every avoidable administrative burden has an unacceptable human cost.

WHY STRUCTURED INVOICE DATA MATTERS In that context, the 2029 deadline for e-invoicing is actually one of the most important policy shifts for UK businesses in years. Care providers are no exception.

From the April 2029 tax year onwards, organisations will be required to issue invoices electronically, in a bid to move away from the paper-driven processes that have defined the industry for so long.

Instead, new invoices will need to be machine-readable and carefully structured. Rather than a single static document, invoices will become standardised data, flowing directly between the systems that read and process them.

This distinction matters because the invoice is only one part of a much wider workflow. When that information arrives as an unstructured document, each of those stages depends on someone manually interpreting, checking, rekeying, or filing the same data. When it arrives as structured information, those steps can be connected, validated, and automated from the beginning.

WHERE E-INVOICING CAN EASE PRESSURE ON CARE PROVIDERS These qualities offer care providers three main benefits from modernising their approach:

1. Automation gives time back to the teams that need it most If you successfully automate a process, you don’t need a human to oversee every link in the chain. In care homes, this reclaims thousands of hours a year across the workforce. By automating the processing of invoices, care homes can reduce or eliminate repetitive admin that takes time away from the working day.

Carers can focus instead on delivering the care that these processes enable, as they take up less time, ener-

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gy and headspace.

The immediate benefit is simpler, faster invoice processing. But structured, high-quality financial data also creates opportunities over time. As care providers build more digital finance processes, they will be better placed to adopt technologies such as AI-powered forecasting, anomaly detection and workflow optimisation. In that sense, e-invoicing is not just about compliance — it provides a stronger foundation for future innovation.

2. Visibility supports better decisions Time isn’t just lost in performing these tasks. It’s also lost in reviewing them, working out what the results mean for the business, and assessing how to move forward.

The predictability and searchability of e-invoices allows care homes much more visibility over the entire process, and so dramatically accelerates it. If your cash flow is tight, you can track where it’s gone. If a supplier is failing to pay on time, you can entirely automate the process of flagging their poor conduct. Margins, staffing, and service continuity can be better understood and controlled, in less time than ever before.

Again, care homes can lay the groundwork for AI acceleration by sharing this visibility. The patterns and conversations that can be part of this process could, for example, be fed into a customer communications management (CCM) system to help contextualise and improve customer engagement.

3. Better records mean stronger compliance This visibility goes beyond the care home. Regulators benefit immensely from this new approach too.

Accurate and consistent records and audit trails are one of the most effective tools for care providers to demonstrate control over their operations. An automated workflow can show what was received, approved, amended, paid, or queried at the stroke of a key.

These trails are exactly what regulators will be looking for in order to meet compliance requirements.

Empowering management to deliver on those requirements is yet another means of saving time, stress, and energy that can be directed back into the patient’s experience.

TURNING E-INVOICING INTO A MORE RESILIENT FINANCE PROCESS The lesson is simple: e-invoicing should not be treated as another administrative hurdle for care providers to clear. It should be seen as an opportunity to remove the very friction that has made back-office finance processes so burdensome in the first place.

For care homes, the answer matters far beyond the finance department. Every hour saved on chasing documents, checking invoice details, resolving errors, or preparing records is an hour that can be redirected toward the people who need it most. Better financial workflows can make organisations more resilient, more transparent, and better equipped to manage the demands ahead.

What’s more — modernising now will allow care homes to reap even greater rewards in the future. The data management and standardisation that enables e-invoicing will lay the groundwork for AI functionality, helping care providers step into the future on a sound footing.

The 2029 deadline may still feel some way off, but the organisations that benefit most will not be those that wait until the last moment and do the minimum needed to comply. By the time it passes, e-invoicing will be a foundation for technologies that drive better, faster care.

THE CARER DIGITAL | ISSUE 295 | PAGE 5

New Treatments and Blood Tests Bring Fresh Hope in Fight Against Dementia More than 10,000 researchers from around the world descended on London this week for the Alzheimer’s Association International Conference (AAIC), the world’s largest gathering dedicated to dementia research. For care providers, the event offered a significant update on progress being made towards earlier diagnosis, easier-to-deliver treatments, and, ultimately, a cure.

Among the most practically significant announcements for the care sector was news regarding lecanemab, a treatment designed to slow the progression of Alzheimer’s disease.

Following last year’s promising results for a subcutaneous, injectable version of the drug, the US Food and Drug Administration has now approved a once-weekly injectable starter dose, meaning treatment could in future begin with athome injections rather than hospital-based intravenous infusions.

Hilary Evans-Newton CBE, Chief Executive of Alzheimer’s Research UK, said an injectable option from the outset of treatment would represent a major step forward for both the convenience of patients and the affordability of delivery for health services. For an NHS already stretched for capacity, a move away from hospital infusions could make it considerably easier to roll out Alzheimer’s treatments at scale.

Delegates also heard updates on trontinemab, an experimental treatment that uses “brain shuttle” technology to cross into the brain more effectively. New findings build on earlier results and suggest the drug may achieve substantial reductions in amyloid — the protein associated with Alzheimer’s — within just a few months of treatment, while causing comparatively few of the side effects seen with some currently licensed drugs.

Researchers at the conference described a broader shift in focus, from treating people who already show symptoms towards identifying those at greatest risk and intervening before symptoms begin.

The PrevenTRON trial is exploring whether early treatment can delay, or even prevent, the onset of Alzheimer’s altogether — an approach comparable to using medication to reduce the risk of heart attacks and strokes.

Dr Jacqui Hanley, Head of Research at Alzheimer’s Research UK, cautioned that the science is not yet proven, noting that trials of this kind will take several years to determine whether treating people before symptoms appear genuinely helps them remain well for longer.

One of the most closely watched developments concerns blood tests capable of detecting the biological changes associated with Alzheimer’s. Researchers hope such tests could eventually flag those at risk before memory and thinking problems set in, helping clinical trials reach the right participants sooner and, in time, allowing treatment to begin early enough to delay or prevent symptoms.

New data presented at the conference found that people with very high levels of the blood biomarker p-

tau217 faced an estimated 78 per cent risk of developing cognitive impairment within ten years. However, researchers stressed that almost a quarter of people with low biomarker levels still went on to experience a decline in memory and thinking, underlining that a single blood test result cannot yet reliably predict an individual’s future risk of dementia.

To support safe and effective use of these tests in clinical practice, Dr Jemma Hazan, a Clinical Research Training Fellow at Alzheimer’s Research UK, is developing a training programme for clinicians called DART-CU. Co-designed with clinicians, carers and people affected by dementia, it aims to help healthcare professionals judge when blood biomarker testing is appropriate and how to explain results to patients clearly and sensitively, with an emphasis that such tests should support, not replace, clinical judgement.

Researchers also presented new findings from the phase 2 CELIA trial, which is investigating a treatment aimed at tau, a protein that builds up inside brain cells and disrupts their function in Alzheimer’s and other forms of dementia. Early results suggest that reducing tau levels earlier in the disease process, before the characteristic tangles form, may help slow decline in memory and thinking, adding to a growing pipeline of drugs targeting different aspects of the disease.

The conference also highlighted work to make dementia prevention more inclusive.

Results from the LatAm-FINGERS trial, which ran across 12 countries, demonstrated that lifestyle programmes tailored to local cultures and communities can be both effective and feasible, building on earlier findings from the original FINGERS trial showing that structured lifestyle changes can meaningfully improve memory and thinking.

Particular attention was also paid to women’s brain health. Women account for nearly two-thirds of people living with Alzheimer’s, yet their experience has historically been under-represented in dementia research — a gap addressed at a symposium hosted alongside the conference by Maria Shriver, Dr Joanne Pike and Hilary Evans-Newton CBE. The conference also saw the announcement of five successful teams from the Dementia Frontiers Fund, an international initiative launched in October 2025 to tackle some of dementia research’s toughest unanswered questions. The fund attracted 132 applications from research teams across 29 countries, with 12 shortlisted teams pitching their proposals to an expert panel during the conference.

The five winning teams, addressing questions ranging from predicting disease progression to understanding why some high-risk populations appear resilient to dementia, will each receive up to £1.5 million over two years. The fund is led by Alzheimer’s Research UK in partnership with Gates Ventures and the Robertson Foundation, with support from the Alzheimer’s Disease Data Initiative and the Q Charitable Trust.

PAGE 6 | THE CARER DIGITAL | ISSUE 295

Burnout In The Care Sector: Supporting Staff and Managers To Thrive

By Sarah Goldie, HR Consultant in the employment team at Birketts LLP (www.birketts.co.uk) uncharacteristic mistakes, avoiding tasks that used to be enjoyed, working longer hours to ‘catch up’, reduced performance and higher sickness. In some cases, and of particular concern in care settings, burnout can lead to apathy and reduced compassion, directly impacting the experience and outcomes of those being cared for.

Burnout is not a sign of weakness; it is the body’s way of keeping someone safe when operating in survival mode.

Managers should be alert to both individual and team-level indicators, particularly where staff appear overwhelmed, disengaged or emotionally drained. They also need to be mindful about experiencing these symptoms themselves, and to seek timely support.

CONTRIBUTING FACTORS

The care sector is built on compassion and a workforce renowned for ‘going the extra mile’, but caring for others can come at a personal cost. As organisations continue to face workforce shortages, rising demand and financial pressures, preventing burnout has become a critical people and business priority.

The World Health Organisation (WHO) defines burnout as a syndrome resulting from chronic workplace stress that has not been successfully managed. It is characterised by three key features: exhaustion, increased mental distance or cynicism towards work, and reduced professional effectiveness.

THE SIGNS Burnout is not simply feeling tired after a difficult week. It is a sustained state of physical, mental and emotional depletion. This can leave people feeling unable to function and helpless, affecting performance, wellbeing and retention. Of additional concern within a care setting, it can impact staff and patient safety.

Common signs of burnout include persistent fatigue, sleep disturbance, headaches, withdrawal or detachment, negativity or apathy, anxiety and poor concentration. Indicators that might be observed within the workplace include inability to make decisions, making

While care work can be highly rewarding, there are factors that are relevant to the care sector that increase the risk of burnout. These include recruitment and staffing challenges, high workloads, long and unsocial hours shifts, administrative burdens and regulatory pressures.

Additionally, by the nature of the work, emotional demands are high, with exposure to illness and end-of-life care, as well as moral injury arising when staff feel unable to provide adequate quality of care, for example.

Broader life pressures can also have a bearing. The adult social care workforce in the UK is approximately 80% female. With women often being the main care providers for dependent children and older adults, juggling work and home commitments can be challenging, alongside cost-of-living financial pressures, with care workers often on relatively low salaries.

Recent workforce research highlights the scale of these challenges.

In the 2025 Department of Health and Social Care Adult Social Care Workforce Survey, 71% of adult social care providers reported recruitment difficulties and 37% were concerned about sustaining current service levels.

The Care Workers' Charity's 2025 Wellbeing Survey found that over 42% of care workers reported feeling unhappy or depressed and more than one-third said their job negatively affected their mental health.

More than a third were considering leaving the sector.

Preventing burnout requires a proactive, organisation-wide approach, as well as strong collaboration across the sector to address broader systemic issues.

ACTIONS FOR EMPLOYERS Managers are at the heart of creating an environment where people feel safe and can thrive, in the knowledge that, if things get tough, they will be supported. Organisations should recruit and develop managers to be compassionate leaders who encourage openness and create a sense of safety. Managers also need to be equipped with training in wellbeing conversations and mental health awareness so they can spot warning signs of burnout and provide early support. They need to be empowered to prioritise both their own and their team’s workloads effectively. Access to coaching, mentoring and peer support can prevent isolation and support their own wellbeing and effectiveness as managers.

Given the risks to burnout that are particularly prevalent within the care sector, a focus on creating healthy work environments is essential.

Factors that make a difference include ensuring adequate staffing levels, regular rest breaks (including annual leave), flexible working, fostering supportive teams, as well as access to employee assistance programmes and mental health resources.

Regular wellbeing surveys or individual wellbeing conversations, as well as stay interviews (discussions offered to anyone who may be considering leaving), can help identify concerns before they become significant problems. Staff are more likely to remain engaged where they feel heard and involved in decision-making, even where immediate solutions to complex challenges like staffing levels are not available.

Burnout is not an individual failing. It is often a signal that workplace pressures are exceeding available resources. Care organisations that prioritise wellbeing, and develop and support compassionate managers, are better placed to deliver high-quality care, retain skilled staff and build resilient teams. In a sector founded on caring for others, creating environments where people can thrive is both a moral and strategic imperative.

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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.

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

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THE CARER DIGITAL | ISSUE 295 | PAGE 7

Care About Care Launches New Campaign Tools to Hold New Prime Minister To Account The Care About Care campaign, run by the grassroots coalition Providers Unite, has launched two new campaign tools to help maintain political pressure on new Prime Minister, Andy Burnham, to honour his promises to reform social care.

A new ‘Provider Pack’ will help care organisations engage their employees, the people they support, families and their local communities in the campaign, making it easier than ever for more people to contact their MP, the new Prime Minister, and to engage friends and family members. https://careaboutcare.org/support-the-campaign/ The new Provider Pack contains practical resources to help care providers support the campaign and encourage others to take part.

The pack includes: • A local media guide and template press release • Ready-to-use social media content • A template letter to local councillors and MPs • Key evidence and campaign messages • Posters for communal and staff areas • A digital campaign leaflet • A printable pledge board graphic • A template email for employees The materials can be used across all care settings, regardless of business model, funding arrangements or the type of care provided.

They can be displayed in care settings, shared with employees and families, included in newsletters or circulated digitally through email,

WhatsApp and social media.

Meanwhile, a new care stories’ feature will enable people to record a short video of themselves speaking about their experience of the care system and why it needs reform, with the video then automatically edited, posted on the campaign group’s social media channels, and sent to Andy Burnham. Videos will also be hosted on a new ‘care stories’ map on the campaign website. https://careaboutcare.org/support-the-campaign/ Care About Care brings together care providers, care workers, people who draw on care, families and the public to change how the

Government understands and prioritises social care. The campaign is calling for immediate action to stabilise the care sector, including: • An immediate £625-a-year pay rise for every care worker by exempting care providers from the Employer National Insurance increase and ringfencing the resulting £1 billion saving for frontline pay.

• A fair cost of care that is independently calculated, properly funded and paid to providers on time.

• A new ‘British Care Fund’ to help local care providers invest in technology, facilities and the future of care.

Kat Hall, founder of Providers Unite, said: “We’ve already had thousands of people engage with the campaign so far, but with a new Prime Minister in post – and one who has long promised care reform – now is the time to keep up the pressure. This new Provider Pack gives care organisations all the practical tools they need to engage their communities and build support for reform. The new care stories feature will supercharge the emotional element of the campaign and bring the voices of the people working in and drawing on care directly to the public.

“By bringing together care providers, care workers, people who draw on care and their families, we can help ensure social care urgently receives the recognition, respect and investment it deserves.”

Care providers can download the Provider Pack and join the campaign at www.careaboutcare.org

Residents At Local Care Home Strum Sing and Smile Ukulele Style Residents and guests at The Cedars care home in Bourne enjoyed an uplifting afternoon in their stunning gardens with the12 piece Ukulele Orchestra of Spalding.

Morecambe style.

Senior General Manager, Rebecca Aldred said, “Our residents and guests had a wonderful day alongside such wonderful performers.

The super talented group gave a wonderfully interactive perfor-

We do our best to provide a wide range of activities and entertain-

mance to the residents including “The Wild Rover” by the Dubliners,

ment at The Cedars as part of the lifestyle enrichment programme

“Those Were The Days “ by Mary Hopkin, “King of The Swingers” from

for residents, and this one will be a stand out memory for us all!”

the Jungle Book and a catchy medley of “5ft 2”, “Aint She Sweet” and

Resident, Peter Baker, a true music lover, was thrilled when asked

“Yes Sir! That’s My Baby”. The whole group played together with har-

if he would like to “have a go” on the ukulele, he said “That was such

monies and a full layered sound and delivered the set with such fun.

a kind a gesture, and it made my day!” The Activity team at the

The singing and the laughter was contagious and culminated in the

Cedars said, “We can’t thank this fun, musical bunch enough for tak-

residents grinning from ear to ear as a visitor to the home exited the

ing the time to share the instruments they love with our residents too,

beautifully manicured grounds to “Bring Me Sunshine” in true

it meant the world!”

PAGE 8 | THE CARER DIGITAL | ISSUE 295

Inspired by Memories: My Work Experience Week at Excelcare

By Bailey Manning, Coopers School, Chislehurst When my school asked us to complete a week of work experience, I knew I wanted to do something creative that would help build my confidence and gain experience for the future. I was so excited to spend the week with the Communications, PR and Marketing team at Excelcare, where my mum, Sam Manning, has worked for an incredible 32 years and is Chief Operating Officer (COO).

I’m a Year 10 student at Coopers School in Chislehurst, and although I still have another year left at school, I’ll be starting Saturday Fashion College this September because fashion has always been my passion.

At the start of the week, I thought I’d be learning about communications, marketing and social media. I never imagined I’d end up planning, styling and presenting my very own fashion show!

The week began with a visit to Park Avenue Care Home, where I spent time chatting with residents about fashion throughout their lives. We talked about what they loved wearing when they were younger, the jobs they had, the clothes they wore for work, special occasions they remembered and the outfits that made them feel confident. Listening to everyone’s stories was honestly my favourite part of the week. It made me realise that fashion isn’t just about clothes. Every outfit tells a story and holds memories of people, places and moments that are important to us. As we left the home that day, my mind was full of ideas. I wanted to create a fashion show that celebrated the residents and the incredible lives they have lived.

The next step was shopping. I was joined by Maddie, Lexie and Leyla, and together we visited local charity shops and high street stores looking for clothes, shoes and accessories inspired by the residents’ memories.

Thanks to a very generous high street gift voucher from the iDesign and to everyone that donated clothes for the event, we were able to choose outfits that really reflected the stories we’d heard. Shopping together was so much fun and seeing all the ideas come together made me even more excited for the big day.

Once the outfits were ready, the Communications, PR and Marketing team completely embraced my idea and volunteered to become my catwalk models. A huge thank you to Leyla, Lexie, Maddie, Sadie, Amelie, Jess, Josh and Sonnie, who all stepped onto the runway with confidence, enthusiasm and plenty of smiles.

They made every outfit come to life and threw themselves into making the afternoon as special as possible.

When the 16 July finally arrived, I couldn’t believe everything was ready. The garden at Park Avenue looked absolutely beautiful. The sun was shining, residents, relatives and team members gathered together and there was such a wonderful atmosphere from the moment everyone arrived. Cupid Creative transformed the garden with beautiful flowers and an amazing catwalk runway, making it feel like a real fashion event.

One of my favourite surprises was seeing the beautiful “Welcome to Bailey’s Fashion Show” sign that had been designed and gifted by Sadie, Director of Communications, PR and Marketing. Seeing my own event brought to life like that made me feel so proud, and it’s something I’ll treasure forever.

As the music began, each model walked down the catwalk while I introduced every outfit, explaining which resident had inspired the look and why. Every outfit represented someone’s story. Some celebrated

favourite colours, others reflected careers, special memories or timeless fashion that residents remembered wearing when they were younger. It was so lovely seeing residents smiling as they recognised the inspiration behind the outfits. The Pimm’s was flowing, cake was enjoyed by everyone, and the garden was filled with laughter, cheers, applause and lots of friendly banter. Seeing so many happy faces made every minute of planning worthwhile.

Park Avenue has always held a special place in my heart because my grandad used to live there. When I was younger, Mum and I visited him there regularly, so returning to organise my own event brought back so many happy memories. I know that if Grandad had been there, he would have absolutely loved the fashion show. I can imagine him sitting in the audience, laughing, clapping and cheering everyone on. It meant so much that my nan came along to support me.

Having her there made the day even more emotional and reminded me just how special Park Avenue will always be to my family.

At the end of the show, I thanked everyone for coming and for supporting my very first fashion show. I told everyone how much I’d loved spending time getting to know the residents throughout the week.

Listening to their stories and using those memories as inspiration had been such a privilege. I also thanked the Communications, PR and Marketing team for welcoming me, believing in my ideas and trusting me to lead a real project. They encouraged me every step of the way and happily swapped their desks for the catwalk to help make my vision become a reality.

Finally, I thanked my mum. She has always encouraged me to believe in myself, follow my dreams and never be afraid to try new things. If it wasn’t for her, I don’t think I would have had the confidence to organise something like this. She has always been there for me, helping me grow in confidence and believing in me every step of the way. As I looked over at her while I was speaking, I noticed a little tear behind her glasses.

Afterwards she told me how proud she was of me, and hearing those words meant more than I can ever explain.

Just when everyone thought the afternoon was over, the music started again. Residents couldn’t resist joining in. One by one, they took to the catwalk themselves, smiling from ear to ear as they proudly showed off their own model walks. The cheering got louder, the laughter continued and before long everyone was singing together to round off the afternoon. Watching the residents confidently walking the runway was my favourite moment of the whole week. It reminded me that this wasn’t really about fashion. It was about celebrating people’s lives. It was about listening to stories, bringing back treasured memories, building confidence, bringing generations together and creating moments of happiness that everyone could share.

When I arrived for my work experience, I hoped I’d learn about PR and marketing. I certainly did. But I also learned that the best ideas come from listening, that fashion has the power to tell stories, and that a simple idea can bring so much joy to so many people. This has been one of the most inspiring weeks of my life, and I know I’ll never forget it. It’s made me even more excited to start Fashion College in September and continue following my dream of working in the fashion industry one day.

Lockerbie Chef Speaks of Pride After Award for Long Service A senior chef from Lockerbie “with a heart of gold” has spoken of her pride after scooping a national award for her work supporting those in residential care.

Amanda Jackson is the senior chef at Trinity House and Lodge, a residential service for adults with learning disabilities and autism. She scooped one of the top prizes at the Cygnet Group achievement awards, a day of celebration for caring, dedicated and hard-working health and social care workers.

She was awarded the Swan Award, given to an individual who has completed 10+ years of service and continues to innovate, motivate and make a positive difference every day.

The nomination for Amanda, who has worked with Cygnet Social Care for 25 years, read: “Amanda is amazing and has a heart of gold. She takes pride in her work and is always working hard to make sure our service users have healthy meals and plenty of choice. She knows every service user well and knows their needs and wants.

Last year, the service opened Hartnell's café, a social enterprise café, run by staff and residents at the care service, for the local community.

Amanda has been heavily involved in the success the cafe has become. She, along with her team, bake all the cakes and make the food.

The nomination continued: “For Hartnells café, she has become the driving force behind a kitchen that not only serves exceptional food, but also serves the community in meaningful, life- changing ways. Her dedication goes far beyond her role. She leads with compassion, purpose, and a genuine commitment to people.

“She has worked tirelessly to build strong links within the local community, ensuring that Hartnells Café is a welcoming, supportive space for everyone who walks through the door. Her leadership is defined by kindness, professionalism, and a deep belief in the potential of others.

“One of the most remarkable aspects of her work is the way she supports our residents. She gives them opportunities to help in the café and in the house kitchen, guiding them with patience and encouragement.

Through her support, residents gain self- esteem, self- worth, and a sense of purpose.

“She creates an environment where individuals feel capable, valued, and proud of what they can achieve - often offering opportunities they may never have had elsewhere. Her influence is not just culinary; it is transformational.

“Her compassion extends far beyond the workplace. This past Christmas, she quietly cooked and delivered a three- course Christmas dinner to an elderly couple from the community who she knew would be spending the day alone. She did this without seeking recognition, simply because she cares. This act of kindness reflects the heart she brings to everything she does.”

The awards took place at the Edgbaston Cricket Ground in Birmingham and recognised the individuals and teams who make outstanding contributions to health and social care.

The awards were hosted by actor and BBC Pointless Presenter, Alexander Armstrong.

Upon receiving the award, Amanda said: “Winning this award has been a total shock to me, it was completely unexpected and I was very overwhelmed from the recognition from my colleagues and service users.

“I was so proud and felt honoured receiving such an award. It really is a great privilege to work for such a great company and to be working alongside brilliant people to achieve the best standard of care for our service users. Working at Trinity House for over 25 years I have always strived to make the kitchen the heart of the house and to make it as welcoming as possible for service users and staff.

“With the recent opening of the café I feel like we can showcase the brilliant work of our residents and bring something good to the community. I have had so much praise from the staff and community regarding the café and it really is proving to be an asset to the town, providing a warm welcoming environment and allowing a space for all.

“I have absolutely poured my heart and soul into my job over the last 25 years. All of my service users and staff are treated like my family and I make sure they are all provided with nutritional, balanced meals and are always made to feel welcome and valued.”

Professor Tony Romero, Cygnet Group CEO, said: “It is always a genuine pleasure for me to hear how Cygnet staff are making an incredible difference to some of society’s most vulnerable people. The work they are doing, and the care they are providing, is having a positive impact on so many lives.

“The awards are about recognising and honouring the dedication, compassion and sheer hard work shown by staff who, no matter their role, play a vital part in the provision of patient and resident care.

“Amanda is an example of somebody who consistently goes above and beyond. She demonstrates passion for his work, commitment to excellence, and an unwavering dedication to our service users.”

THE CARER DIGITAL | ISSUE 295 | PAGE 9

Care Workers to be Represented in Fair Pay Agreements Government Confirms Millions of care workers in England will be represented in upcoming negotiations on pay and working conditions through a new body established to deliver the first ever Fair Pay Agreement for adult social care.

The new Adult Social Care Negotiating Body will be set up by the end of the year, bringing together trade unions and employers to negotiate on behalf of the sector.

Through the Body, care providers and workers will have voting rights on key issues including pay, terms and conditions, and wider employment matters through a regular negotiation process.

The Body will also have an independent chair to oversee the negotiations between employer and worker representatives, who will be appointed in early 2027.

The first ever adult social care Fair Pay Agreement is a landmark reform that will turn the page on decades of low pay and insecurity for the 1.5 million people working in the sector.

It is backed by £500 million for the first agreement in 2028-29, boosting domestic recruitment and retention of carers while growing the economy, raising living standards and creating opportunities for all.

Minister of State for Care Stephen Kinnock said: “Our 1.5 million compassionate, dedicated and hardworking carers deliver a vital service – making people’s lives better, giving them dignity, joy and independence.

“For too long this workforce – equal in size to our NHS – has been overlooked and forgotten, with care workers exploited by low pay and poor working conditions.

This government is turning a page. We are giving care workers a voice and a fair deal, we are giving them better rights, proper training and opportunities for progression – and bolstering the workforce while making caring a more attractive career.”

Oonagh Smyth, CEO, Skills for Care, said: “The 1.5 million adult social care workers deserve rewards that support recruitment and career progression. The Fair Pay Agreement is a crucial step toward improving care roles and securing skilled staffing.

“To succeed, this process must be backed by reliable data to support the UK’s 19,000 care providers.

Aligning the Fair Pay Agreement with the newly expanded Care Workforce Pathway roles will directly link fair pay to career development. Together, they make adult social care a rewarding, structured profession.”

The first round of negotiations will commence in April 2027, and the first settlement will be introduced by April 2028.

Alongside the Fair Pay Agreement, the government continues to build on the first ever universal career structure in adult social care and professionalise the workforce, by introducing part 3 of the Care Workforce Pathway, including 10 new role categories such as care technologists and activity co-ordinators.

The pathway sets out clear roles, responsibilities and development opportunities, showing people how they can move into more specialist or leadership positions. It also now includes all adult social care roles – even those that are not health or social work, such as catering or maintenance positions.

The changes are part of the government’s mission to create a National Care Service and follows over £4.6 billion additional funding that has been made available for adult social care in 2028-29.

The government has increased the Carer’s Allowance by £2,750 for unpaid carers, the largest increase since the 1970s, and this week launched the first ever Unpaid Carers Action Plan setting out commitments to recognise carers earlier, refer them to the right services and help them reach their potential in education or employment while caring.

To support tens of thousands of people with disabilities, the government has provided £723 million to adapt their homes to their needs, at the same time as increasing the Minimum Income Guarantee so 150,000 people with disabilities get £400 back in their pockets to help with the cost of living.

Baroness Casey has made early recommendations which the government is progressing swiftly including: Establishing a new National Safeguarding Board, chaired by the Chief Social Worker which will focus on the protection on vulnerable adults and safe and effective services, alongside an urgent review of adult safeguarding statutory duties and powers.

Creating a new dementia leadership role to drive forward action, alongside our Dementia and Frailty Modern Service Framework, and accelerate work to transform dementia care and research.

Making sure those affected by motor neurone disease have rapid access to the care and support they need by creating a fast-track process and speed up assessments.

The Commission’s phase 1 recommendations for delivering a National Care Service will be published later this year, setting out the next steps for a system that is sustainable, joined-up and works better for those who rely on it.

Melanie Weatherley MBE, Co-Chair of the Care Association Alliance, said: “The Care Association Alliance welcomes the creation of the Adult Social Care Negotiating Body and the first Fair Pay Agreement for care workers. For too long, the people who provide hands-on care to some of the most vulnerable in our society have not been paid or recognised in line with the skill and responsibility the job demands.

“A national framework for negotiating pay and conditions, alongside the expansion of the Care Workforce Pathway, is a step toward the professionalisation of the sector that our members have been calling for.

“We now need to secure the funding to match the ambition, so that providers can deliver on this agreement sustainably. We look forward to working with government on the detail as it is implemented.”

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

THE CARER DIGITAL | ISSUE 295 | PAGE 11

Adult Social Care “Must be Priority” for New Secretary of State for Health and Social Care Yvette Cooper has replaced James Murray as Secretary of State for Health and Social Care. The new health secretary was previously foreign secretary and home secretary under Sir Keir Starmer’s Government.

Following her appointment last night Cooper posted on social media that she was looking forward to ‘working urgently to improve maternity services, to take forward plans for social care and to once again play a part in supporting our National Health Service’.

Cooper added: ‘Most of all I’m looking forward to working with the dedicated NHS staff, carers, healthcare professionals and volunteers on whom we all depend.’

Reaction from across the health and care sector has focused on the scale of the challenge facing the new health secretary, with leading figures urging a sustained focus on prevention and long-term reform rather than short-term fixes.

Welcoming the appointment Chair of the Health and Social Care Committee, Layla Moran MP said: “We welcome Yvette Cooper to this incredibly important role and urge this government to prioritise adult social care. We have long argued that kicking this issue into the long grass itself has a great cost to the economy, carers and families.

“You cannot achieve reform of the NHS while sidelining social care.

Patients cannot be discharged from hospital beds if the right care isn’t

available, and that means treatments are postponed and longer waits in A&E. “We stand ready to work with the government and Baroness Casey, as soon as her proposals are presented, to make reform a reality. And we look forward to discussing these issues with the new Secretary of State at an early stage.”

The cross-party Committee recently published a report stating that the government had “no excuse” not to press on with reforming social care before the next general election.

Sarah Woolnough, chief executive of The King’s Fund, said the new secretary of state had been given a clear instruction to tackle social care reform without delay. She called for renewed momentum behind prevention work that had lost pace in recent years, encouraging a cross-government approach where health considerations are built into decisions on housing, employment and other areas of policy.

Woolnough suggested that plans to extend devolution could support this shift, arguing that addressing these wider factors could meaningfully improve public health by heading off illness before it develops and easing pressure on services.

She noted that the previous government had recognised the urgency of improving access to and experience of health and care services, but that its attention to cutting elective waiting times had left little

room to address deeper, structural problems. In her view, the current administration now has a chance to take the difficult decisions needed to put social care — and the health service more broadly — on a sustainable footing for the future.

Sir Ciarán Devane, chief executive of The NHS Alliance, said:”On behalf of our members, we welcome Yvette Cooper’s appointment as the new secretary of state for health and social care.

“The most important thing the NHS needs now is clarity and continuity as it is already going through a major reorganisation and there is much support for the government’s 10-Year Health Plan.

“Local NHS leaders are making progress in reducing elective waiting lists, boosting productivity and working closely with local public sector partners to improve health outcomes. We call on the new secretary of state for health and social care to continue with the current direction of travel as any changes now risk slowing progress and diverting attention away from the delivery of better care for patients.

“Improving health outcomes also requires action to support social care, which is long overdue. We therefore welcome the new Prime Minister’s plan to bring about reform of social care, helping to ensure that adult social care services are funded properly and meet the needs of people across the country.”

Care Home Residents Discover Their Artistic Streak Residents at a Highland care home have been discovering their artistic streak with the help of local artist Liz Peck.

Liz, whose mother Helena is a resident at Eilean Dubh in Fortrose, has been leading a series of art sessions with residents in partnership with the home’s wellbeing team, helping them create a striking collection of abstract paintings.

Several framed pieces have been hung in residents’ rooms, while a collection of colourful designs will be transformed into placemats and coasters to raise funds for the residents’ comfort fund.

The group’s next project is an eye-catching artwork inspired by the famous Chanonry Point dolphins. Residents have handcrafted a pod of dolphins, each individually decorated, which will be mounted on a paint-

ed backdrop of the Black Isle.

Liz has a longstanding relationship with Eilean Dubh. Last year, she worked alongside residents and staff to create the home’s sculpture for the Highland HeArt Trail in support of Highland Hospice.

Liz said: “The art club is one of the most satisfying experiences of my life. Every minute is a joy. It’s been amazing to see how engaged everyone has been. Every piece is unique and made with such determination.”

Fiona Stoddart, Wellbeing Coordinator at Eilean Dubh, said: “The art club has been a wonderful addition to life at Eilean Dubh. Some of the artwork has been absolutely stunning and it’s been wonderful to see residents explore their creative side.”

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.

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PAGE 12 | THE CARER DIGITAL | ISSUE 295

The Hidden Workload: Why Unpaid Carers Are In Danger of Burning Out

By Emma Graves I Caring on Empty When did Carers Week begin to feel less reflective of the experiences of unpaid carers?

It was this question I began asking myself in the lead-up to it.

It was this question which led me to launch the alternative campaign: #CaringOnEmptyWeek.

A campaign where unpaid carers could flip the narrative.

Instead of repeating the messages already being shared publicly, my aim was to ask the deeper questions. The harder questions. The questions that were always going to reveal uncomfortable truths.

I asked: What about you?

Not the person you care for…YOU! How is caring impacting you? Your physical health, your mental health, your finances, your relationships, and your ability to work? How does it feel to carry the responsibilities of a 24/7 role worth zero, or at best, 51p per hour? With no real break, no sick pay, no holidays, or even the certainty that help will arrive when it is needed, if at all.

But most importantly, I asked for the truth. Not the polished version that fits neatly into awareness campaigns, official narratives or public messaging.

I asked for the uncensored reality of caring.

The response was overwhelming.

I received hundreds of comments, emails and messages from unpaid carers telling me they were exhausted, frustrated, grieving for the people they used to be, and feeling abandoned by the services that are there to support them. But the recurring theme running through every single comment and word was this: Unpaid carers are being forced into burnout because of the hidden workload.

The hidden workload is not simply the physical act of caring. It is everything that sits around it.

It is the chasing. The coordinating. The repeating of information to multiple professionals because services do not communicate with each other. Emma Graves I Caring on Empty It is the endless phone calls, emails and follow-ups. The referrals that disappear. The assessments that lead nowhere. The forms. The reviews. The complaints. The safeguarding concerns. The benefit applications.

The prescription errors. The equipment failures. The care packages that do not meet need.

The support that only appears once a situation has reached crisis point. If at all.

It is recovering from surgery while continuing to provide care because there is nobody else. Delaying your own appointments and surgeries because there is nobody available to take over. Managing your own disability, illness or chronic pain while supporting somebody else through theirs.

It is being a nurse, advocate, administrator, coordinator, researcher, complaint handler, appointment manager, transport planner and crisis manager, often all within the same day.

It's becoming an expert in ten different fields because you've learned that if you don't do it, nobody else will.

They told me that caring itself was not always what broke them. It was being expected to do everyone else's job as well as their own.

The true reality emerging from these conversations was grim. Unpaid carers were not simply describing the challenges of supporting a loved one. They were describing the collective impact of constantly having to compensate for gaps in health services, social care, education and welfare systems.

Time and time again, they spoke about being left to coordinate disjointed services, navigate complex systems, chase basic information, correct professional mistakes and fight for support that should never have been so difficult to access in the first place.

The result is a workload that remains mostly invisible to those outside of caring, yet consumes an unknown number of hours every week and leaves many of them physically exhausted, emotionally drained and struggling to maintain their own health and wellbeing.

For many, it was not caring alone that was driving them towards burnout.

It was everything else.

It is one of, if not the largest, pressures facing unpaid carers today and, if we genuinely want them to prioritise their own health and wellbeing, we have to acknowledge this and find the balance, because caring without it is unsustainable. Emma Graves I Caring on Empty The hidden workload isn't inevitable.

Most of it exists because unpaid carers are left to compensate for fragmented systems and services that fail to work together.

Fixing it needs focus. It needs organisations to recognise it, to understand it. To see that, by creating more effective ways of working with, instead of against, them, it could significantly reduce the impact that the hidden workload has on their health and wellbeing.

Whilst focus continues to be on awareness, celebration and campaigns, effective change, broken systems, and the hidden workload are not being looked at.

Until we recognise it, reduce it, and design systems with unpaid carers in mind, conversations about resilience, self-care and wellbeing will continue to miss the point entirely.

Recognition is not action.

Wembley Home Receives Generous Donation of Roses Courtesy of Pop Star Harry Styles A Wembley home received a very generous donation of over 50 roses on behalf of British pop star Harry Styles.

Harry has just completed a very successful Together Together Tour, where he performed for 12 nights at the Wembley Stadium.

The reason behind the roses delivery was a thank you to the local community and the support shown to Harry during his tour.

Administration manager Bernadette Riley took the phone call from Hayley Marchant, who works for Sony Music who made the call on behalf of Harry Styles.

Bernadette told Hayley the number of residents they have at the home and was told to expect a delivery on the weekend, which was the case.

MHA Kenbrook provides 24-hour specialist nursing and dementia care for up to 51 older people.

Speaking after the delivery Bernadette said: “ The phone call was very off the

cuff and when Hayley explained to me what they wanted to do, I was quite impressed.

“I wasn’t here when the roses were delivered, but other staff who were working were very happy and took the roses to all the residents.

“The roses put a huge smile on the faces of our residents and they really appreciated the gesture.

“Harry wanted to say thank you to the local area which I think is a great gesture and one that was appreciated by us all at MHA Kenbrook.

“Other providers in the area as well as the local hospital also received some roses, and I am sure it would have the same reception as it did here.

“I put a post up on our Facebook page just to say thank you and show what we had received, and the post has done really well, with some lovely comments.

“On behalf of everyone at the home, I want to say a huge thank you to Harry and his team, it really made our residents day.”

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 295 | PAGE 13

First Studies Funded Under Initiative to Decarbonise Health and Social Care

The National Institute for Health and Care Excellence( NIHR) has announced the first studies to be chosen as part of a multi-year funding opportunity which aims to help the health and social care system decarbonise, reduce waste, improve efficiency and deliver better value for patients and the public.

5 studies have been selected for funding. The studies will help to identify vital knowledge and evidence, enabling the system to reduce costs and support sustainable health and care systems through innovation.

NIHR has invested £5 million in the 5 studies, underlining its role in driving economic growth, improving productivity and delivering highquality care more efficiently.

CREATIVE SOLUTIONS In late 2024, the NIHR launched a major £25 million funding opportunity to boost the sustainability and efficiency of the UK’s health and social care sectors. The cross-programme initiative aims to attract and fund research that urgently addresses knowledge gaps. Running annually for 5 years, it forms part of the NIHR’s work to build a more future-ready health and care system. It aims to identify innovative and creative solutions to support decarbonisation, reduce waste, improve efficient use of resources and support long-term resilience across the health and social care system.

The 5 studies awarded funding during the first year are: • Childbirth, choice and climate change – led by Lancaster University, the project will develop national guidelines and create a ‘how-to’ guide for hospitals to reduce supply leaks and clinical waste. In December 2025 alone, the emissions from gas and air in the NHS in England were equivalent to 12,622 tonnes of carbon dioxide. By investigating supply leaks and clinical waste, the team plans to work together with those involved in maternity services to reduce waste from gas and air without compromising access to effective pain relief.

• Including carbon emissions in cost-effectiveness assessment to reduce the carbon impact of medicines – led by the University of Sheffield, this project will explore how the National Institute for Health and Care Excellence can incorporate environmental impact into its evaluation of new medicines. The project aims to

create a framework that encourages pharmaceutical companies to reduce waste and boost value for money.

• PharmaBag: A Sustainable Packaging System to Reduce Pharmaceutical Waste – led by The Clatterbridge Cancer Centre NHS Foundation Trust, the PharmaBag project is developing eco-friendly medicine bags to ensure unopened, high-cost treatments like cancer drugs remain safe for reuse. It aims to cut avoidable waste, prevent medicine shortages and improve the management of medicines.

• Assessing the Impact of Virtual Wards on Decarbonising Acute Care: A Mixed Methods Evaluation – led by Lancaster University, this project aims to evaluate the benefits of virtual wards which use digital technology to treat acute conditions at home. It will design sustainable care pathways that improve productivity, reduce pressure on hospitals and make better use of available resources without compromising patient recovery.

• Social-Decarbon: Identifying and modelling more efficient social care services – led by London School of Hygiene and Tropical Medicine, this study aims to improve energy efficiency in the UK’s adult social care sector. It will identify care models that shift support from hospitals to homes and communities, helping managers to test the cost and impact of different care options.

Reducing environmental impact Dr Sophia Lentzos, NIHR Head of Climate, Health and Sustainability, said: “To see the first studies we’ve funded as part of this initiative getting underway marks a hugely important milestone. Our 5-year programme will fund the research and innovation needed to deliver resource-efficient, equitable healthcare that improves the health and wellbeing of patients.

“Reducing the environmental impacts of the health and social care system, through cutting waste and using resources wisely, is not only one of our top priorities, it represents a significant opportunity as the NIHR reaches its 20th year. Through targeted investment we can improve services and support long-term economic growth. We are determined to play a key role in building the evidence, partnerships and momentum needed to go further in the years ahead.”

Care Home Residents Enjoy Open-Air Performance of Romeo & Juliet Residents, families and members of the wider community gathered in the beautiful grounds of The Dower House in Winchester to enjoy a wonderful open-air performance of Shakespeare’s timeless classic, Romeo & Juliet.

The performance was brought to The Dower House by The Open Bar Theatre and The Dot Collective, who are touring the South of England this summer as part of celebrations marking ten years of bringing accessible outdoor theatre to communities far and wide.

Set against the backdrop of the home’s stunning gardens, residents and guests were immersed in a vibrant production filled with music, colour, drama and theatrical magic as Shakespeare’s iconic tale unfolded before them.

Chris Golding, Chief Operating Officer at The Dower House, said: “Whilst some residents still enjoy trips to the theatre, others are no longer able to attend performances in the traditional way, so it is a real pleasure to bring the theatre to them. The cast truly embraced the spirit of the day – Romeo and Juliet even sang a duet for one

of our residents in their room, creating a very special moment that will be remembered for a long time.”

The cast’s enthusiasm and engagement extended beyond the stage, with residents and staff encouraged to dance, sing and become part of the performance itself.

Christine Farmery, Activities Co-ordinator at The Dower House, said: “The cast were absolutely wonderful. Seeing our residents and staff encouraged to get up, dance and become part of the production was fabulous. The two residents who received personal visits from the cast in their rooms were especially touched by the experience. It brought such joy to everyone involved.”

With a smile on her face, Resident Mrs Read, recalled the experience, saying, “This young, good-looking man came into my room, took hold of my hand and sang to me. I was so thrilled! I’ve never had anyone sing like that to me before. He had a powerful and a beautiful voice!”

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Variation in Social Care Cannot Be Fixed Without Investing in the Workforce The Care Workers’ Charity (CWC) has responded to the Care Quality Commission’s first national report drawing together assessments of all 153 local authorities in England with adult social care duties: We welcome this first national picture and the report’s honesty about the unwarranted variation people experience from one area to the next. Where it matters most, that variation is a workforce story, and it will not close without investment in the people who deliver care.

The CQC found that most authorities are performing well under real pressure, with 60% rated good, but that delays in assessments, reviews and safeguarding were driven by workforce shortages and limited registered staff capacity rather than by individual practitioners.

Safeguarding, described as councils’ most important duty, drew the lowest scores in a number of areas. The CQC found some authorities relying on unregistered or insufficiently trained staff to carry out safeguarding duties, and warned that delays left people at increased risk of harm.

This reflects what care workers tell us. In our 2025 Wellbeing Survey of over 2,000 care workers, 37% said

they often think about leaving and 26% plan to go as soon as they can, citing pay (65%) and the effect of the job on their health and wellbeing (61%). A system asked to reduce delay and hold people safe cannot do so while the workforce carrying that work remains this stretched and insecure.

The report points to what works: strong leadership, genuine co-production and commissioning that accounts for workforce pressures. Care workers should be part of that. They are skilled professionals with a direct view of where care breaks down and how to prevent it, and they belong in the design of the National Care Service, not only in its delivery.

Karolina Gerlich, Chief Executive of The Care Workers’ Charity, said: “This report gives us, for the first time, a national view of how adult social care is delivered, and it is right to name the variation people face. Time and again it comes back to whether there are enough skilled, supported people to do the work. As government develops the National Care Service, we ask that foundational standards are matched with a plan for the workforce, and that care workers help shape it. We would welcome the chance to bring our Care Worker Advisory Board to that conversation.”

WHAT NEEDS TO CHANGE The Care Workers’ Charity is calling for: • Government to pair any national standards for adult social care with a funded workforce plan covering pay, training and progression.

• Local authorities and commissioners to account for workforce pressures in fee-setting and service design, as the CQC recommends.

• Care workers to be involved directly in the design of the National Care Service through their lived experience.

AI Centre to Harness Newly-Launched Supercomputer’s Power to Drive AI Healthcare Innovation The AI Centre for Value Based Healthcare (AIC), led by King’s comes prediction and wider development of new therapeutics.

College London and Guy’s & St Thomas’ NHS Foundation Trust, will Importantly, these tools will be designed for deployment within the partner with the University of Cambridge and other NHS Trusts, to NHS, ensuring they deliver direct benefits to patients and clinicians drive innovation in healthcare AI using the University of while ensuring secure national control over sensitive health data.

Cambridge’s newly-launched Zenith AI Supercomputer.

The Zenith AI Supercomputer’s launch brought together leaders Officially unveiled during a visit by James Frith MP, Minister for from across government, academia and healthcare. For the AI Science, Innovation and Technology, the Cambridge Zenith AI Centre, the partnership reinforces a commitment to cross-sector Supercomputer is now the UK’s largest AI-for-science platform collaboration to bridge the gap between research and frontline with its launch marking a significant strengthening of national artifihealthcare delivery in developing tools that improve care quality cial intelligence capability. and system efficiency.

Working in partnership with the University of Cambridge, As the UK continues to invest in AI as a driver of both economic Cambridge University Hospitals and other NHS trusts, the AI Centre growth and public sector transformation, initiatives like the will harness Zenith’s computing power to accelerate the developCambridge Zenith AI Supercomputer are expected to play a central ment of next-generation AI healthcare tools including predictive role. In this strategic environment, the AI Centre’s collaboration Credit: Nick Saffell analytics, diagnostics and personalised medicine. Cancer research, with Cambridge represents a shared vision: to responsibly harness through the MOSAIC (Multimodal Oncology Sovereign AI Collaboration) programme, will also be a key AI at scale, develop sovereign capabilities within the UK and deliver tangible improvements in patient focus area for the collaboration. experiences and outcomes.

“This collaboration provides an important opportunity to connect the NHS to national-scale infrastruc“This partnership is a unique opportunity to combine world-class computing infrastructure with strong ture – enabling the development of NHS cancer foundation models using data from leading NHS Trusts NHS and academic partnerships between King’s College London and Cambridge to progress a new wave alongside the Zenith Supercomputer’s powerful processing capabilities.” of AI-enabled healthcare innovations. I am excited to see the AI Centre harness Zenith’s power to explore The programme aims to create an independent NHS UK sovereign AI asset that is adaptable to multiple how advanced AI can be embedded into healthcare systems safely and effectively, and translated into clinical applications including improving cancer diagnosis, supported treatment selection, enhanced outbenefits for patients, clinicians and communities across the UK.”

Daughter Raises More Than £1,300 For Roxburgh House Care Home In Memory Of Beloved Mum Residents and colleagues at Roxburgh House Care Home in Cradley Heath are celebrating the generosity of a former resident’s family after an incredible £1,343.68 was raised to support activities and entertainment at the home.

Michelle Masters organised a fundraising campaign in memory of her mother, Yvonne Masters, following the compassionate care she received during her time at Roxburgh House.

Through a GoFundMe page and donations collected at Yvonne’s funeral, Michelle raised £1,343.68, which she has asked to be used to provide additional entertainment for residents.

Yvonne became a resident at Roxburgh House in February 2024, where she lived on the home’s dementia community after being diagnosed with advanced dementia. As her condition progressed, colleagues remained dedicated to providing compassionate, personcentred care that respected her dignity, comfort and individuality.

Throughout her mother’s stay, Michelle was a regular visitor and developed a close relationship with the team at Roxburgh House. Following Yvonne’s passing in June 2026, she wanted to give something back to the home in recognition of the exceptional care, kindness and support shown to both her mother and the wider family.

Michelle also wanted to highlight her appreciation for the care team and senior members of the team at Roxburgh House, who she said went above and beyond to support Yvonne and provide reassurance to her family during a difficult time.

Michelle expressed how much it meant to her that Sean Smith, Deputy Home Manager at Roxburgh House, attended Yvonne’s funeral, reflecting the special relationship that had been built between the family and the home.

The funds raised will help create more memorable experiences for residents through entertainment and activities, providing a fitting tribute to Yvonne, who loved music, parties and was always the first person on the dance floor.

Michelle Masters said: “The care, compassion and dedication shown by everyone at Roxburgh House, especially the care team and senior members of the team, meant so much to our family.

They always treated Mum with kindness, dignity and respect, while also supporting us during an incredibly difficult time.

We will always be grateful for the way they cared for Mum and the reassurance they gave us as a family. Knowing how much Mum loved a good party and getting up to dance, I wanted the money raised in her memory to be used to bring joy and entertainment to the residents. I hope it helps create many happy memories for everyone at the home.”

Nicola Oldham, Home Manager at Roxburgh House Care Home, said: “We are incredibly touched by Michelle’s kindness and generosity. It has been a privilege to care for Yvonne, and we are honoured that Michelle chose to support the home in her memory. This wonderful donation will enable us to provide even more entertainment and enriching experiences for our residents, which we know Yvonne would have loved.”

THE CARER DIGITAL | ISSUE 295 | PAGE 15

A Toast to Tradition: Celebrating Afternoon Tea Week in Care Homes Across the UK genuine challenge, with dehydration a common and serious risk in later life. A tea party, with its focus on encouraging "just one more cup", offers a gentle and enjoyable way to support residents' hydration needs without it ever feeling like a chore or a health directive.

Value to the care sector. Beyond the individual benefits to residents, events such as this offer real value to care providers themselves. They provide an opportunity to showcase the quality of catering and activities on offer, to involve families and the wider community, and to demonstrate the person-centred approach that lies at the heart of good care. Many homes use the week to raise funds for charity, to welcome local schools and community groups, or simply to say thank you to the staff and volunteers who make such moments possible.

A Week Loved by Residents and Staff Alike Care homes have long embraced Afternoon Tea Week with real creativity — vintage-themed tea parties, garden fetes, "bake-offs" between residents and staff, visits from local musicians, and even 1940s and 1950s dress-up days to accompany the sandwiches and scones. It is not uncommon to see homes go all out with bunting, live music, and themed menus that reflect the tastes and memories of their residents.

For staff, it is also a wonderful opportunity to slow down, sit with residents, and share in the occasion — a reminder that care is not just about tasks and routines, but about relationships, warmth, and shared humanity.

Share Your Celebrations With Us From 10th to 16th August 2026, care homes up and down the country will once again be reaching for their finest china, plumping up their scones, and polishing their teapots in celebration of Afternoon Tea Week — one of the most delightfully British traditions in the residential and nursing care calendar.

For many, Afternoon Tea Week is simply an excuse for cucumber sandwiches and a slice of Victoria sponge. But for the care sector, it has become something far more meaningful: a week dedicated to connection, comfort, and the simple joys that make such a difference to the lives of residents.

ter, and cake be brought to her room each afternoon. The idea soon caught on among her social circle, and before long, afternoon tea had become a cherished ritual of English high society — complete with dainty sandwiches, delicate pastries, and, of course, a proper pot of tea.

Afternoon Tea Week itself is a more recent invention, established to celebrate this enduring institution and encourage people across the country to enjoy the ritual together, whether at home, in tearooms, or in care settings. Over the years, it has become a firm favourite in the care sector calendar, with many homes marking the occasion with as much enthusiasm — if not more — than the tearooms of London and Bath.

A Tradition Steeped in History

Why It Matters So Much in Care Settings

Afternoon tea itself dates back to the 1840s, when Anna, the 7th Duchess of Bedford, is widely credited with popularising the custom.

Feeling the pangs of hunger in the long gap between lunch and a fashionably late dinner, she began requesting a tray of tea, bread and but-

It is easy to underestimate the value of a cup of tea and a slice of cake. But within care homes, Afternoon Tea Week taps into something far deeper than nostalgia for a bygone era.

Celebration and joy. A beautifully laid table, fine china, and a spread of sandwiches and cakes transform an ordinary afternoon into an occasion. For residents, particularly those living with dementia, such sensory and visual cues can spark cherished memories and conversation, offering moments of genuine delight in the day-to-day rhythm of care home life.

Well-being. Food has long been recognised as more than mere sustenance — it is comfort, familiarity, and pleasure. A well-planned afternoon tea can lift spirits, provide something to look forward to, and offer residents a sense of normality and dignity that goes beyond clinical care.

Socialising. Loneliness and isolation remain among the most pressing concerns in elderly care, and events like Afternoon Tea Week provide a natural, low-pressure setting for residents, staff, and visiting families to come together. Sharing a table over tea encourages conversation, laughter, and connection — vital ingredients for emotional and mental well-being.

Hydration. Encouraging older adults to drink enough fluids can be a

Here at THE CARER, we know just how much thought, love, and effort goes into these celebrations across the country, and we want to celebrate it with you. We are inviting care homes around the UK to share photographs and stories of their Afternoon Tea Week festivities — whether it's a grand garden party, a themed dress-up day, or simply a beautifully laid table shared between residents and staff.

Whatever form your celebrations take, we would love to hear from you and share your stories with our readers, helping to showcase the wonderful work happening in care homes up and down the country.

So, as the kettle boils and the cake stands are dusted off this August, we raise a cup to all those preparing to mark Afternoon Tea Week 2026 — and we can't wait to hear all about it.

Get in touch with THE CARER to share your Afternoon Tea Week celebrations.

AFTERNOON TEA WEEK IS COMING!

We here at THE CARER want to hear from YOU! ☕ How will your care home be celebrating Afternoon Tea Week this year? 🍰 Whether it's a Fancy Dress afternoon, an elegant Garden Party, a mouth-watering Cake Competition, or something wonderfully unique of your own, we want to know about it!

Share your photos and stories with us and your care home could be featured in THE CARER.

Get in touch today and let's celebrate Afternoon Tea Week together! - Email nominate@thecareruk.com

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Pioneering Heat Pump Installation Helps UK Hospice Cut Energy Costs by up to 40% and Carbon Emissions by 77% A large-scale renewable heating project at The Myton Hospices in Coventry is delivering significant benefits - and offering a replicable model for hospices across the UK. When The Myton Hospices began exploring ways to reduce their energy costs and carbon footprint, the scale of what needed to be achieved was immense. The result of that project is now being hailed as a UK first: a ten-unit air source heat pump cascade installation in an adult hospice setting, delivered by renewable heating specialists Go Geothermal in partnership with Neutral Hospice Network.

The project, completed in October 2025 at The Myton Hospice's distinctive triangular building in Coventry, has already produced results that exceed expectations. Since implementation, gas consumption has been reduced by 86%, carbon savings against the previous system stand at 77%, and target cost savings of 40% have been recorded. For a charity that receives less than 20% of its funding from the NHS and must raise more than £12 million each year through voluntary income, those figures are impressive and inspire hope for the sector.

THE CHALLENGE Built in 2009 Coventry Myton Hospice presented a complex brief.

With 190 rooms to heat and patients requiring uninterrupted comfort and tranquillity, any heating solution had to be robust, reliable and quiet in operation. At the same time, the organisation faced the financial pressures familiar to hospices nationwide: rising operational costs, increased demand for services and a funding model heavily dependent on charitable income.

Hospices in the UK currently receive on average just a third of their funding from statutory sources, and in Myton’s case less than 20%.The remaining must be generated through fundraising, community support and grant income. In that context, reducing operational expenditure is not simply a matter of environmental responsibility; it is an act of financial stewardship that directly protects the quality of care delivered to patients and families.

Ruth Freeman, CEO of The Myton Hospices, explains the stakes clearly: "The reduction in our energy costs so far has been incredible. As a charity, with less than 20% of our funding coming from the NHS, we rely heavily on the support of our local community to ensure people can access our specialist end of life care when they need it most. It costs more than £15 million each year to provide our services free of charge to patients and their families, and over £12 million of that must

be raised through voluntary income.

We have a responsibility to make every pound count, and this project focuses on our long-term sustainability. At a time when many hospices are facing difficult decisions and having to reduce services and cut staff, this investment is helping us to protect patient care and ensure we can continue to be here for people living with life-limiting illnesses and their families now and in the future. We are incredibly proud to be the first hospice in the UK to implement this on such a scale."

THE TECHNOLOGY Neutral Hospice Network approached Go Geothermal in 2024 seeking expertise in large-scale renewable heating. Following detailed consultation and system design, the team specified ten CTC EcoAir 720m air source heat pumps operating in a cascade configuration: a system that intelligently distributes heating demand across multiple units, providing built-in redundancy, extended equipment lifespan and precise capacity matching to the building's requirements.

The CTC EcoAir 720m units, part of CTC's powerful 700 series, were selected for their high output capacity, low noise operation and advanced inverter technology, which maintains high coefficients of performance even in larger installations. Swedish-engineered and purpose-designed for multi-unit configurations, they proved well suited to the demanding requirements of a healthcare environment.

The installation, which also involved Hinckley Plumbing and Heating, Rob Berridge Heating Design Consultants and London Electrical, was completed with minimal disruption to hospice operations. The system now provides both heating and domestic hot water across the full 190room building, maintaining average room temperatures of 23 degrees Celsius and delivering an average coefficient of performance of 4.86 against the 2022/23 baseline year.

Marco Bandeira, Head of Facilities at The Myton Hospices, describes how the decision to proceed was reached: "We had confidence in this project following the initial work we completed with Neutral Home, which involved mechanical improvements to our existing infrastructure and delivered an excellent return on investment. Researching air source heat pump technology and visiting the Go-Geothermal site gave us valuable insight into what the technology could achieve for Myton. Seeing the systems in action helped us understand both the environmental benefits and the significant cost savings they could deliver. If the positive results continue, we would certainly look at opportunities to introduce similar technology at our other hospice sites. By sharing our experiences and the benefits we've achieved, we hope other hospices will feel encouraged to explore similar initiatives and see how sustainable investments like this can reduce

costs, lower carbon emissions and ultimately help direct more resources towards patient care."

SUPPORTING THE FUNDRAISING CASE Beyond the immediate operational savings, the project is also strengthening The Myton Hospices' position with trusts and grant funders. Across the sector, sustainability credentials are becoming an increasingly important factor in funding decisions, and the measurable performance data generated by the installation provides concrete evidence of responsible stewardship.

Jason Levy, Director of Fundraising and Supporter Development, The Myton Hospices, adds further insights: "We are increasingly seeing trusts and grant funders prioritise organisations that can demonstrate a genuine commitment to sustainability.

Projects like this not only reduce our carbon footprint and operating costs, but also show funders that we are taking a proactive approach to securing Myton's future. As a result, trusts and grant funders may be more inclined to support Myton, knowing their investment will be used responsibly and deliver long-term benefits for both the charity and the communities we serve. By becoming more sustainable and efficient, we can focus even more on providing the best possible care for our patients and their families who rely on us."

A MODEL FOR THE SECTOR Go Geothermal, which has been working across commercial and domestic renewable heating installations for two decades, believes The Myton Hospices project establishes a new benchmark for the sector. The combination of a pioneering cascade configuration, measurable performance outcomes and the particular context of a hospice charity makes this installation a compelling case study for any similar organisation weighing up the transition to low-carbon heating.

Total energy consumption at the site has fallen by 50% compared to the 2022/23 baseline. As the system moves through its first full year of operation, ongoing performance monitoring will continue to build the evidence base for large-scale air source heat pump adoption in healthcare environments.

For hospice managers, trustees and facilities teams navigating the same pressures of rising costs, net zero commitments and stretched charitable budgets, the message from Coventry is straightforward: ambitious sustainability goals and the practical demands of frontline patient care are not in conflict. With the right expertise and the right technology, both can be achieved at the same time.

For more information about large-scale heat pump installations, contact Go Geothermal on 01388 720228 or sales@gogeothermal.co.uk

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 18 | THE CARER DIGITAL | ISSUE 295

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.

Major New Care Home to Create 75 Jobs in York Construction of a major new care home in Holgate, York, is entering its final stages, with St Mary’s Care Homes confirming that Acomb Manor Care Home is on track to start welcoming new residents in early winter 2026.

The 66-bed home will provide residential, dementia and respite care for families across York and the wider North Yorkshire area.

Acomb Manor Care Home has been designed to bring long-term employment opportunities to the area. At full occupancy, the home will support around 75 staff, including care, hospitality, wellbeing and support roles, with recruitment planned to begin later this year.

The opening comes at a crucial time, with demand for specialist elderly care continuing to grow across York and North Yorkshire. In North Yorkshire, 57% of all new permanent care home admissions are now for people living with dementia, reflecting the increasing need for specialist support.

At the same time, around one in four people in the county (25%) are aged 65 or over – significantly higher than the England average of 18.4% – with the ageing population expected to drive further demand for high-quality residential and dementia care in the years ahead.

Acomb Manor Care Home also represents one of St Mary’s Care Homes’ most sustainable developments to date. It is fully electric and powered through a combination of air source heat pumps and solar PV panels, enabling the scheme to achieve an EPC rating of A. This approach will keep energy use low while maintaining high levels of comfort and reliability for residents.

The care home, which will provide 34,643 square feet of accommodation, will feature en-suite bedrooms across three floors, along with a range of comfortably furnished communal lounges where resi-

dents can relax and socialise. Other facilities will include an on-site pub and hair salon, beautifully landscaped gardens, and a varied programme of resident-led activities and events.

Kate Desmond, Managing Director of Acomb Manor Care Home, said: “We are looking forward to welcoming residents, their families and the wider community to Acomb Manor Care Home later this year.

Our priority is to create a warm, welcoming home where people receive compassionate, person-centred care and are supported to live fulfilling lives.

“Every aspect of Acomb Manor has been designed with residents in mind, from the comfortable living spaces and engaging activities to the dedicated team who will provide personalised support every day.

We want Acomb Manor to become a valued part of the local community – somewhere residents remain connected to the people and places that matter to them, and where families always feel welcome.”

Steven Davis, CEO of St Mary’s Care Homes, said: “The opening of Acomb Manor Care Home marks another important milestone in the continued growth of St Mary’s Care Homes, reflecting our commitment to investing in high-quality care homes where they are needed most. This represents a significant investment in York, creating around 75 new jobs while delivering a modern care home that will serve local families for many years to come.

“As we continue to grow, we remain committed to investing responsibly in communities where highquality care is needed most. Acomb Manor reflects that approach, combining skilled job creation with sustainable, energy-efficient design to deliver a care home that will benefit local families for generations to come.”

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 20 | THE CARER DIGITAL | ISSUE 295

When Care Ratings Fall Behind Reality

By Kevin Groombridge – Chief Executive, Care Inspections UK (www.careinspections.co.uk) A credible regulator must identify poor care quickly and recognise improvement promptly. When either function slows, the consequences extend beyond the regulatory process. They affect residents, families, staff, commissioners and the viability of care services.

The Care Quality Commission has acknowledged operational difficulties following changes to its assessment approach, technology and structure. Its 2024/25 annual report records 3,825 published assessment reports, compared with 6,230 in 2023/24 and 10,356 in 2022/23. CQC attributed the reduction to technology problems, framework changes and restructuring.

These figures matter because a published rating has practical force. Families use it when choosing a service. Commissioners consider it when making placements. Banks, investors, insurers and purchasers may rely on it when judging risk. Where a service has improved but has not been reassessed, the public record may no longer describe the care being delivered.

For a care home carrying a Requires Improvement or Inadequate rating, delayed reassessment can be damaging. Enquiries may fall, admissions may reduce, and occupancy may decline. Local authorities and Integrated Care Boards may restrict placements or require additional assurance. The provider can remain under pressure after corrective work.

Care homes have high fixed costs, including buildings, leadership, core staffing, insurance and clinical oversight. These do not fall in direct proportion to occupancy. Reduced income may constrain investment in staff, premises and equipment, weakening the resources needed to sustain improvement.

Staff can also be affected. Teams may have strengthened practice and completed a demanding improvement programme, yet the public rating remains unchanged. This can damage morale, complicate recruitment and contribute to turnover. Managers may focus on historic failings rather than further development.

Most importantly, delay can affect residents. Slow regulatory responsiveness creates risk in two directions. Services that remain poor may not receive timely scrutiny, while services that have genuinely improved may continue to experience restrictions and financial pressure. Neither outcome supports safe, stable and person-centred care.

The answer is not to reduce regulatory expectations. Nor should independent assurance replace statutory regulation. CQC has unique legal powers, national oversight and responsibility for public ratings. However, the current difficulties show that quality assurance cannot depend entirely on periodic regulatory inspection.

A stronger model begins with providers accepting direct responsibility for understanding and improving quality. This is not self-certification. It requires boards and senior leaders to maintain reliable evidence, listen to residents and staff, monitor outcomes, test systems and commission independent challenge where appropriate.

International practice illustrates this approach. In the Netherlands, care providers measure outcomes against agreed quality standards, with specified information made publicly transparent. The emphasis is on continuously understanding quality, involving people who use services, and using evidence to improve care.

Australia has similarly placed responsibility on providers and governing bodies. Its aged care quality framework expects leaders to monitor improvement using feedback, incident and complaint data, quality

indicators and other performance information. Providers are expected to operate quality systems that support continuous improvement.

These systems differ from the English context. Their central principle is nevertheless valuable. Regulation works best when it sits above a mature provider-led assurance system, rather than attempting to function as the provider’s quality department.

Provider-led assurance can improve care by identifying risks closer to the point of delivery. Trends in falls, medication errors, pressure damage, infections, safeguarding, weight loss, complaints, staff turnover and hospital admissions can be reviewed as they emerge. Resident and relative experience can be considered alongside operational and clinical evidence, allowing leaders to intervene before isolated concerns become established failures.

This approach also enables continuous performance management. A regulatory inspection provides an important external judgement, but it remains a snapshot. Boards need a moving picture. They must know whether improvements are sustained, whether a service is becoming an outlier and whether actions have achieved the intended result.

There is also a direct relationship between quality assurance and commercial robustness. Reliable information supports better investment decisions, stronger workforce planning and earlier management of operational risk. It can provide credible assurance to commissioners, lenders and purchasers. Quality, reputation, occupancy and workforce stability are closely connected, so organisations that understand performance are generally more resilient.

Independent inspection can strengthen this provider-led model, provided it is rigorous. A useful inspection should examine care practice, medicines, safeguarding, staffing, governance, safety, infection prevention, resident experience and measurable outcomes. Evidence should be triangulated across observation, documentation, interviews and data. Conclusions should be explainable and defensible.

Accreditation matters. Inspection bodies accredited to ISO/IEC 17020 are independently assessed for competence, impartiality, consistency and the operation of their inspection processes. Accreditation does not confer statutory powers or permit an organisation to alter a CQC rating. It does provide external assurance absent from many unaccredited mock inspections. UKAS assesses and accredits organisations that provide inspection and other conformity assessment services.

Mock inspections are inconsistent; their methods and depth vary considerably. Some amount to a brief rehearsal of likely regulatory questions and depend heavily on the judgement of one consultant. Where missed risk can lead to resident harm, placement restrictions, lost income or closure, providers need more than a prediction of how they might perform during a future visit.

ISO 25557:2026, the international standard on care quality for older persons at home and in care facilities, reinforces this direction. It brings individual needs, participation, safety, service quality and organisational responsibility within a coherent framework applicable across different care settings and funding models.

The future should combine effective statutory regulation with continuous provider governance, transparent quality data, commissioner oversight and competent independent inspection. Each has a role. Together, they can provide a more current and reliable picture of quality than any single mechanism can achieve on its own.

The purpose of inspection is not simply to produce a rating. It is to protect people, identify risks, recognise opportunities for improvement and promote better care and care outcomes. When regulatory delays mean a rating no longer reflects reality, providers must demonstrate current performance with robust evidence.

Residents deserve protection from poor care, but they also deserve stable, improving services whose progress can be recognised with confidence.

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

From a First Job in Care, To A 17-year Career When Kim Viner first walked through the doors of Catherine House Care Home as a teenager, it was the day after finishing her GCSEs. Seventeen years on, Kim is now the heart of Catherine House, having worked across almost every part of the home over the years. Her story reflects how working in care can open unexpected opportunities, with each role bringing new experiences, new skills and new ways to support the people around you.

Care has always been part of Kim’s life.

Growing up, she watched both her sister and her mum, Debbie, build their own paths in care, with Debbie spending more than 25 years as Head Chef leading the catering team at Catherine House Care Home.

Over the years, Kim has built her own career within the home, and with her daughter also growing up around the people who work and live there, care has become part of three generations of one family, grandmother, mother and granddaughter.

After her A-levels in philosophy, psychology and art, Kim had the option to go to Trowbridge College to study interior design or a career in care at Catherine House, safe to say, one of those choices stuck for the next 17 years…

HOW IT STARTED “Before joining Catherine House in 2009 when I was a teenager and studying for my A-levels, I was already working weekends as a cleaner at Frome Nursing Home, alongside my sister and people I already knew. Back then, Frome Nursing Home could offer me part-time hours, but Catherine House could offer me full-time, which is what I was looking for at the time.

My decision to go straight into full-time work at Catherine House instead of going on to college or university came down to money. I could have gone on to college or university, but I wanted to start earning. A lot of people I knew went to uni and later found themselves in jobs that had nothing to do with their degree, so for me, going straight into care felt instinctively like the right choice.

Working in care was a path that made sense to me. I’ve always enjoyed helping people, and from a young

age I understood that as people get older, they sometimes need extra support. Working in care has only reinforced that and shown me just how rewarding it can be to make a difference in someone’s day.”

SUPPORT THAT STAYS WITH YOU “I definitely remember my first shift! I was too young at first to work in laundry, so I was thrown straight into cleaning, which actually suited me because I learn best by getting stuck in.

Over the years, my role kept changing. I’ve worked in the kitchen, spent time in care, helped build beds with maintenance, and supported Sharon, our Activities Coordinator, with events and activities. I picked up ordering and rotas, and if something needed doing, I’d usually find myself stepping in.

I’ve done most job roles in this building except nurse, so by the time the administrator role came up, I already had a good feel for how the home worked. It was then that our Home Manager, Sherin, asked if I wanted the opportunity. I said, ‘Let me have some time shadowing the current administrator, so I can see what it actually involves.’ They gave me the time and support to properly look at the role before committing to it, and that made a big difference.”

CONTINUING TO GROW Seventeen years on, Kim’s story reflects how a career in care can change over time, shaped by different roles, life experiences and the people around you. From her first cleaning shifts as a teenager to becoming a key part of daily life at Catherine House, her journey shows how care can grow alongside you, and that you never quite know where it might lead!

Alongside her day-to-day role, Kim has continued to grow through Evolve Care Group’s leadership programme and by supporting projects across the organisation, working with colleagues from the home’s central support office. She says being invested in and encouraged to develop has given her the confidence to keep learning and take on new opportunities.

If you ask Kim what has kept her in care for 17 years, and she will say it comes down to the sense of community. “The people are what make Catherine House special. Not only the people we care for, but the team as well. We’re more than colleagues, we’re a community and a second family.

My daughter doesn’t even come straight to me anymore when she visits, she goes to see other team members, her great-great-uncle, or my elderly neighbour first! That says everything about the welcoming atmosphere we’ve created.

I’m definitely not one of the youngsters anymore! Everyone jokes that I’m part of the furniture, but I think that just shows how much Catherine House has become a big part of my life.”

To find out more about life at Catherine House Care Home, please visit: https://catherinehousecarehome.com/care-homes-in-frome-somerset/

PAGE 22 | THE CARER DIGITAL | ISSUE 295

Making A Difference Through Partnership, Not Provision The UK adult social care sector is facing a severe workforce development crisis driven by outdated, ‘transactional’ training models, a national sector specialist has warned.

Speaking at the Care Management Show in Birmingham, Lesley O’Connor, Head of Strategic Development for Health and Social Care at training provider Realise, said that treating staff development as an administrative, box-ticking exercise is directly damaging staff retention and leaving workers unprepared for increasingly complex care demands.

She said: “A lot of training is still transactional: standard programmes, short-term focus, and limited alignment to actual job roles. And despite completely different workforce demands, we’re still seeing exactly the same training delivered across residential care, domiciliary care, mental health services and community-based care.”

Lesley revealed that a demographic cliff-edge is compounding the problem, with 50% of adult social care registered managers now aged 50 or older.

With 31% to 32% of these leaders projected to retire within the next 10 to 15 years, she issued a stark warning that providers expose themselves to ‘massive succession risks’ unless standard, off-the-shelf training provision is abandoned in favour of deep, co-designed employer partnerships The major flaw in the current system, she pointed out, is the systemic failure to connect educational delivery with actual workplace performance.

She said: “Training is still treated as a process, something that is merely delivered and evidenced. But if that training doesn’t change outcomes in the workplace, then it doesn’t add any real value.

“Are we really developing the health and social care workforce of the future, or are we merely getting better at delivering training?”

While the industry frequently attributes its operational stress to external market pressures, the internal

strategy requires immediate scrutiny.

“We all recognise the pressures of hard to fill vacancies and staff retention, with the added factor of increasingly complex care needs,” Lesley added “But what we’re hearing from the employers we work with is that this isn’t just a recruitment crisis, it’s a workforce development crisis.”

To break the cycle of high turnover, Realise - which works nationally supporting workforce development across the adult social care sector - advocates for a structural pivot away from generic ‘programme delivery’ towards deep operational collaboration.

In practice, this means giving staff a visible, clear future which in turn can transform retention.

“Because,” says Lesley, “when care workers see an explicit pathway for career progression, their likelihood of remaining with an employer increases dramatically.”

The sector can no longer afford to rely on incremental changes.

“If we continue to treat training as provision, we will continue to see the exact same challenges,” said Lesley.

“But if we move to true partnership, where providers and employers work together to build workforces rather than just deliver programmes, we have an opportunity to significantly change the future approach to workforce. Not incrementally, but meaningfully.”

The Care Management Show, held at the NEC, is the largest event for care management and senior leadership and featured more than 60 sector experts including CEOs, directors and managers across residential care, home care and complex.

Realise is a leading national training provider in UK, delivering specialised workforce development, accredited diplomas and apprenticeships across the health and social care sectors.

For more information, visit www.realisetraining.com

Excelcare Team Members Take Part in ‘Pretty Muddy’ Charity Run Thirty-five members of the Excelcare family laced up their running shoes last weekend to take part in Cancer Research UK’s ‘Race for Life Pretty Muddy 5K’ at Beckenham Place Park.

After celebrating her birthday by taking part in the event last year, Chief Operating Officer Sam Manning was inspired by the teamwork and camaraderie she experienced, making her eager to return this year.

Team members from Excelcare’s Support Office in Bromley and care homes across the group joined Sam for this year’s challenge, putting their fitness to the test while raising funds for two important causes: Cancer Research UK and The Excelcare Foundation.

Before the race began, the team gathered at the starting line in their charity T-shirts for a group warm-up led by the Pretty Muddy event team. During this, participants heard powerful stories from people affected by cancer, who shared their personal reasons for taking part. It was a moving moment that encouraged everyone to reflect on the loved ones and colleagues in their own lives who have been impacted by Cancer.

Over the 5K course, the team jogged, walked, crawled and slid their way through a series of muddy

obstacles. Their determination was matched only by their support for one another, with plenty of memorable moments along the way. Sonnie helped teammates by holding up the netting at one obstacle to make it easier for everyone to pass through, while Maddie and Sam crossed the finish line hand in hand in a heartwarming display of teamwork.

The bright pink tops they started the race in were barely recognisable by the end. Despite the mess, every participant crossed the finish line smiling, proud of what they had achieved together and the memories they had made along the way.

After collecting their medals and posing for a group photo, the team celebrated with a well-earned picnic in the park and some time to relax after their achievement.

To top it all off, the team raised an incredible £2,500. In an inspiring show of support, Excelcare’s CEO Osman ‘Ozzie’ Ertosun generously matched the total, meaning more than £2,000 was donated to each charity, helping both Cancer Research UK and The Excelcare Foundation continue their vital work.

Armed Forces Charity Reveals Ambitious National Strategy To Support Veterans Royal Star & Garter has announced plans to transform how it supports the Armed Forces community over the next decade, extending its reach across the country.

Building on its history of specialist residential care for veterans, the charity’s long-term ambitions involve substantial investment in national support programmes with the intention of increasing its impact tenfold.

In ‘Transforming care: our strategy from 2026’, Royal Star & Garter has drawn on its expertise in nursing and dementia care, flexing its approach to provide veterans and their families with help appropriate to their needs. Community-based services will reach people at home or in local hubs, including home-based support, rehabilitation therapies, end-of-life care and help in navigating the care sector.

The charity will share its expertise more widely within the sector by building relationships with partners to enable a more effective and efficient offer to the Armed Forces community. Significantly, it will invest in research into veterans’ care and health needs to better inform the sector and to raise standards of care nationally.

Chief Executive Andy Cole OBE explained the motivation behind this new approach: “Our strategy is about more than expanding our reach, it’s about leading change. We want many more veterans and their families to be able to live well, with the care and support they deserve, now and in the future.

“We asked veterans and their families what matters to them. They tell us they want early support, they

want to stay independent for longer, they want to access the right information, and they want to receive care that reflects their lives.

We have listened and our strategy is built around these emerging needs, keeping veterans at the heart of everything we do.”

Royal Star & Garter Chair Richard Williams MC said: “We know that many veterans are proud, capable and often fiercely independent members of communities up and down the country.

“But that sometimes means that when they face challenges – whether that’s loneliness, declining health, or difficulty living independently – they often don’t access the right support when they need it. Our new strategy is about getting out into communities and recognising the commitment our Armed Forces have made to this country by ensuring our specialist care is there on their doorstep and before they need to come into one of our amazing Homes.

“By investing in these new services and growing our reach, Royal Star & Garter can ensure more veterans live healthier, more connected and more fulfilling lives long after their service has ended.”

Michael served in the RAF and lives at a Royal Star & Garter Home. He said: “As a veteran, I know how easy it can be to not ask for help. Royal Star & Garter understands that. By reaching more veterans and their partners at home and in the local community, more people will get support before they reach crisis point.

That’s good for veterans, good for families and good for the whole Armed Forces community.”

PAGE 24 | THE CARER DIGITAL | ISSUE 295

Alfreton Care Home Resident Celebrates Volunteering Recognition and Snooker Success A care home resident from Alfreton is celebrating two personal milestones after being recognised for his long-term volunteering commitment and enjoying success at the World Snooker Championship in Sheffield.

Fifty-six year old Jason Wood, who lives at Ash Lea House, part of Salutem Care and Education, has been volunteering one day a week with the British Heart Foundation shop in Alfreton for more than two years. During that time, he has become a valued member of the team, helping to raise money for charity and supporting the day-to-day running of the store.

Jason, who is supported by colleagues from Ash Lea House to attend his volunteering role as he requires one-to-one support in the community, recently received a certificate in recognition of his commitment. Katrina Andrews supported Jason on the day he was presented with the award.

Alongside his volunteering, Jason is also pursuing his passion for snooker. He regularly practises at Ash Lea House using the home’s pool table and is a keen fan of Ronnie O'Sullivan.

On 18 April, Jason attended the World Snooker Championship in Sheffield, where he enjoyed the atmosphere of the tournament and also took part in activities during the event. Jason proudly won two medals during the day.

Although he did not meet Ronnie O’Sullivan during this visit, Jason had previously met the snooker star and written him a letter. Jason was supported to book and attend the championship by staff members Nicolas Djuricic and Babalola

Osaji.

Jason has also recently joined his local leisure centre and gym as part of his ongoing wellbeing journey and personal goals.

Ash Lea House is a 24-hour residential home designed to support adults with learning disabilities, physical disabilities, and complex needs.

Natalia Guitu-Josu, manager at Ash Lea House, said: “We are incredibly proud of everything Jason has achieved. His commitment to volunteering over such a long period shows real dedication and kindness, and it has been wonderful to see how much confidence and enjoyment he gains from being part of the community.

“Attending the World Snooker Championship was another fantastic experience for Jason and something he had been really looking forward to. Supporting people to pursue their interests, ambitions and personal goals is a very important part of what we do.”

John Godden, chief executive of Salutem Care and Education, added: “Jason’s achievements reflect the importance of providing the right support to help people lead fulfilling and independent lives.

“Whether through volunteering, sport, health and wellbeing activities or building confidence in the community, it is important that people are encouraged to pursue opportunities that matter to them personally. We are delighted to see Jason doing so well and would like to congratulate both him and the team supporting him at Ash Lea House.”

Caring Trio Signed for Three-Week Course – A Decade Later They’re Still Changing Lives A three-week training course transformed the lives of three Gwynedd women who have celebrated a decade of caring for people with dementia.

Roxanne Aston, Nicole Davies and Sioned Jones all joined the same Step into Care programme on the same day before securing jobs at Pendine Park’s Bryn Seiont Newydd care home in Caernarfon.

Ten years later all three have built successful careers after admitting they had little or no idea what they wanted to do when they left college.

The initiative run by Pendine Park in partnership with the King’s Trust, previously known as the Prince’s Trust, included classroom training and work experience at Bryn Seiont Newydd.

They loved it so much that each of them applied for a permanent role at the home which specialises in providing dementia care.

Looking back the trio said signing up for the programme was a life-changing decision that gave them confidence, direction and great careers they never expected to find in the social care sector.

They are the latest in a long line of success stories as a result of the long-standing partnership between Pendine and the King’s Trust.

Bryn Seiont Newydd manager Sandra Evans said the trio had “slotted perfectly” into the day-to-day life

of the care home from the day they started.

“We take very proud of all three of them and the residents of Bryn Seiont Newydd have benefitted significantly from the commitment Sioned, Roxanne and Nicole have shown in advancing their professional development.

“They are exemplary members of staff who, over time, have truly flourished and demonstrated the dedication required to attain the positions they hold today.”

Pendine Park owner Mario Kreft MBE added the company are committed to supporting people of all ages coming to work in care and support the Prince’s Trust and the ‘truth about youth’ project.

He said: “Of those taking part in the Prince’s Trust scheme we have conversion rate of more than 50 per cent into employment and Roxanne, Nicole and Sioned are shining examples of what you can achieve. They’re great role models.

“We are very proud of the training and personal development programmes we have created. It is something we have been doing for many years so we can provide high quality care, with the emphasis on the long-term wellbeing of our residents and staff.

“The King’s Trust does a truly brilliant job of giving young people hope, belief in themselves and the opportunity to build brighter futures, and we are immensely proud to play our part in that journey by helping them discover rewarding careers in care.”

Advance Care Planning

advance, and whether they wish to be buried or cremated. The initial focus is often on care after death. The peace of mind that comes from knowing these arrangements have been made, and that they will not create a personal or financial burden for their family, enables many people to speak candidly about these aspects associated with their death.

However, the actual dying phase often gets overlooked, and that is what is most important. In the final weeks, days, and hours of our lives, individuals need to consider what matters most to them. They may have a fear of dying or of being alone at the time of death, and simple reassurance from care staff can help alleviate these fears and concerns. Some people have complex family dynamics and wish to reconnect with relatives they have not spoken to for many years. Others may simply want to be read to from a favourite book, spend time outdoors, listen to treasured pieces of music, or have a beloved pet by their side to provide a sense of peace and comfort.

Whatever the wishes of the individual, ensuring that these are documented in an Advance Care Plan helps make certain that their values, preferences, and priorities are understood and respected. This supports personalised, coordinated care and leads to better outcomes for the individual, their loved ones, and those providing their care.

Advance Care Planning is a very simple process. However, the term Advance Care Planning itself can often be misunderstood. Recently, the phrase “What Matters to You?” has become more commonly used and is certainly the way we, at The Gold Standards Framework (GSF), encourage health and social care teams to open conversations about the future wishes and preferences of every individual they care for.

Truly getting to the heart of what is most important to people helps us deliver the best care possible. This ensures that when people reach the end of their own journey, their experience reflects what was important to them, and as care professionals, we get to experience what we term to be “a good death”. For us, a good death is a good outcome.

Starting the conversation and giving people the time and a safe space to explore what is important to them is the first step. For care staff, engaging in conversations about the future and the prospect of dying may seem a daunting undertaking. However, you may be surprised by the reception you receive.

It is important to recognise that some people will not want to discuss the future or openly talk about death, and this must be respected. Advance Care Planning is a voluntary process that we cannot impose upon people. However, we do need to initiate these difficult conversations and document that this has been done. It is then essential that we continue to seek opportunities for engagement so that everyone involved in supporting the individual’s care journey is aware of their wishes and can work towards ensuring their needs, preferences, and priorities are met. As health needs change, people often become more receptive to Advance Care Planning discussions, and care staff should seize any opportunity to encourage individuals to participate in these significant conversations.

There are others who will openly engage in the process and freely discuss their funeral plans, including their chosen funeral director, where important documents are kept, whether the funeral has been paid for in

SUPPORTING BETTER ADVANCE CARE PLANNING The Gold Standards Framework (GSF) offers a range of free Advance Care Planning resources to help health and social care providers build confidence in having meaningful conversations, support person-centred care, and improve the recording and sharing of people’s wishes and preferences. Explore the free resources and tools available to support your organisation and the people you care for: www.goldstandardsframework.org.uk/training-accreditation/free-resources-professionals/

THE CARER DIGITAL | ISSUE 295 | PAGE 25

NHS Partnership Sees Fairlie Healthcare Launch UK’s First Haemodialysis Service in Care Home The first haemodialysis service to be offered in a care home setting has been established in London, thanks to a provider partnership with the NHS. Fairlie Healthcare, which provides specialist nursing care to people living with complex neurological conditions, spent more than 12 months working closely with the renal team at King’s College Hospital NHS Foundation Trust to set up the service at Fairlie House, its 45-bed home in West Norwood specialising in tracheostomy and NIV care.

The initiative has been spearheaded by Fairlie Healthcare’s Director of Clinical Services, Ben Payne, and Kunaal Kharbanda, Consultant Nephrologist at King’s with support from Bromley SEL ICB. The project represents a major step forward in delivering advanced hospital-level clinical care within a community environment.

“This exemplifies what can be achieved when organisations work together towards a shared goal — providing truly person-centred, safe, and specialist care in the community,” said Ben. “We’re incredibly proud to be part of a UK-first initiative that is improving lives and redefining what’s possible in complex care.”

The service was orchestrated following more than a year of collaborative planning and innovation to enable a safe and effective discharge for David Prescod who had been living on the intensive care ward at King’s. David has end-stage renal failure and lives with long-term tracheostomy and ventilation support following a stroke.

Kunaal Kharbanda said; “Haemodialysis treatment is a huge undertaking for patients. For most, travelling to hospital 2-3 times a week is timeconsuming and associated with a poor patient experience. We are seeing rising complexity in the patients we treat and for this group, transport poses an even greater challenge. David’s case highlights what joined-up working can achieve – he now receives his dialysis treatment at home, in an environment that delivers excellent care, with a team he trusts and without the need for travel.

“The NHS needs to continue driving innovation in how care is delivered, with a further shift from the hospital to the community. David’s story shows just how successful that shift can be.”

Eliminating the need to transfer David to hospital for dialysis twice a week with a specialist doctor and nurse lessens the impact on resources and also means that David can spend more time focused on his progress.

The home has recently taken possession of a second haemodialysis machine, doubling its capacity to facilitate discharges, improve patient wellbeing and reduce integrated care costs.

“As a provider caring for those with some of the most complex needs, we continue to drive innovation and collaborate with the sector to develop new clinical admission pathways to support complex discharges,” added Ben. “We have a slow stream rehabilitation pathway for step down and longer term placements and we are looking to develop new pathways spinal injuries, brain injuries and complex enteral feeding.”

Ayr Care Home Creates A Buzz For Bees A Doonfoot care home has celebrated the humble bee with a themed activity day.

Residents, family members and colleagues came together for the special event at Meallmore-operated Greenan Manor Care Home, which culminated in the safe observation of over 12,000 bees.

Residents were joined by beekeeping expert, Phil McAnespie from Ayr who brought his bees along for the event. Former president of the Scottish Beekeepers Association, Phil shared his specialist knowledge and insight while allowing residents to see the bees up close.

Organised by activities coordinator, Clara MacKinnon, what started as a bee observation activity turned into a full Bee Day, which also involved the Greenan Manor housekeeping and catering teams.

The home was covered with decorations; the kitchen chef baked bee cupcakes and residents were invited to take part in quizzes, wordsearches and puzzles centered around these important, winged insects. Colleagues even dressed as bees for

the occasion, while residents joined in the fun with quirky headwear.

The favourite activity of the day was seeing the thousands of bees and hearing about the bee life cycle.

Resident, Ella, said: “The bees were amazing. I thoroughly enjoyed the session and would like him to come back again.”

Resident, Sheila added: “It was an interesting day, and I would love to see the Phil and the bees come back.”

Joe Janikowski, Care Home Manager at Greenan Manor Care Home said: “Clara did a fantastic job of turning what was an interesting activity into an entire day of fun and learning.

Our residents loved taking part in it all – along with the novelty of seeing so many of the Greenan Manor colleagues dressed up as bees! Phil and his 12,000 bees were undoubtedly the highlight of the day. We were all fascinated to be able to get so close to them without fear of being stung, and we learnt so much from him. Thanks to Phil for coming in to share his passion with us, and to Clara and the full team for making the day so special.”

PAGE 26 | THE CARER DIGITAL | ISSUE 295

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

Rose Court Care Home Celebrates African Culture with Vibrant Community Event Residents, families and colleagues at Rose Court Care Home in Radcliffe, Manchester came together for a vibrant African Day celebration, as part of the Year of Culture alongside Napa, celebrating diversity, heritage and the different cultures that make the home community so special.

The event was inspired and led by members of the Rose Court team who originate from different parts of Africa. They worked together to create a meaningful celebration, sharing their traditions, food, music and personal experiences with residents and colleagues.

Ahead of the event, residents enjoyed getting creative during arts and crafts sessions, making colourful feathered headdresses to wear during the celebrations. The handmade creations added to the joyful atmosphere and helped residents feel fully involved in the special occasion.

The home was filled with the sounds, flavours and traditions of Africa, with the kitchen team preparing a delicious traditional meal of jollof rice and chicken for residents and colleagues to enjoy. The

authentic flavours provided a great opportunity for everyone to try something new while sharing conversations and memories together.

Colleagues embraced the celebration by wearing traditional African clothing, while one team member delighted everyone with a traditional African dance performance. Residents, families and staff joined in by clapping, singing and dancing along, creating a wonderful atmosphere of togetherness.

The celebration was a fantastic example of Rose Court’s commitment to inclusion and recognising the diverse backgrounds of its residents, families and colleagues. It gave everyone the opportunity to learn about another culture, celebrate shared experiences and create lasting memories together.

Leanne Batten-Smith, Home Manager at Rose Court Care Home said: “African Day was a wonderful opportunity for our residents, families and colleagues to come together and celebrate the rich cultural backgrounds within our Rose Court family. We are incredibly proud of the team members who shared their heritage with us and helped create such a memorable day filled with music, laughter and connection.”

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

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 28 | THE CARER DIGITAL | ISSUE 295

“Social Care Needs Funding, Not Fixing” as Burnham Urged to Act on Reform The National Care Association (NCA) has renewed its call for urgent, funded reform of adult social care, warning that repeated commitments from politicians – including new Prime Minister Andy Burnham – will count for little unless backed by genuine investment.

The intervention comes in response to the Health and Social Care Committee’s second report on the Independent Commission on Adult Social Care, published on 3rd July, and follows a letter from the Secretary of State to the NCA on the same date. The Committee had called on the Government to publish full reform proposals before 2028, rather than delaying action until after the next General Election.

Nadra Ahmed CBE, Executive Co-Chairman of the National Care Association, said the report confirmed what providers had been warning for decades.

“Adult social care remains under unsustainable pressure,” she said. “We welcome the report and its call for the Government to publish full proposals for reform before 2028, rather than delaying action until after the next General Election.”

According to the Committee’s findings, two million people over the age of 65 and 1.5 million working-age adults are currently going without the care they need. Care workers remain among the lowest paid in the economy, and are twice as likely as the wider workforce to claim benefits, while 1.5 million unpaid carers continue to fill gaps in provision at significant personal cost.

Ms Ahmed argued there was “no reason to delay reform,” noting that Baroness Casey has indicated her review of adult social care could report earlier than the original 2028 target, a timeline the Minister of State for Care has accepted. The NCA is calling for reform to be delivered within this Parliament and underpinned by a funded settlement in the 2027 Spending Review.

CONCERNS OVER FAIR PAY AGREEMENT FUNDING

The statement raised particular concern over the Government’s proposed Fair Pay Agreement, describing the £500 million allocated as insufficient for a workforce of 1.6 million people.

“It will not deliver pay comparable with NHS Band 3 or maintain the pay differentials needed to reward skills, experience and responsibility,” Ms Ahmed said. “Without adequate funding, it will do little to resolve the recruitment and retention crisis.”

The sector continues to face more than 120,000 vacancies, alongside a shrinking domestic workforce and tighter restrictions on international recruitment. The NCA warned that reducing access to overseas workers before pay and domestic recruitment issues are resolved risks “making an already difficult situation worse,” and argued that investment through the commissioning process remains the most effective route to a stable workforce.

“IT DOES NOT NEED FIXING” Ms Ahmed was firm in her assessment of the sector’s resilience despite years of financial strain.

“Social care does not need fixing – it has continued to innovate and deliver despite years of financial pressure,” she said. “What it needs is sustainable funding and recognition as a public service with parity of esteem alongside the NHS.” The NCA represents small and medium-sized independent providers, who deliver more than 80% of registered adult social care in England across care homes, home care, and learning disability and mental health services. Ms Ahmed insisted these providers “must be genuine partners in designing reform.”

A MESSAGE TO THE NEW PRIME MINISTER The statement closed with a direct appeal to Andy Burnham, who has spoken publicly on social care reform on numerous occasions over the years, from proposing a National Health & Care Service in 2016 to describing social care reform as a “top priority” in 2025.

“In welcoming Andy Burnham, we strongly urge the new Prime Minister to bring forward reform during this Parliament, provide the investment the sector needs, and work with providers to build a sustainable social care system,” Ms Ahmed said. “Our members stand ready to help turn that ambition into reality.”

The Secretary of State, the Rt Hon James Murray MP, gave evidence to the Health and Social Care Committee on the work of the Department on Wednesday 8th July 2026.

Meallmore to Open 30th Care Home in Scotland Scottish provider of older person and specialist care, Meallmore, is set to open its 30th care home in spring 2027.

Located in Clarkston, East Renfrewshire, Eaglesham House Care Home will provide personalised nursing care and support for 50 people, including those with dementia and its related conditions.

The purpose-built, state-of-the-art care home will feature a range of amenities including private ensuite bedrooms, a cinema room, hair salon and champagne bar, all thoughtfully designed for residents to relax, socialise and enjoy everyday life.

Once open, Eaglesham House will provide in the region of 80 full time equivalent jobs in a variety of roles, including nurses, care assistants, services team members, administrators, and managers.

Recruitment for these roles will commence in September.

Built on the former grounds of Greenbank Church, the opening of Eaglesham House represents a £15m investment by Meallmore to the local community, supporting continued investment in local facilities. The development forms part of a wider approach to creating high-quality care homes that respond to Scotland’s ageing population and the growing need for modern care services.

Eaglesham House is Meallmore’s 30th care home in Scotland, and ninth within the Greater Glasgow and

West Scotland region.

Earlier this year, Meallmore was named in the Top 20 Large Care Home Groups across the UK for the first time and is recognised for excellent standards of care for its residents, including those living with dementia.

Cillian Hennessey, CEO at Meallmore said: “Eaglesham House is a fantastic addition to our care home portfolio. This modern, luxury home will be finished to the highest standards and is designed for people who want to live well, with the reassurance of expert 24-hour nursing care and support around them. It will provide a safe, comfortable and homely environment for residents, where they can feel part of a warm community.

“Our experience from managing eight other homes in this region of Scotland means we are very well-equipped with knowledge of the area and will look to continue building strong connections with local members of the public and community groups.

“We’re very proud to be opening what will be our 30th care home and look forward to welcoming residents to Eaglesham House next year.”

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

PAGE 30 | THE CARER DIGITAL | ISSUE 295

New WHO Guidelines: Up to 45% of Dementia Risk Could be Prevented or Delayed The World Health Organization (WHO) has released updated guidelines on reducing the risk of cognitive decline and dementia, providing countries with evidence-based recommendations to help prevent or delay the onset of dementia across the life course.

Currently, there are more than 57 million people living with dementia worldwide and nearly 10 million people get newly diagnosed every year, with Alzheimer disease being the most common form of dementia and is estimated to account for 60–70% of cases.

While there is no cure for dementia, up to 45% of the risks can be attributed to modifiable risk factors such as tobacco, alcohol use, social isolation, physical inactivity, air pollution and noncommunicable diseases (NCDs), including high blood pressure and diabetes. Beyond health, dementia affects a person’s independence, dignity and safety.

“We know more today than ever before about what drives dementia risk, and these guidelines translate that knowledge into action,” said Dr Tedros Adhanom Ghebreyesus, WHO Director-General. “Countries now have clear, evidence-based recommendations they can put into practice immediately to protect people’s cognitive health.”

WHO’s new guidelines reflect the latest evidence and innovations in dementia risk reduction providing proven interventions that can effectively lower dementia risk through early awareness and timely action.

They represent an important opportunity to reduce the burden of dementia in the coming decades through stronger integration of services for noncommunicable diseases, mental health and brain health.

The updated guidelines reflect significant growth in the evidence base since WHO first issued recommendations on dementia risk reduction in 2019. They provide consolidated recommendations on addressing unhealthy behaviours, managing medical conditions, and reducing exposure to environmental factors that may contribute to cognitive decline and dementia.

The guidelines recommend several healthy behaviours and lifestyle interventions to reduce dementia risk, including cognitive training and cognitive stimulation and engagement in social activities for adults who have normal cognition or are experiencing mild cognitive impairment.

The updated advice also includes interventions that reduce risk of NCDs, including increasing physical activity, stopping tobacco use, reducing alcohol consumption, adopting a healthy diet, and a new recommendation to reduce exposure to air pollution.

Management of cardiometabolic conditions such as hypertension, diabetes, and high cholesterol can also help reduce dementia risk. Further, hearing aids may be offered as part of risk-reduction strategies.

As an intervention to reduce the risk of cognitive decline and/or dementia, the guidelines do not recommend supplementation with vitamins B and E, omega-3 polyunsaturated fatty acids (PUFA) and multivitamins/minerals in the absence of a diagnosed deficiency, due to the lack of evidence of any potential benefits to outweigh unexpected harmful effects.

REDUCING RISK, PREVENTING ILLNESS

Residents Celebrate The Power Of Music At Dementia Sings Out In Wellingborough The residents and staff at Elm Bank care home in Kettering were delighted in attending the local ‘Dementia Sings Out’ group for an amazing morning of music. The group is held every Thursday at the Compass Church in Wellingborough.

The popular community group, is held every week on a Thursday, it is a group that brings people together who are living with dementia. Carers and family members also enjoy the uplifting benefits of music in a very welcoming and supportive environment.

Live entertainment was provided by Simon from Sunset Magic, who delivered a fantastic performance that featured a variety of well-loved songs. Residents could not resist the urge to join in singing along to familiar tunes, dancing with one another and reminiscing as the music bought back many treasured memories.

Activities Co-ordinator, Tina said: “Dementia Sings Out is a truly wonderful place for the community and our residents love to attend. It is filled with a joyful atmosphere, and proves once gain the benefits that

places like these provide to the local community. We are so grateful for opportunities likes these that allow our residents to stay connected with the local community.”

General Manager Larisa Bledea said: “It is lovely to see our residents and staff enjoying a morning with ‘Dementia Sings Out’, the enrichment this group creates in the lives of all living with dementia is recognisable. It is very important to have links with local groups, it not only allows for good community relationship, but also the impact these groups have on residents here at the home is truly amazing”.

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

Elm Bank care home is run by Barchester Healthcare, one of the UK’s largest care providers, which is committed to delivering personalised care across its care homes and hospitals. Elm Bank provides residential and dementia care for residents from respite care to long term stays.

22,000 People Will Die Without The Care They Need During MPs’ Summer Recess, Marie Curie Warns While Parliament is in summer recess, more than 22,000 people in England will die without the care and support they urgently need. End of life charity Marie Curie is urging the new Prime Minister, Andy Burnham, to make fixing end of life care a priority for his government and deliver the funding needed to transform care for people at the end of their lives.

In a letter to the new Prime Minister, Marie Curie will call on the UK Government to establish a three-year, £200 million-a-year Palliative and End of Life Care Transformation Fund to support the delivery of the forthcoming Modern Service Framework (MSF) and the shift from hospital to community care set out in the NHS 10 Year Plan.

Marie Curie stresses that this is not a call for additional long-term funding for the healthcare system, but a targeted, time-limited investment to unlock better value from the £9.5 billion already spent each year on healthcare in the final year of life.

This funding would act as a catalyst for change, supporting service redesign and the scaling of proven care models that improve patient outcomes while reducing avoidable hospital admissions and stays. Currently, 81% of this spending is directed towards hospital care, compared with just 11% for primary and community services. As a result, too many people are unable to spend their final days in the place they would choose.

A dedicated transformation fund would support local health systems to redesign services, scale proven models of care, and accelerate the Government’s ambition to shift care from hospitals into communities.

By investing in effective, cost-efficient approaches, the fund would help reduce avoidable hospital admissions and ensure people receive coordinated, person-centred support closer to home. This upfront investment would help rebalance resources away from crisis-driven care and towards services that prevent avoidable hospital stays, improving experiences and outcomes for patients and families while easing pressure on the NHS. The economic case is clear: • The Neighbourhood Health Framework targets a 10% reduction in non-elective admissions and hospital

bed days at end of life.

• Achieving this could help save the NHS between £775 million and £790 million annually.

• These savings could be reinvested to improve care and support across the health and care system.

Alongside the transformation fund, Marie Curie is calling for stronger commissioning and accountability arrangements to ensure the Modern Service Framework delivers lasting improvements in care.

Matthew Reed, Chief Executive of Marie Curie, said: “While Parliament is away for the summer break, more than 22,000 people in England will die without the care and support they need. Every one of those people is someone’s parent, partner, sibling, friend or neighbour.

“Prime Minister Andy Burnham has spoken about creating a fairer health service that delivers more care closer to home.

Fixing end of life care must be part of that vision.

“The Government’s forthcoming Modern Service Framework presents a once-in-a-generation opportunity to transform care for people at the end of life. But that ambition can only become reality if it is backed by investment. A dedicated £200 million-a-year Transformation Fund would help deliver the shift from hospital to community-based care that the Government wants to achieve.”

Marie Curie says existing funding is not being directed where it can have the greatest impact.

Matthew Reed added: “Fixing end of life care means fixing commissioning. Charities should not be left plugging gaps in statutory care provision.

“Nearly one in three people dying without the support they need should be a wake-up call for all of us, and particularly for Government. Prime Minister Burnham has an opportunity to deliver lasting change for patients and families across the country.

“Action is urgent. A Transformation Fund for improving end of life care isn’t just the right thing to do, it’s essential for the future of our health service.”

THE CARER DIGITAL | ISSUE 295 | PAGE 31

Millions of Unpaid Carers to Get Recognition and Earlier Support Millions of unpaid carers in England will be better recognised, referred to support and helped to reach their full potential, under a new cross-government action plan published earlier this month.

Nearly one in 10 people in England is an unpaid carer – providing an invaluable service in society looking after family members, friends or loved ones.

However, unpaid carers can experience challenges with keeping up careers or education, looking after their own health – including loneliness and isolation – and difficulties in taking breaks away from caring.

The action plan is underpinned by 3 central pillars: • recognising our carers • referring them to services • helping them reach their potential Recognising includes making sure they are identified early, particularly young carers. Unpaid carers can then be referred to the support they need whether it’s financial (such as the Carer’s Allowance), employment support (such as Carer’s Leave and flexible working) or health and social care services. Support also includes helping them to reach their potential or remain in work or education, so they can have fulfilling lives beyond their caring responsibilities.

Minister of State for Care, Stephen Kinnock, said: “Unpaid carers make an extraordinary contribution in our communities, caring for loved ones, often putting the needs of others before their own, and we owe them a debt of gratitude for all they do.

But too many still go unseen, struggle to find support or feel caring has held back their own health, education, work or retirement.”

“Our action plan is addressing some of these challenges and is focused on helping carers reach their potential in education or work. To all unpaid and young carers across the country – this government values your contribution and is committed to building a system that recognises and supports you.”

The main measures of the plan include: • unpaid carers registering their role on the NHS App so health professionals can clearly see they are a carer and involving them in care planning and referring them to the right support • the single patient record will mean all health and care providers will have the same information for a person

– meaning unpaid carers will no longer need to repeat the same information about the person they care for, while helping them manage appointments and prescriptions • unpaid carers information page on GOV.UK putting clear guidance from health, social care, employment and benefits in one place for the first time – launching this summer • a ‘carers’ charter’ to be published, setting out the carer’s rights and entitlements • the government will require employers with more than 250 workers to improve the support for unpaid carers from spring 2027 so they can continue in their careers while carrying out their caring responsibilities • carers to be central to hospital discharge planning, under reforms to the Better Care Fund • young carers will be identified quicker and better supported so they can stay in education without falling behind at school. Schools will be held accountable by data on young carers’ attendances alongside secure information sharing about young carers across services, so they are supported Kirsty McHugh, CEO, Carers Trust, said: “This action plan has the right aims – to make it easier for carers to be identified, get support, and ensure carers are properly considered across health, education and employment. All too often carers continue caring without support, despite the impact on their wellbeing, finances and future opportunities.

“The plan is a positive step as we await the Casey Commission on social care reform, and it must lead to tangible change for carers. That means ensuring help is available when they need it, sustained investment in the services that support them, and a long-term strategic approach that tackles the pressures carers face every day.

The action plan follows the steps the government has already taken to support unpaid carers including raising the Carer’s Allowance earnings limit by more than £2,750 in 2 years, the largest increase since the 1970s. Alongside this, Universal Credit and Pension Credit provide an additional £2,500 a year to 1.1 million unpaid carers through the carer element and carer addition.

The Department for Business and Trade has also launched a consultation on employment rights and carer’s leave, with proposals to introduce paid carer’s leave and a right to return to work following a period of intensive caring.

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

PAGE 32 | THE CARER DIGITAL | ISSUE 295

Charity Warns Corridor Care Won’t End Unless Discharge Delays Are Fixed Age UK is calling on the Government and NHS leaders to take urgent action to tackle delayed hospital discharges among older people, describing the issue as a “crisis hiding in plain sight”.

This is essential, the Charity say, if there is to be any hope of reducing and ultimately eliminating excessively long waits in A&E and the associated phenomenon of corridor care – both of which severely impact our older population.

In a powerful new report, The Longest Wait to Leave, Age UK’s new analysis shows how older people can experience harm at every stage of their journey into, through and out of hospital again, because of unwarranted delays.

These can start with waiting for an ambulance, then in A&E for a decision to admit and a bed on a ward, finally culminating in a delayed discharge when they are well enough to go home.

The Charity argues that far too little policy attention has been paid to tackling delayed discharges by successive governments, so it’s not surprising they have soared.

Age UK’s analysis of the relevant statistics tells a sorry story: • In 2025/26, more than half (57%) of people that could be discharged on a typical day are still stuck in hospital.

• This means over 13,000 people every day are still in hospital despite being medically well enough to leave, overwhelmingly older people.

• Since 2021, this number has grown by nearly 70%, • In 2025/26, 6.75 million bed days were lost to discharge delays of seven days or more.

• In June 2026, delayed discharges cost the NHS £229 million. For 2025/26 the total cost was £2.66 billion.

• 12+ hour waits in A&E for a hospital bed hit 50,000 in June, a new high for that month and more typical of the height of winter. A shortage of hospital beds is a leading factor in this crisis, because if someone who is medically fit to leave is stuck in a bed that means it cannot be used by another person who needs to be admitted.

• Across all of 2025/26, the average bed occupancy for adult general and acute beds was 94.5% well above the threshold of 85% that experts say is safe[x].

• Nearly 1 in 7 (14.4%) of all our hospital beds are being occupied by people who are medically fit to leave In October 2025, Age UK revealed that the number of people experiencing corridor care had grown 525fold since 2015/16, reaching over half a million incidents in 2024/25.

We now know that in 2025/26 this number increased again, reaching 570,957 incidents, with a record

71,000 incidents in January 2026 alone. For comparison, in all of 2011/12, the earliest available full financial year, there were just 123 incidents across the entire year.

Estimates from June 2026 were that delayed discharges cost the NHS upwards of £229 million in a single month. Across all of 2025/26, the annual cost was estimated to be £2.66 billion.

Lack of social care is another reason for delayed discharges, and an associated problem is disagreements between councils and the NHS over who should pay for an older person’s support when they go back into the community.

Age UK believes that with political will, the right policy responses and applying the lessons from those hospitals with much less of a problem with delays, it really should be possible to improve the situation, ultimately ending corridor care, as Ministers have pledged, and delays more generally.

Caroline Abrahams, Charity Director at Age UK, said: “Policy makers have stopped talking about delayed discharges, but they are high and rising – truly a crisis hiding in plain sight. They do enormous harm to older people and cost the NHS and the taxpayer an absolute fortune. What’s more, we will never end the horror of corridor care at the front door of hospitals, for as long as we fail to get a grip on the problem of delayed discharges at the back door.”

“The good news is that it’s a problem we can solve, with political will, the right policy responses and by applying the lessons from those hospitals that have made progress in tackling delays. Above all we must agree a new approach that ends the squabbles between councils and the NHS about who pays for an older person’s support when they are fit to go home from hospital; increase the overall number of hospital beds; and build up capacity in the community to take these older people back and help them to make a good recovery, in part by making much greater use of voluntary sector effort, such as that we offer Age UK. “Ultimately of course, we also need to reform social care so there are more and better services available to reduce the risks of older people needing to go to hospital in the first place, and to give them the support they need to get well again, when a hospital stay is unavoidable and they are well enough to leave.”

“Our report shows how terrible the impact on older people is when they are medically fit for discharge, but the arrangements cannot be put in place quickly enough or at all to allow this to happen. They are the victims in these situations, and that’s why we feel very strongly that the term ‘bed blockers’, which contains more than a tinge of ageism, should never be used again.”

Emily Miles Appointed Chief Executive of the Care Quality Commission Emily Miles has been appointed Chief Executive of the Care Quality Commission (CQC).

Emily joins CQC from her current role as Director General for Food, Farming, and Biosecurity at the Department of Environment, Food and Rural Affairs, and will take up the role in the autumn from interim Chief Executive Dr Arun Chopra. Arun will be returning to his substantive role of Chief Inspector of Mental Health.

Emily has significant experience of regulation, including as CEO of the Food Standards Agency, overseeing food safety and protecting the consumer interest in the food system across England, Wales and Northern Ireland.

Her selection follows a recruitment process led by Kay Boycott, CQC’s Interim Chair, with the involvement of the non-executive members of CQC’s Board, representatives from stakeholder bodies and regulators, and Baroness Julia Neuberger, the government’s preferred candidate as CQC’s Chair.

Kay Boycott, Interim Chair of the CQC said: “I am pleased that Emily will be bringing her leadership and regulatory insight at such an important time for CQC. Her experience leading organisations through challenging times, driving a high-performance culture, delivering large-scale change programmes, and rebuilding stakeholder trust will be invaluable as we continue to turnaround CQC to do better for people who use, lead and work in health and care services.

“Emily’s experience of regulatory innovation will also be helpful as CQC adapts to the significant

changes in the health and social care sector and uses our unique position in the regulatory landscape to help support improvement.

“We know how important this Chief Executive role is to ensure that we accelerate the progress we are making towards becoming the strong, effective regulator that people need and deserve – that’s why we conducted such a far-reaching and rigorous recruitment process. The Board are clear-sighted about the scale of the task still ahead for CQC and look forward to working with Emily and the team to drive this forward at pace.

“I would like to thank Arun for his support and commitment as Interim Chief Executive.”

Emily Miles said: “I’m delighted to have been appointed Chief Executive of the Care Quality Commission and look forward to starting the role later this year. My career has been built on public service and rooted in a deep commitment to putting people’s needs first. I’m immensely proud that I will have such a crucial role in delivering CQC’s vision that everyone gets safe, effective, compassionate care.

“I will do all I can to make sure that the independent regulator of health and social care protects people and supports services to improve – as well as encouraging services to work better together so people stay well and get high-quality care when they need it.”

This appointment follows the announcement by the Secretary of State for Health and Social Care, James Murray MP, that Rabbi Baroness Julia Neuberger DBE is the preferred candidate for next Chair of CQC.

Major New Care Home to Create Up to 85 Jobs in Bowburn Construction of a major new care home in Bowburn, County Durham, is moving into its final stages, with St Mary’s Care Homes confirming that Bowburn Manor Care Home is on track to start welcoming new residents in early winter 2026.

The 73-bed home will provide residential, dementia and respite care for families across County Durham and the wider North East region.

Bowburn Manor Care Home has been designed to bring long-term employment opportunities to the area. At full occupancy, the home will support around 85 staff across care, hospitality, wellbeing and support roles, with recruitment planned to begin later this year.

The home also marks one of St Mary’s Care Homes’ most sustainable developments to date. The building has been designed around enhanced thermal performance, high-efficiency systems and integrated renewable energy sources.

Karen Johnson, Home Manager of Bowburn Manor Care Home, said: “Joining Bowburn Manor at such an exciting stage is a fantastic opportunity, and I’m looking forward to building a caring, compassionate team that will make a real difference to the lives of local people.

“From the moment we open our doors, our focus will be on creating a warm, welcoming home where residents feel safe, valued and supported to live fulfilling lives. We can’t wait to become part of the Bowburn community and welcome residents and their families into their new home.”

Kirsty Crozier, Managing Director of St Mary’s Care Homes, said: “Bowburn Manor Care Home represents an important investment in the future of care across County Durham. We’ve designed the home to provide an exceptional environment for residents while supporting our teams to deliver the highest standards of personcentred care.

“We’re proud to be creating a home that not only meets the growing demand for residential and dementia care but will also become a valued part of the local community for many years to come.”

Steven Davis, CEO of St Mary’s Care Homes, said: “The opening of Bowburn Manor Care Home marks another important milestone in the continued growth of St Mary’s Care Homes, reflecting our commitment to investing in high-quality care homes where they are needed most. This is a significant investment in County Durham that will create around 85 new jobs while providing a modern care home that will serve local families for many years to come.

“As we continue to grow, we remain committed to investing responsibly in communities where high-quality care is needed most. Bowburn Manor reflects that approach, combining skilled job creation with sustainable, energy-efficient design to deliver a care home that will benefit local families for generations to come.”

THE CARER DIGITAL | ISSUE 295 | PAGE 33

NIHR Annual Report Reveals £1.7 Billion Investment in Health and Care Research, Marking Two Decades of Impact The National Institute for Health and Care Research (NIHR) has published its Annual Report for 2025/26, marking two decades of transforming the health and social care research landscape in the UK. The report reveals that the Department of Health and Social Care (DHSC) invested £1.7 billion in health and care research through the NIHR during 2025/26 — a 5% (£84 million) increase on the previous year.

This continued investment is delivering significant economic and social returns, generating more than £13 for every £1 spent and acting as a powerful driver of national economic growth. Initial estimates suggest that activities funded or enabled by the NIHR in 2025/26 contributed £8.8 billion of Gross Value Added (GVA) to the UK economy and supported 111,845 jobs nationwide.

Driving Impact Across the Sector Throughout the year, the NIHR directed cutting-edge research towards the nation’s most pressing health and care challenges, aligning its work with major government initiatives including the 10-Year Health Plan, the Life Sciences Sector Plan and the new National Cancer Plan.

Inclusion remained a central priority for the organisation, which views diversity in research as fundamental to good science and effective health outcomes that reflect the UK’s diverse population.

This year saw the launch of the NIHR’s landmark Sex and Gender in Research Policy, designed to improve inclusivity by requiring researchers to consider how sex and gender-related factors influence findings.

The NIHR also committed £50 million to investigate inequalities in cardiovascular disease, a condition that disproportionately affects older people and Black African, Black Caribbean, and South Asian communities — a matter of particular relevance to the care sector, given the age profile of many residents.

The flagship Be Part of Research volunteer service continued to grow, reaching 702,751 registered volunteers willing to take part in research, including 15% from historically underrepresented ethnic minority groups. Meanwhile, the NIHR refocused its Global Health Research programme to prioritise health security

and diseases of poverty across sub-Saharan Africa and South Asia.

Strengthening the UK’s Life Sciences Standing The UK’s global position in life sciences and healthtech was also strengthened over the past year. Responding to the government’s target to reduce commercial study set-up times, the NIHR reduced average commercial trial set-up times to 122 days in the first half of the year.

A record 707 new commercially sponsored studies were added to the NIHR portfolio — the highest number in a decade — achieving 100 international recruitment firsts, comprising 32 global and 68 European milestones.

The organisation also progressed a number of pioneering technological innovations, including trialling AI-powered “SmartSocks” to track early signs of dementia in adults with Down Syndrome, and backing the AI Research Screening Platform (AIR-SP) with almost £6 million to speed up cancer diagnoses across the NHS — developments that may in time offer real benefits for residents in care settings.

Investment in career development and research training also rose by 30% (£71 million), supporting 10,401 researchers as part of efforts to secure the future of the UK’s research workforce.

Reflecting on Two Decades of Progress Professor Lucy Chappell, CEO of the NIHR, said: “This year’s annual report showcases the best of the NIHR: delivering research that improves lives whilst strengthening the UK’s economy.

“We are very proud of our researchers, research participants, patients and public involvement communities who bridge the gap between world-class science and frontline health and care.

“In our 20th anniversary year, we reflect on the impact NIHR has had on research on a global stage and its role in making the UK a world leader for life sciences. We look to the next 20 years with excitement as we continue to innovate, invest, deliver impact and champion inclusion.”

102nd Birthday Celebrations For Freda Celebrations have been in full swing at Bayleaf Care Home in Huntingdon, as one of its residents reaches her 102nd birthday in style.

Freda Smith, who was born on July 12th 1924, was joined by her children, grandchildren and great-grandchildren as well as staff from the home and her fellow residents for a very special birthday lunch at the home before Freda and her guests enjoyed a special birthday cake made by the home’s chef Stephane Roqueta.

Katie Wilkinson General Manager of Bayleaf Care Home added: “We’re

delighted to get the opportunity to acknowledge a truly remarkable woman as she celebrates 102 amazing years. Freda is such a popular resident who always has an interesting tale to tell, and we look forward to hearing many more. We have a few more surprises for Freda over the next couple of days and cannot wait to see her reaction.”

Speaking of the day, Freda said: I have had a wonderful day with my family all here with me. I never thought that I would celebrate being 102 and yet I still feel so well and so young’.

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 34 | THE CARER DIGITAL | ISSUE 295

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 295 | PAGE 35

CATERING FOR CARE

Nellsar Care Homes Expands Nutrition Champion Initiative Following Early Success Across its Homes A family-run group of 13 Care Homes is expanding its Nutrition Champion initiative across more of its Homes, following the positive impact already seen in supporting residents’ well-being and enjoyment at mealtimes.

Nellsar Care Homes, which operates Homes across Kent, Surrey and Essex, first introduced the Nutrition Champion initiative at Lulworth House Residential Care Home, with one Champion helping to strengthen its person-centred approach to nutrition and hydration. Following the success of the initiative, Nellsar now has an additional five Nutrition Champions, extending the role more widely across the organisation, building on the nutritional support already in place and helping to embed good practice across even more of its Homes.

Nutrition Champions work alongside their existing roles within Nellsar’s Homes, bringing nutritional awareness into everyday care. They come from a range of backgrounds, including Care, Nursing, Activities, Hospitality, Well-being and Kitchen Teams, united by a shared commitment to improving residents’ dining experiences and overall well-being.

Since the programme began, Nutrition Champions have played an important role in identifying residents at risk of malnutrition earlier, supporting timely interventions such as personalised meal plans, food fortification and enhanced monitoring. In several cases, residents experiencing unplanned weight loss have shown improved dietary intake and weight stabilisation following Champion-led support.

Katja, Nutrition Lead at Lulworth House Residential Care Home, said: “Being a Nutrition Champion gives us the opportunity to really understand each resident as an individual. We look at what they enjoy eating, how they like meals to be served, any cultural preferences, and the support they may need to dine comfortably.

“We use this understanding to shape a personalised environment and create calmer, more enjoyable mealtimes. It has helped individuals feel involved in their choices, engaged at the table and satisfied with their meals. Seeing that impact on appetite and overall well-being is incredibly rewarding.”

Nutrition Champions have worked closely with Chefs and Catering Teams to review menus and identify opportunities to increase nutritional value, particularly for residents who require higher protein or energy

intake. They have also supported the development of more varied and appealing options for residents requiring texture-modified diets.

Sharon, Nutrition Champion at Hengist Field Care Home, explained: “One of the most valuable parts of the Nutrition Champion role is how it brings our Care and Catering Teams closer together. The Care Team may notice that a resident is eating less, struggling with certain textures, or showing a change in routine. Through the Champion role, those observations can be shared quickly with the Catering Team, so we can look at practical changes such as fortified meals, alternative dishes, different portion sizes or adapted presentations.

“It has helped us move away from nutrition being seen as one team’s responsibility. Instead, everyone has a part to play, from noticing small changes, to preparing the right meals, to supporting residents in a relaxed dining environment. Through this collaborative approach, each person receives consistent support, while our teams feel better informed and able to respond with confidence.”

At Nellsar, mealtimes are viewed as far more than a food service, they are an important part of daily life, supporting comfort, dignity, independence and social connection. By considering each resident’s unique tastes, routines, cultural heritage and personal capabilities, Nutrition Champions help create a dining experience that is welcoming, inclusive and tailored to individual needs.

Leni Wood, Head of Nutrition and Wellness at Nellsar Care Homes, said: “We have been so pleased with the positive impact our Nutrition Champions have already made and this success has given us a strong foundation to extend the role more broadly across the organisation.

“Our Champions bring nutritional care to life in a very practical and personal way. They help identify concerns early, support meaningful interventions and work closely with teams across each Home to ensure residents receive coordinated, compassionate support. For instance, something as simple as increasing protein provision has supported the healing of painful skin conditions, showing just how important personalised nutrition can be to residents’ comfort and overall health.”

Westgate Healthcare Qualified to Deliver Specialist Dementia Dining Training Westgate Healthcare has strengthened its dementia care training programme after becoming one of only three UK care providers authorised to deliver Dining Immersive Experiential Training (DIET) in-house.

The milestone follows the qualification of Westgate Healthcare’s Group Training Manager, Maria Fagen, as a facilitator for the DIET programme, developed by Training2Care.

The training helps care teams better understand the challenges people living with dementia can experience during mealtimes, including changes in perception, sensory processing, coordination and cognition. Using specialist sensory equipment, colleagues are guided through a simulated dining experience to help them experience firsthand how eating and drinking can become confusing, frustrating or overwhelming for residents living with dementia.

Westgate Healthcare has now embedded DIET training into its three-day induction programme, alongside the Virtual Dementia Experience, another immersive Training2Care programme completed

by Maria earlier this year.

Maria said: “Delivering outstanding dementia care starts with understanding the person behind the diagnosis. By introducing this training into our programme, every colleague begins their journey with greater empathy, confidence and understanding.

“I’m incredibly proud that Westgate Healthcare is one of only three organisations able to deliver this training internally, allowing us to continually develop our teams and ultimately improve the lives of our residents.”

Maintaining good nutrition and hydration can be one of the greatest challenges for people living with dementia. Westgate Healthcare says the training is designed to help colleagues make meaningful changes to mealtime support, with the aim of improving residents’ nutritional intake, wellbeing and overall quality of care.

Tel: 0208 953 7600 Email: info@westgatehc.co.uk Website: www.westgatehealthcare.co.uk

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 36 | THE CARER DIGITAL | ISSUE 295

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.”

Aurem Care Chefs Enhance Skills Through Specialist Training In Texture-Modified Dining Chefs from across Aurem Care have completed specialist training designed to further enhance the quality, safety and presentation of meals for residents with swallowing difficulties.

The training focused on the International Dysphagia Diet Standardisation Initiative (IDDSI) framework, which provides globally recognised guidance on the preparation and testing of texture-modified foods and thickened liquids for people living with dysphagia.

Delivered through Aurem Care's partnership with Oak House Kitchen (OHK) and foodservice supplier CREED, the refresher programme equipped chefs with the latest techniques to safely prepare meals that are both nutritious and appealing while meeting the specific dietary needs of residents.

OHK has developed the innovative Molila system, a comprehensive set of practices and techniques that supports chefs in creating texture-modified meals safely and consistently. The system includes detailed recipes that address each individual component of a dish, ensuring foods are prepared using the correct techniques to achieve the appropriate consistency while adhering

to the IDDSI framework.

During the training, chefs demonstrated their skills by creating a range of dishes adapted across multiple IDDSI levels. One standout example was mushroom pasta with chicken in a white wine sauce, served with peas and butternut squash, carefully prepared across Levels 6, 5 and 4.

The quality of the meals produced was praised by trainers, with participants showing enthusiasm, commitment and a willingness to further develop their expertise.

By using the Molila system and IDDSI framework, Aurem Care's chefs are able to create meals that not only comply with the required safety standards but also look appetising and deliver a positive dining experience for residents.

Chelsea Jeffrey, head of food experience at Aurem Care, said: "With the continued support of specialist teams like OHK, our chefs have gained the knowledge and guidance to be able to confidently produce fantastic meal options for residents on modified meals, allowing them to experience mealtimes like any other resident.

"I am proud to be part of the ever-growing improvement of textured modified meals and how we deliver them to our residents."

THE CARER DIGITAL | ISSUE 295 | PAGE 37

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 38 | THE CARER DIGITAL | ISSUE 295

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 40 | THE CARER DIGITAL | ISSUE 295

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 295 | PAGE 41

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 42 | THE CARER DIGITAL | ISSUE 295

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 295 | PAGE 43

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 44 | THE CARER DIGITAL | ISSUE 295

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 295 | PAGE 45

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 46 | THE CARER DIGITAL | ISSUE 295

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 48 | THE CARER DIGITAL | ISSUE 295

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 295 | PAGE 49

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.