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Issue 302
Earned Settlement Plans Could Deepen Workforce Crisis Sector Leaders Warn
A coalition of adult social care organisations, healthcare professionals and migrants' rights groups has this week warned MPs at Westminster that the Government's proposed "Earned Settlement" reforms could deepen the workforce crisis gripping the care sector. The warning comes as ministers prepare to press ahead with implementation this autumn of changes that could substantially extend the time some migrant
care workers must spend in the UK before becoming eligible for Indefinite Leave to Remain (ILR). The proposals were published by Home Secretary Shabana Mahmood in November 2025 and would overhaul the route to indefinite leave to remain for around two million people currently living and working in the UK.
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PAGE 2 | ISSUE 302 | THE CARER DIGITAL
EDITOR'S VIEWPOINT
Welcome to the latest edition of The Carer Digital! BETWEEN A ROCK AND A HARD PLACE It would appear that the Government is, once again, between a rock and a hard place. On one side it is under mounting pressure over immigration; on the other, it is staring at youth unemployment figures that make for uncomfortable reading, with the number of 16 to 24-year-olds not in employment, educaEditor tion or training standing at almost one million — 981,000. On the face of it, then, one could understand the political logic: reduce the flow of overseas workers, and encourage the young unemployed to fill the gaps instead. It is a neat idea. Unfortunately, social care is rarely neat, and the sector's own figures tell a rather more complicated story. The latest Skills for Care statistics do contain some genuinely welcome news. The adult social care vacancy rate in England fell to 6.2% in 2025/26 — its lowest level in a decade — with around 96,000 posts still unfilled. The workforce grew by roughly 22,000 filled posts over the year. On the surface, that is real, hard-won progress, and providers up and down the country deserve credit for it. But look beneath the headline figure and the picture changes. The number of posts filled by British nationals fell by 40,000 during 2025/26 alone, and by around 130,000 since 2020/21. Meanwhile, the number of people arriving from overseas to take up direct care roles in the independent sector has collapsed — down to around 30,000, compared with 50,000 in 2024/25 and 105,000 as recently as 2023/24. Skills for Care itself has warned that, despite the improvement in vacancies, the sector remains heavily dependent on international recruitment and faces serious longer-term pressures, with a further 410,000 posts potentially needed by 2040 to meet the demands of an ageing population. Put simply: the workforce has been growing because of international recruitment, not despite it, and that pipeline is already narrowing sharply — well before the Government's proposed "Earned Settlement" reforms have even come into force. As we report in our lead story, those proposals would see the standard qualifying period for Indefinite Leave to Remain double from five to ten years for most migrants, but care workers — classed among "low and medium skilled profes-
Peter Adams
sionals" — would face a punishing 15-year baseline, with refugees waiting 20 years. Sector leaders, healthcare professionals, racial equality campaigners and migrants' rights groups are united in their alarm, and rightly so. So while the political temptation to tighten the taps is understandable, sector leaders are warning, with some justification, that these reforms are set to make a bad situation worse. There is a clear case for the Government to press pause and think again. Encouraging more young unemployed people into care careers is a goal every one of us in this sector should support — but it cannot be built on the rubble of a workforce strategy that has, however imperfectly, been keeping services running. The moral, social and professional contribution made by international nurses, care workers and clinical support staff must not be reduced to a line on a salary threshold. These are key public service occupations, and they deserve protected, predictable routes to recruitment and settlement — not a retrospective 15-year obstacle course. None of this can be resolved from the sidelines, however, which is why I want to flag something else in this issue: The Government has launched the third wave of its Adult Social Care Workforce Survey, seeking to hear directly from you — nurses, care workers, personal assistants, social workers, managers, agency and self-employed staff, and those on zero-hours contracts, across residential care, nursing homes, home care and disability services. It covers wellbeing, pay and conditions, workplace culture, experiences of violence, harassment and bullying, and — crucially, given everything above — your awareness of the reforms heading your way and your intentions to stay in, or leave, this sector. Ministers cannot claim to be listening to the workforce while simultaneously legislating without one. If this survey is to carry any real weight in shaping the forthcoming National Care Service and Fair Pay Agreement, it needs your voice in the numbers, not just ours in the headlines. I would urge every reader, whatever your role, to take the ten minutes it requires and take part. It is, perhaps, the most direct answer any of us can give to a Government that finds itself, on this issue as on so many others, between a rock and a hard place. 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. I can always be contacted at editor@thecareruk.com
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THE CARER DIGITAL | ISSUE 302 | PAGE 3
Earned Settlement Plans Could Deepen Workforce Crisis Sector Leaders Warn
(CONTINUED FROM FRONT COVER) Under the Earned Settlement model, the standard qualifying period for ILR would double from five to ten years for most migrants. Care workers and other roles classed as "low and medium skilled" — broadly, those below RQF level 6 — would face a longer 15-year baseline, while refugees would face a 20-year wait. Additional penalties would apply to anyone who had received benefits, entered the UK on a visitor visa, or overstayed at any point, while higher earners would be offered a faster route: reductions of up to seven years are on the table for those earning above roughly £125,000, and five years for those above roughly £50,000.
FOUR PILLARS The changes would apply retrospectively to everyone who has not yet obtained ILR, alongside longer periods of work restrictions, exclusion from public funds, and higher visa fees — the ILR application fee alone rose to £3,226 per applicant in April 2026. The framework rests on four pillars: character, integration, contribution and residence. All applicants would need to clear a set of mandatory requirements, including • No disqualifying convictions or immigration breaches • No outstanding NHS, tax or other government debt • English language ability at the higher B2 level, a pass in the Life in the UK test • Annual earnings above £12,570 sustained for a period of three to five years, with the exact length still subject to consultation The public consultation on the proposals closed on 12 February 2026, but the Government has yet to publish its formal response or an accompanying impact assessment. Ministers had originally signalled implementation from spring 2026; that timetable has since slipped, and as of the most recent official position no Statement of Changes had been laid before Parliament, meaning the current five-year ILR rules continue to apply in full to live applications. Implementation is now expected this autumn under Prime Minister Andy Burnham, who succeeded Sir Keir Starmer in July and has made social care reform, led from the Department of Health and Social Care by Yvette Cooper, a stated priority for his government.
MIXED PICTURE With international recruitment having propped up a workforce depleted by falling numbers of British-born staff, sector leaders argue the proposals could not come at a worse time. The latest figures from Skills for Care present a mixed picture. The adult social care vacancy rate in England fell to 6.2% in 2025/26, its lowest level for a decade, with around 96,000 vacant posts. The workforce also grew by approximately 22,000 filled posts during the year. However, the figures also show that the number of posts filled by people with British nationality fell by 40,000 during 2025/26, and by around 130,000 since 2020/21. Meanwhile, the number of people arriving from overseas to take up direct care roles in the independent sector fell to around 30,000, compared with
50,000 in 2024/25 and 105,000 in 2023/24. Skills for Care has warned that, despite the improvement in vacancy levels, the sector remains heavily dependent on recruitment from overseas and faces significant longer-term workforce pressures. It estimates that a further 410,000 posts could be required by 2040 to meet the needs of an ageing population. The figures therefore raise concerns that immigration changes could arrive at precisely the point when providers are attempting to build a more stable and experienced workforce.
REFORM PRACTICES Jane Townson of the Homecare Association pointed out that workers without UK or EU nationality make up 30% of the homecare workforce, and that international recruitment has been essential to sustaining service levels since 2020, as the number of British nationals in the care workforce has fallen sharply. She called on the Government to reform commissioning practices, make it easier for care workers to settle, and allow more flexible visa arrangements. Professor Martin Green of Care England said the Prime Minister had made social care central to his premiership and that hope had begun to return to the sector — but warned that continuing with the proposals risked that hope “curdling into the same disillusionment care workers have felt for a decade.” Karolina Gerlich of the Care Workers’ Charity said a 15-year wait for settlement asked more of care staff than of any other profession, at precisely the moment the sector most needs to retain experienced workers, and called on the Prime Minister to use the opportunity to change course on adult social care.
WIDER IMPACT The impact would be felt well beyond social care. Dean Rogers of the Society of Radiographers said radiography has faced a long-standing workforce crisis, with internationally trained staff now making up almost a third of registered diagnostic radiographers, and pointed to Health and Care Professions Council data showing the number of internationally trained registrants working in the UK had already fallen by more than 600 — a 12% drop — between May 2025 and May 2026.
ECHOES OF WINDRUSH Organisers argue the parallels with the Windrush scandal are direct: many of those set to be affected came to the UK during the COVID-19 pandemic to work in health and social care, in much the same way the Windrush generation answered the call to help build the NHS. Kimberly McIntosh of Action for Race Equality said the Windrush Lessons Learned Review had been clear that immigration policy should not change without a rigorous impact assessment and proper consideration of the risk of harm to racialised communities — an assessment that has still not been published for the Earned Settlement proposals, despite their likely disproportionate impact on Black and Asian communities. Bell Ribeiro-Addy MP said the legacy of the Windrush scandal “lives on through policy proposals like Earned Settlement,” warning that recruitment and retention in health and social care are already declining and that many staff are now reconsidering their future in the UK.
PAGE 4 | ISSUE 302 | THE CARER DIGITAL
Rethinking Care for an Ageing Society: Why the System Must Be Turned Upside-Down By Eilert Hinrichs, Partner in L.E.K. Consulting and senior member of the firm's European Healthcare Services Practice (www.lek.com) The UK cannot afford the care its ageing population will need on today's fragmented model. Eilert Hinrichs, Partner at L.E.K. Consulting, argues that health and social care must be redesigned around the service user's home, with delivery, funding and data joined into one system. The problem: the maths no longer works The demographic arithmetic is not in question and well known. However, they are a useful starting point, as the Office for National Statistics expects the UK's 65+ population to grow by c.6 million over the next 25 years, with the over-85 cohort roughly doubling to c.3.5 million by 2050. In addition, the system is already struggling to cope with today’s demand highlighted by two examples: (i) through winter 2024/25, c.13,000-14,000 NHS hospital beds each day, roughly one in seven, were occupied by patients who no longer met the criteria to reside in hospital. Mainly because of a lack of sufficient delivery capabilities in the community. (ii) the elective waiting list in the NHS is still above 7 million (March 2026) with a median waiting time of 11 weeks, while improving marginally, it is still significantly above pre-pandemic In summary, the current care system is too slow to address peak demands and the backlog, and our society cannot afford the care its ageing population needs, at the quality, availability and timeliness we consider acceptable. We must deliver significantly more care to more elderly in a more timely manner, at higher quality, at today's budget or ideally even lower. That requires a fundamentally more integrated and more cost effective care system, one that starts with the person, not an institution, and one that leverages data and technology throughout.
TWO SYSTEMS WHERE THERE SHOULD BE ONE One core structural barrier for one system dates back to 1948, i.e., healthcare free at the point of use and is nationally funded. This principle holds still true, while social care is means-tested, locally administered and funded through a separate, siloed channel. The result is two strategies, two budgets, two leaderships teams and workforces, two data environments and two accountability chains, cutting an elderly care journey into multiple unconnected pieces. Yet, both systems are needed and have a critical role to play, but neither can succeed standalone. The Health Foundation estimates that approximately 15% of all emergency admissions are from ambulatory care sensitive conditions and could be potentially avoidable with good community-based care. In addition, delayed discharges are dominated by waits for social and community care. Why do we have these? Because each side optimises its own budget, and one side’s saving is the other sides cost. As a result, potential savings are not realised,overall system cost rises and outcomes for the individuals deteriorate. Baroness Casey has called this 'deep divide' a defining weakness. The people working in the system are not the problem, it is the design of the system and those who defend the current design.
England's 10-Year Health Plan (2025) now states exactly this principle, however, guidelines, decision making, delivery, funding and data need to be redesigned to catch-up with the political vision. Decision making needs to become holistic, weighing medical requirements, cost to deliver and risk. The right question needs to be a value-based one – which setting delivers the desirable outcome for the patient and its family, in a safe manner, at the right time, at the lowest whole-system cost.
THREE DESIGN REQUIREMENTS A home-first system does not build itself and it requires three principles: First, community-based delivery infrastructure: virtual wards, hospital at home, community nursing at scale are critical components of the future system. England had 12,825 virtual ward beds by March 2025 (NHS England), and the 10-Year Health Plan commits to doubling them. This is a promising start but cannot be the end point Second, pooled funding at the top and joined commissioning: Seamless delivery is impossible on fragmented budgets. The Better Care Fund pools c.£9bn a year, again a good start but is only a fraction of the combined health and care spending exceeding £200bn. Funding should be pooled nationally and deployed through integrated commissioning, and not delegated to individual budget holders, with at least partially opposing objectives. The Casey Commission is the opportunity to act and make progress. Third, one patient record as a single source of truth: one publicly organised record per person, accessible to every provider who needs it, including care homes and home care. A provider that cannot read the record, or add to it, for its own service users cannot be a full partner in an integrated pathway. The electronic Frailty Index, which scores frailty for every person over 65 from routine GP records to target proactive support, shows the potential, but stops currently at the boundary of GPs.
AI AND PREDICTIVE TOOLS: PLANNING AHEAD OF DEMAND Technology's near-term contribution is in administrative, because ambient documentation and integrated records can reduce staff burden and free time for human-to-human care. The bigger prize, however, is predictive planning that is applied to integrated data. AI can help to forecast admissions and deterioration, stratify populations by risk. It can also help commissioners and providers plan capacity, beds, home care hours, community services, ahead of demand rather than in response to crisis. International examples show it can be done None of this is theoretical any more, however, no country has found the entire solution either. For example: (i) Denmark concentrated acute care into specialised 'super hospitals' and shifted rehabilitation and ongoing care to municipalities. As a result, it runs one of the OECD's lowest acute bed bases, underpinned by sundhed.dk, a national shared-record portal. (ii) Japan's Community-Based Integrated Care System joins medical care, long-term care, prevention and housing at municipal level (iii) In the US, 366 hospitals had treated over 31,000 patients at home under Medicare's hospital-at-home waiver by late 2024, showed a lower mortality rate than comparable inpatient care These examples clearly demonstrate that England's direction is right, however, its current pace is not.
HOME FIRST, NOT SIMPLY THE CHEAPEST: THE LEADING PRINCIPLE
CONCLUSION
The hospital-centric model has evolved to the better, but the current design remains deeply embedded, and the NHS culture reinforces it. Clinical guidelines and an instinct that safety means hospital admission is in itself a barrier to change. The model needs to be turned upside-down and the default setting should be the service user's home, diverted from only where necessary and appropriate.
An integrated, home-first care system is no longer one policy option among several, in reality it is the only credible route to more care, of higher quality, delivered faster, at a budget our society can sustain. The demographic clock is running and accelerating, the sooner the redesign gathers pace, the smaller the bill for our society, and the better the care and outcome for the individual.
146-Year-Old Social Care Charity Rebrands as The Do Good Charity One of the UK’s longest-established social care charities has unveiled a new identity and an ambitious strategy to increase its impact across communities nationwide. Saint John of God Hospitaller Services (SJOG), which has worked in the UK since 1880, but traces its roots to 1539, has become The Do Good Charity – a name designed to make its purpose clearer and help the organisation reach more people, partners and communities. The charity currently supports more than 1,800 people every month across 60 communities, providing housing, care and specialist support for disabled and autistic people, people with complex needs and older people. It employs 562 colleagues. Its digital services supported more than 97,000 people during 2025. The rebrand coincides with the launch of a strategy to 2030 built around three commitments: Do Good, Do More Good and Do It Well. Under the strategy, The Do Good Charity plans to deepen its work within communities, increase housing and support for disabled people and people with complex needs, and expand support for people as they age. It also intends to strengthen collaboration across the voluntary sector, working with charities and community organisations to share expertise, space and resources. Plans include increasing training available to third-sector organisations, providing shared working spaces for organisations doing good in their communities and developing ‘The Do Good Consultancy’, which offers training and turnaround support alongside its Goodness Metric, a tool designed to help organisations understand and demonstrate their impact. Paul Bott, Chief Executive of The Do Good Charity, said: “It’s a new
name, but the same heart since 1880. The 500-year-old philosophy of hospitality is still the bedrock of our work. “We’re still delivering on our purpose, working creatively with the person in front of us. Every day we say, come on in, you are most welcome, how can we help.” The charity traces its heritage back to the 16th century and Saint John of God, whose radical approach to caring for poor and sick people placed dignity, compassion and hospitality at its heart. The religious order that grew from his work became known in Italy as the Fatebenefratelli – the “Do Good Brothers”. Until now, the UK charity says it has deliberately adopted the quiet approach of its founders and delivered its work rather than actively promoting its name. But its new strategy marks a shift in ambition.
Paul said: “SJOG was familiar to the people who already knew us, but it did not necessarily tell someone encountering us for the first time who we were or what we stood for. “The Do Good Charity does exactly that. It puts our purpose into plain English and, importantly, it is also an invitation. We’ve been quietly doing good since 1880. Now we need people to know who we are because we want to do more of it. We want more people, communities, charities, supporters and partners to work with us so that together we can do more.” The charity points to its ‘Here to Help’ suicide prevention programme as an example of the type of work it wants to expand. Launched in 2024 to address gaps in mental health and suicideprevention support for autistic people, Here to Help directly assisted over 2,000 individuals, including autistic adults and family members via tailored workshops, drop-ins, and community engagement, but trained 1730 professionals, including volunteers from the Samaritans on supporting autistic callers in crisis. Quality of care will remain a central focus of the growth strategy. For the fifth consecutive year, 100% of The Do Good Charity’s CQCregulated services were rated Good or Outstanding across all areas. Paul added: “We are proud to have a history stretching back centuries, but this is very much about what comes next. “Our ambition is not simply to grow for the sake of being bigger. We want to increase our impact – reaching more people, building stronger communities and helping more people to live well, with dignity and opportunity. “After more than 140 years in the UK, this is the next chapter in our story.”
THE CARER DIGITAL | ISSUE 302 | PAGE 5
Government Launches Survey to Hear Directly from England’s Adult Social Care Workforce Thousands of adult social care professionals, including nurses and care workers, are being invited to share their experiences as the Government gathers evidence to shape future workforce reform and plans for a National Care Service. The Department of Health and Social Care (DHSC) has launched the third wave of its Adult Social Care Workforce Survey, with a target of 7,000 responses from people working across England’s social care sector. The survey is open to a wide range of professionals, including nurses, care workers, personal assistants, social workers and managers. It also seeks views from staff working in residential and nursing homes, home care and disability services, as well as agency workers, self-employed staff and people employed on zerohours contracts. The Government said the survey will provide a clearer picture of the experiences of the estimated 1.5 million people working in adult social care in England – a workforce broadly comparable in size with that of the NHS. Topics covered include wellbeing and quality of working life, learning and professional development, employment terms and conditions, workplace culture, and experiences of violence, harassment, abuse and bullying. Staff will also be asked about their intentions to leave the sector and their awareness of forthcoming reforms. Workforce reform in focus The survey comes at a significant time for adult social care, with the Government developing proposals for a National Care Service alongside wider reforms to pay, career development and training. Plans for an Adult Social Care Negotiating Body have also been confirmed as part of the Government’s proposed Fair Pay Agreement for the sector. Negotiations are expected to begin next year, with an initial settlement anticipated from 2028. Ministers say improving career progression and professional development will also be a key part of reform, building on the Care Workforce Pathway. Social care minister Alison McGovern said: “Care workers have been ignored for years. They are a workforce equal in size to the NHS but remaining among the lowest paid and unacceptably underappreciated. “This survey will provide a crucial insight and shed a light on their working lives and experiences and identifying the issues that we have a responsibility to address.”
Ms McGovern said the latest survey would provide important evidence about the working lives of those employed in social care and help identify areas where action was needed. Previous research highlights some of the challenges facing the workforce. The latest available survey findings showed that 56% of respondents reported having little or no financial security, while 69% said the cost of living was too high. Almost half (49%) felt their hourly rate of pay was too low. At the same time, the research found positive indications around professional development and personal wellbeing. Half of respondents rated their overall life satisfaction as high or very high, while around twothirds said they had opportunities to improve their knowledge and skills. The previous survey attracted more than 3,000 responses, compared with more than 7,000 responses to the first survey in 2023. The Government says expanding participation in the latest wave will help provide a more comprehensive understanding of the experiences and priorities of the workforce. Staff urged to have their say The survey is being conducted by Ipsos in collaboration with Skills for Care and the University of Kent. It was originally commissioned by DHSC in 2022. Oonagh Smyth, chief executive of Skills for Care, said the experiences of people working in adult social care should be central to decisions about the sector’s future. “As the Government looks at how to strengthen the workforce through improvements to pay, training and support, it’s essential that the experiences of people working in adult social care are part of the conversation,” she said. She encouraged staff to use the opportunity to share their experiences and provide evidence about what is working well and where improvements are required. The survey forms part of a wider programme of work examining the future of adult social care. Baroness Louise Casey is separately leading work on the future shape of the sector, including the Government’s “Big Conversation” public consultation, which aims to gather up to one million views on the future funding and delivery of care. The workforce survey is open to anyone working in adult social care in England. Responses can be submitted through the Ipsos survey or by telephone on 0800 157 7794.
Boroughbridge Manor Says Don’t Worry Beer Happy! You better beer-lieve that residents at Boroughbridge Manor care home in Boroughbridge, were more than hoppy to raise a glass, and sample some top craft ales, bitters and lagers, in celebration of National Beer Lovers’ Day. The hospitality team at Boroughbridge Manor set up a bar for a real pub experience and brought in a range of brew-tiful British and International ales for residents to sample. Residents and their visitors enjoyed a beer tasting in the lounge learning about the history of beer, and enjoyed a beer-based quiz whilst they sampled the different craft ales, bitters and lagers.
Lynnette Sellers, General Manager at the home, said: “We love socialising and celebrating all kind of events, it is wonderful to be able to invite family and friends to come and join us for occasions like this. National Beer Lovers’ Day is a day that the residents really enjoy, who doesn’t love a cold beer on a hot summer’s day!” Andy, a resident at Boroughbridge Manor, commented: “I didn’t realise we had so many lovely local ales, it was fantastic to be able to enjoy a cold beer in the lounge with my friends and family – you can’t really beat that now can you?”
PAGE 6 | ISSUE 302 | THE CARER DIGITAL
Third-Party Harassment: What Care Providers Need To Do Before 30 October 2026
By Alice Moylan, Solicitor in the employment team at Birketts LLP (www.birketts.co.uk)
WHAT COUNTS AS THIRD-PARTY HARASSMENT? The new provisions are not limited to sexual harassment. They will apply to harassment related to protected characteristics such as race, sex, disability, age, religion or belief, sexual orientation and gender reassignment. In a care setting, this could include racist comments directed at staff, inappropriate sexual remarks, homophobic abuse or other discriminatory conduct by residents, relatives, visitors or contractors.
FIVE STEPS PROVIDERS SHOULD TAKE NOW 1. Review risk assessments
From 30 October 2026, care providers may face employment tribunal claims where staff are harassed by residents, relatives, visitors or contractors and the provider cannot show that it took all reasonable steps to prevent it. The change is being introduced by the Employment Rights Act 2025 and represents an important development for employers across the care sector. For care providers, this is particularly relevant because staff regularly interact with residents, families, visitors, contractors and other professionals. While most of those interactions may be positive, providers will be familiar with occasions where employees are exposed to discriminatory comments, unwanted sexual behaviour, verbal abuse or other inappropriate conduct.
WHY DOES THIS MATTER FOR CARE PROVIDERS? The care sector faces challenges that many other employers do not. Staff frequently support individuals living with dementia, cognitive impairments, mental ill health and other conditions that can affect behaviour. Those factors will be relevant when considering what steps are reasonable in a particular situation, but they do not remove the need for employers to consider how staff can be protected. The key message is that inappropriate behaviour towards employees should not automatically be dismissed as ‘part of the job’. Employers should be considering whether risks have been identified and whether all reasonable measures have been taken to reduce or manage those risks. Providers should also be aware that the new law focuses on prevention. A tribunal is likely to look closely at what the employer knew about the risk in advance and what practical steps were taken in response to alleviate the risk.
Start by identifying where risks of third-party harassment are most likely to arise. Look at previous incident reports, complaints, safeguarding records and staff feedback. Particular attention may be needed where staff work alone, undertake home visits, work night shifts or provide care to individuals with a known history of aggressive, discriminatory or sexually inappropriate behaviour. Where concerns are known, individual care plans and risk assessments should be reviewed regularly.
2. Update policies
Many organisations have harassment policies in place that focus primarily on conduct between employees. Policies should be updated to ensure they also address behaviour from residents, relatives, visitors and contractors. They should clearly explain: • what types of behaviour are unacceptable; • how concerns can be reported; • who will deal with complaints, and • the actions that may be taken where concerns arise. Staff should understand that reports of harassment will be taken seriously and handled appropriately.
3. Train managers and staff
Managers should understand how to recognise harassment, respond to complaints and identify when issues need to be escalated to HR, safeguarding leads or senior management. Training is likely to be most effective where it reflects real life situations faced by care staff, rather than generic workplace examples.
4. Make reporting straightforward
Employees are much more likely to raise concerns if reporting processes are simple and accessible. Providers should ensure that staff know who they can contact and should consider whether existing incident reporting systems adequately capture concerns involving residents, relatives, visitors and contractors.
Good reporting systems will also help organisations to identify trends and recurring issues that may otherwise be missed.
5. Take appropriate action when issues arise
The most important step is acting and responding appropriately when concerns are raised. Depending on the circumstances, providers may need to consider: • reviewing care plans and risk assessments; • adjusting staffing arrangements; • increasing supervision; • discussing expected standards of behaviour with relatives or visitors; • implementing behavioural agreements, or • introducing proportionate restrictions where appropriate. The precise response will depend on the circumstances, but employers should be able to demonstrate that they have considered and implemented reasonable measures to protect staff.
WHAT ARE THE RISKS OF GETTING IT WRONG? An employee who successfully brings a harassment claim may recover compensation in the employment tribunal. Unlike unfair dismissal compensation, awards for discrimination and harassment are not subject to a statutory cap and can include financial losses as well as awards for injury to feelings. In some sexual harassment cases, compensation may also be increased where an employer has failed to take all reasonable steps to prevent sexual harassment. There are also wider workforce implications. Employees who feel unsupported are less likely to remain engaged and may choose to leave. At a time when recruitment and retention remain significant challenges across the sector, creating a safe working environment will be increasingly important.
LOOKING AHEAD Although the new provisions do not come into force until 30 October 2026, providers should start preparing now. Reviewing policies, assessing risks, delivering training and encouraging effective reporting are all sensible steps that can be taken before the legislation comes into force. Most importantly, employers should speak to frontline staff. They are often best placed to identify situations where problems are most likely to arise. The care sector cannot eliminate every difficult interaction. What providers will increasingly need to demonstrate is that they identified the risks, listened to staff concerns and took all reasonable steps to reduce those risks. From 30 October 2026, being able to evidence those steps could make the difference between a managed workplace issue and a costly employment tribunal claim.
Socialite Lady C’s Summer Ball Extravaganza Raises £10k For Worthing Care Home TV personality and author Lady Colin Campbell raised nearly £10,000 for a Worthing care home when she held her annual charity summer ball earlier this year. The glittering Castle Goring Summer Ball event took place at her iconic home and raised £9,820 for Care for Veterans – a Royal Star & Garter Home. It was the fourth year running that the socialite, who is affectionately known as Lady C, has chosen Care for Veterans as the official charity of her summer ball. The Home provides long-term nursing, rehabilitation, respite and end-of-life care to veterans and their families who live with disabilities, including acquired brain injury and degenerative neurological conditions. It is now part of the Royal Star & Garter group, following a merger with the charity in 2025. The event took place in June, but the total raised for Care for Veterans was announced in September, after all ticket sales and donations were received. The Castle Goring Summer Ball was attended by 175 guests. Among those present were Lady C’s sons Dmitri and Michael Ziadie, Tsar Nicholas II of Russia’s grandniece
Princess Olga Andreevna Romanoff, and members of the exclusive Peel Club – including the Earl of Burford – who arrived at Lady C’s home by helicopter. They enjoyed a three-course meal in a marquee on the grounds of the castle and a charity auction and raffle. Among the prizes on offer were a week’s stay in an exclusive apartment in Tangier, a Champagne afternoon tea for 10 and a tour of Goring Castle with Lady C and a unique couture hat by luxury hat designer Deida Acero. Lady C said: “It was a pleasure to open my home again for this wonderful charity and support the important work Care for Veterans do for veterans and their families.” Clare Silva, Events & Corporate Manager at Royal Star & Garter, helped organise the event. She said: “We’re so grateful to Lady C for her continued support for Care for Veterans. I’d also like to thank her guests who attended and gave so generously on the night, and all those who donated prizes to the raffle and auction.”
Dishwashing Advice for Care Homes What are the biggest challenges in care homes when it comes to dishwashing? Infection control and compliance. But they’re not the only challenges. Winterhalter’s team of warewashing experts has put together a comprehensive advice guide for care home dishwashing. From the five key considerations when specifying a dishwasher through handling chemicals safely to budgeting and running costs, it gives care homes and the companies that supply them the information they need to select the best warewashing solution, whatever the site’s requirements may be. Care Homes: advice on dishwashing is available right now to download from the dedicated Care Home section at tinyurl.com/carehomedishwashing. It shows how to help care home staff get dishwashing right, focusing on areas such as simple operations and training. It considers how to protect the most vulnerable patients, for example by using features like Winterhalter’s Thermo option, which disinfects the ware being washed. Ergonomics, workflows, managing critical hygiene risks, specifying for care homes with limited space –
the Guide has it covered. And for care homes on limited budgets, there’s information on finance options. “Care homes have very specific requirements from their warewashing systems,” says Paul Crowley, marketing development manager at Winterhalter UK. “This guide is designed to give users and specifiers the information they need to ensure they are operating as safely, efficiently and hygienically as possible.” The guide is available as a free downloads from the Winterhalter UK website. Anyone interested in advice for other particular sectors can contact info@winterhalter.co.uk. Winterhalter provides a total solution for dishwashing and glasswashing, from pre-sales advice to after-sales service, training and maintenance, with sustainability fitted as standard. Alongside its market-leading dish washers and glass washers, the company’s range includes utensil washers, advanced water treatment machines, and cleaning detergents and rinse aids. For further details, call Winterhalter on 01908 359000, visit www.winterhalter.com/uk-en/ or email info@winterhalter.co.uk.
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Nursing Research Vital to the Future of Health Care, RCN Scotland Tells International Conference Glasgow is hosting nursing leaders, researchers and practitioners from across the globe this week as the Royal College of Nursing (RCN) shines a spotlight on the life-changing impact of nursing research. Welcoming delegates to the RCN International Nursing Research Conference 2026, Colin Poolman, Executive Director of RCN Scotland, highlighted the vital role nursing research plays in improving patient outcomes, shaping health policy and tackling the challenges facing modern health and care services. Addressing the delegates, Colin Poolman said: “Research is not an optional extra for nursing but a fundamental part of delivering safe, effective and person-centred care. “Nurses are innovators, creative thinkers and problem solvers. Every day they improve services to achieve better outcomes for patients and service users. When nurses are supported to undertake research, the benefits are clear, not only for patients but for health services as a whole.” With health and care systems under increasing pressure, RCN Scotland is calling for greater investment in nursing research, including funding, infrastructure, protected time and clear career pathways for nurses who wish to develop as clinical academics. Colin added: “The challenge is not proving the impact of nursing research. The
challenge is creating a culture where research is embedded in practice and where nursing staff have the support they need to participate in and lead research. “We only have to look at winners of our Inspiring Excellence Award to see the value of nursing research. Daisy Sandeman’s researchinformed work helped reduce delirium rates from 40% to 18%, while Kath Williamson’s pioneering research has improved care for people living with severe obesity.
“These examples show that nursing research is not confined to universities or specialist centres. It happens wherever nurses ask questions, challenge assumptions and strive to find better ways of delivering care.” The conference coincides with the opening of nominations for the RCN Scotland Nurse of the Year Awards 2027. Now in their fifth year, the awards celebrate the individuals and teams transforming care, driving innovation and making a lasting difference across Scotland’s health and care services. Launching this year’s awards, Julie Ross, Chair of the RCN Scotland Board, said: “Our awards offer a valuable opportunity to celebrate the nursing profession and the difference nursing staff make every day. “We are looking for nominations from across health and care services, from hospitals to care homes. We know there are nurses and nursing support workers are demonstrating the innovation and drive to improve patient care that has been highlighted at this week’s conference. This deserves to be celebrated and our Awards help showcase the nursing excellence we have here in Scotland.” Winners will be revealed at a ceremony in the Grand Gallery of the National Museum of Scotland in April 2027. Nominations close on 20 November 2026.
Alfreton Care Service Blooms in National Gardening Competition A Derbyshire care home is celebrating after being crowned a winner in a gardening competition involving services across Salutem Care and Education. Ash Lea House in Alfreton impressed judges in the annual Salutem in Bloom competition, which encourages the people supported by the organisation, alongside staff teams, to transform their outdoor spaces through planting, creativity and teamwork. Ash Lea House is a 24-hour residential home supporting adults with learning disabilities, physical disabilities and complex needs. Individuals supported at the home played an active role in the competition, working alongside staff to plan, plant and care for the garden and helping to create an outdoor space everyone could enjoy. The competition saw Salutem services across the country embrace their green fingers, with everything from colourful flower beds and planters to vegetable patches and peaceful areas in which people could relax and enjoy being outdoors. The initiative was designed to encourage people to get involved at whatever level suited them, share
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ideas, learn new skills and experience the enjoyment and sense of achievement that comes from seeing plants and gardens develop. Ash Lea House’s efforts stood out to the judges, with the enthusiasm and teamwork behind the garden helping it secure the accolade. John Godden, chief executive of Salutem Care and Education, said: “Salutem in Bloom is always a wonderful initiative because it brings together so many of the things we value – participation, creativity, teamwork and, most importantly, having fun. “The team and the people we support at Ash Lea House have put a tremendous amount of enthusiasm and hard work into their garden and they should be extremely proud of what they have achieved. “Gardens and outdoor spaces can make such a positive difference to people’s everyday lives. They are places to relax, socialise, be active and enjoy nature, and it has been fantastic to see everyone at Ash Lea House making their space their own. “Congratulations to everyone involved on a thoroughly deserved win.”
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Right Care, Right Place: Improving Hospital Discharge For People Living With Dementia By Dr Pete Inkpen, CEO of The Royal Alfred Seafarers' Society (www.royalalfredseafarers.co.uk) At any one time, up to one quarter of acute hospital beds are occupied by people living with dementia. Many are medically fit to leave but remain in hospital because the right support isn’t available in time. The financial pressure on the NHS is considerable. Delayed discharges can lead to lost bed days, reducing hospital capacity and increasing pressure across the system. The NHS formally monitors this through the time elapsed between the date a patient is deemed ready for discharge and their actual discharge date. But this isn’t just a budget or capacity crisis. For a person living with dementia, every unnecessary day spent on an acute hospital ward can be actively harmful.
Dementia-informed step-down care, respite placements and tailored home care offer vital alternatives for people clinically ready to leave hospital but not yet ready to return to their usual routines. These services can provide a calmer, more consistent environment where recovery can continue. Teams with dementia expertise can use person-centred communication, maintain familiar routines, support nutrition and hydration, encourage mobility, and respond sensitively to signs of distress. Meaningful activity and everyday structure also matter. Confidence returns more readily when someone is supported to get dressed, take part in activities, spend time with familiar people and practise routines for returning home safely. But there’s no single solution. Some may benefit from short-term residential or nursing support, while others may return home with the right combination of domiciliary care, equipment, reablement and community support. What matters is that support is tailored to individual needs, preferences, and circumstances.
ACUTE WARDS MAY NOT SUPPORT RECOVERY AFTER ACUTE ILLNESS
DISCHARGE MUST BE COORDINATED, NOT RUSHED
Hospitals are essential for diagnosing and treating acute illness. But once that treatment is complete, the noise, overnight activity and limited privacy of an acute ward can be disorientating and frightening for a person living with dementia. Someone who was managing well with support at home or in a care setting may experience increased confusion, distress, withdrawal or agitation in hospital. Communication becomes harder, especially when it isn’t adapted to their needs. Eating, drinking and sleeping may suffer, as well as engagement with rehabilitation. In some cases, this unfamiliar environment can intensify dementia symptoms or trigger delirium, inadvertently beginning to undo the progress made during treatment.
THE PHYSICAL CONSEQUENCES OF DELAYED DISCHARGE The effects of a prolonged hospital stay aren’t just emotional or psychological; they’re physical too. Reduced movement leads to rapid loss of muscle strength, balance, and mobility, especially in older or frail patients. Time spent in bed or sitting alone erodes confidence and increases fall risk. Everyday activities, such as walking to the bathroom or getting dressed, become difficult after even brief inactivity. For someone living with dementia, these changes are especially significant. Adapting to reduced mobility is harder, and as their physical abilities decline, support needs grow. This can create a harmful cycle: the longer the hospital stay, the greater the risk of physical deconditioning and cognitive decline. Increased support needs complicate discharge planning, causing further delay. Without the right support, even a short hospital admission can trigger a significant and potentially longterm reduction in day-to-day abilities, choice and control.
SPECIALIST STEP-DOWN CARE CAN IMPROVE OUTCOMES
Timely discharge must never mean unsafe discharge. Leaving hospital quickly is futile if someone returns home without adequate support, experiences a crisis or is readmitted shortly afterwards. Safe discharge depends on joined-up planning between hospital teams, local authorities, care providers, GPs, community dementia services, and families. Crucially, the person themselves should be involved in decisions about their care, with the communication support or advocacy they need to participate fully. Planning should begin early in an admission rather than waiting until a person is deemed medically fit. Care providers need clear information about medication, mobility, nutrition, communication needs, individualised support strategies and any risks identified in hospital before discharge. Families also need honest, accessible information about the plan and what support will be in place. Too often, discharge is shaped by the next available placement rather than what best meets the person’s needs, wishes and circumstances. A better approach recognises that safe and sustainable discharge requires time, communication and shared responsibility.
KEEPING THE PERSON AT THE CENTRE Delayed discharge is often discussed in terms of hospital flow and financial pressure. These issues are real and urgent, but they mustn’t be the only lens through which to view the problem. For people living with dementia, remaining in hospital after acute treatment can cause avoidable distress and physical deconditioning. Investment in dementia-informed step-down provision, home care, respite and community support isn’t optional, but essential to helping people recover in the right place, with the right care, at the right time. Freeing acute beds matters, but it must never be the only measure of success. The real test is whether a person living with dementia leaves hospital safely, receives appropriate support and has the best possible opportunity to maintain their wellbeing, autonomy, and day-to-day abilities.
St Peter’s Hospice Backs National Campaign to Highlight Local Impact of Gifts in Wills Bristol’s St Peter’s Hospice is supporting a national campaign encouraging people to consider leaving a gift to their local hospice in their Will. Hospice UK’s Gifts in Wills campaign runs from September 14 to 30 with St Peter’s joining hospices across the country to highlight the the breadth and depth of hospice services, and the difference legacy gifts can make to people living with a life-limiting illness and their families. “Gifts in Wills play a vital role in helping St Peter’s Hospice continue to provide care to local people,” said Matthew Crothers, Legacy Manager at St Peter’s. These gifts pay for the care of 1 in 5 of our patients, and with our new strategy to reach more people who need our care, and earlier in their diagnosis, this kind of long-term support is more important than ever. “A gift in your Will is such a simple way to help secure the future of hospice care, without having to give anything away today. “It’s a lasting gift to your community and can help ensure local families have access to the care and support they need for years to come.” New data from Hospice UK shows that gifts in Wills fund the equivalent of 400,000 nights of hospice
care every year, providing around 20% of hospice income and helping secure vital care for future generations. “Our ageing population means demand for hospice care will only continue to grow, so it’s vital that we do what we can to secure hospice care now,” said Catherine Bosworth, director of income generation and grants at Hospice UK. “Gifts of any size can make a significant difference; just £30 can fund a home care visit, £200 a specialist palliative care visit, it all helps hospices be there for people who need them.” Across the UK, 82% of palliative care is delivered outside inpatient units, while demand is expected to increase by 25% by 2048, at a time when hospices face increasing financial pressures and need to raise more than £3.8 million every day to keep their services running. St Peter’s Hospice is Bristol’s only adult Hospice, supporting patients and their families in Bristol, South Gloucestershire and North Somerset. It costs around £30,000 every day to run the Hospice, so the charity relies on income from its shops, fundraising events and gifts in wills.
Beyond the Breaking Point: When Care Staff Are Asked to Do the Impossible By Stephanie Ryde I have worked in many roles across the care sector, and those varied experiences have given me a deep understanding of the challenges faced by care teams. Although each situation I encountered had its own details, the underlying issues were strikingly familiar — the same pressures, the same struggles, repeated across services and echoed in countless conversations with colleagues. Many of us were trying to deliver compassionate care in environments that continually asked us to operate beyond our limits, without the emotional or practical support needed to do so safely. I have seen first hand how poor funding, low resources, high turnover, and chronic understaffing create a cycle that is impossible to sustain. These pressures don’t reflect a lack of commitment within the workforce — far from it. They reflect systems that are stretched to breaking point. When staffing levels fall, everything feels the impact: safe staffing ratios, equipment maintenance, record keeping, communication, and access to specialist support. The result is a working culture where staff are expected to manage situations that contradict the very values our care system is built on — dignity, safety, and person centred practice. I have been placed alone with individuals exhibiting aggressive behaviours, sometimes as a new starter without the training or experience needed to manage such risks. I have been responsible for entire bays of patients with dementia through the night, unable to reach someone who had fallen because I was supporting another distressed individual. These situations were described as
“inevitable” due to staffing pressures, even though they were clearly avoidable in a properly resourced environment. In one role, I wasn’t even provided with individualised care plans to guide safe, person centred support. This wasn’t due to neglect — it was the result of overstretched staff, poor communication, and the difficulty of accessing behavioural specialists. It became clear to me that meaningful change requires a holistic approach: proper funding, better emotional and practical support for staff, and access to tools that genuinely reduce risk and prevent escalation. Without these, the system cannot uphold the values it claims to prioritise.
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THE CARER DIGITAL | ISSUE 302 | PAGE 9
1,500 People Quit Work Every Day to Care for Relatives Survey Reveals New polling by Opinium for Carers UK reveals that 3.33 million people have given up work to care for a family member or friend who is older, disabled or seriously ill, with 1.1 million leaving their job in the last two years alone – more than 1,500 people a day. This is an increase of 150% since 2019, when the charity’s last public poll on the issue found that nearly half a million (468,000) unpaid carers had left their job in the last two years – more than 600 people a day. Many carers want to remain in work, not only for income, but because being able to work supports their wellbeing, offering a break from caring, boosting confidence and social contact. Without the right support, more people are reaching a point where they feel they have no choice but to reduce their hours or leave work altogether. One in five workers (20%) are now juggling paid work with unpaid care. This has also increased significantly since 2019, when 15% of people were combining work and caring responsibilities. Around one in five people (21%) and almost two thirds (59%) of working carers said that caring responsibilities have had a negative impact on their employment at some point, including reduced hours, lower-paid roles, missed career opportunities or employer changes in order to continue providing care. When asked what support would be most important to combine paid work with unpaid caring responsibilities, 79% of UK adults said flexible working, 79% said a supportive line manager or employer. Around three-quarters agreed that the introduction of additional paid carers would make a difference, with 73% supporting five days of paid
Carer’s Leave. Carers UK’s recent ‘Tipping Point’ research also found that 45% of carers would be more likely to remain in employment if they had paid Carer’s Leave. For 35% of carers, more affordable, accessible or reliable social care would have helped them stay in employment. The charity says these findings underline why Baroness Casey’s Independent Commission into Adult Social Care must recognise the role that a well-functioning social care system plays in supporting unpaid carers to remain in work and why reform should be viewed as both a social and an economic imperative. The research has been supported by Standard Life as part of their Caring for Carers initiative. Emily Holzhausen CBE, Director of Policy and Public Affairs, Carers UK said: “It is deeply worrying to see growing numbers of unpaid carers leaving employment. These figures represent real people who have had to make difficult decisions about their careers, their financial security and their futures due to the pressures of balancing work and care. “The sizeable impact of caring responsibilities on peoples’ working lives should concern us all, because when people are forced to leave work to care employers lose valuable skills and there are wider implications. The economic cost of carers leaving paid work is estimated to be £37 billion a year. “The positive news is that employer-led initiatives can make a real difference and the government’s review of employment rights for unpaid carers is an important opportunity to ensure better support is
available for all working carers. Introducing paid Carer’s Leave would provide time away from work without a loss of income.” Director of Corporate Affairs & Chief of Staff at Standard Life and Executive Sponsor of the company’s Carers Network, Claire Hawkins, said: “Carers play a vital role in supporting families and communities, but the growing number of people leaving work to care for loved ones highlights the need for greater support. “Time out of the workforce can have lasting consequences, reducing income, retirement savings and the opportunity to build the long-term financial resilience that underpins security in later life. “At Standard Life, we’ve seen that supporting carers doesn’t need to be costly or complex. Practical measures such as paid carer’s leave, flexible working, supportive managers and employee networks can make a meaningful difference. Creating workplaces where people can balance work and care helps them remain connected to employment, continue building retirement savings and strengthen their long-term financial security, while enabling employers to retain valuable skills and experience. “As policymakers consider the future of support for unpaid carers through initiatives such as the recent consultation on employment rights for unpaid carers and wider social care reform, there is a real opportunity for employers and government to work together. By helping more people stay in work while managing caring responsibilities, we can support greater financial resilience throughout life and help more people achieve better outcomes in retirement.”
Otterbourne Care Home Residents Enjoy Trip to Isle of Wight Thanks to Abseilers A group of residents and team members from Brendoncare Otterbourne Hill care home have their daredevil colleagues to thank for their visit to the Isle of Wight. Four members of the Otterbourne Hill staff abseiled down the Spinnaker Tower in Portsmouth last month to raise funds for their trip across the Solent. On Tuesday (8th September), the eight residents and six team members sailed from Southampton to East Cowes, visiting Alum Bay, marvelling at the Needles before going on to Shanklin to enjoy the sea views. Commenting on the visit, Leeanne Broyd, Brendoncare Otterbourne Hill’s Wellbeing Supervisor said: “It was a long day for all of us but it was great
fun. One resident used to live in Shanklin and walked along the front every day. Another resident has not stopped smiling and keeps telling us how much she enjoyed the day.” Leeanne added: “We’re sorry the abseilers did not get to enjoy the residents’ reactions. They don’t realise how amazing they all are to have raised the funds to make this outing possible.” The abseilers were Deputy Manager Kan Leung, senior carer Sam Thirlwell, maintenance team member James Gibbons and activities coordinator, Enda Smyth. Following the outing’s success, they hope to return to the Isle of Wight next spring using the remaining funds raised by the abseilers.
THE CARER DIGITAL | ISSUE 302 | PAGE 11
MPs Reject Assisted Dying Bill, Ending Latest Bid to Change the Law Members of Parliament have voted down proposals to legalise assisted dying in England and Wales, drawing to a close the most sustained parliamentary effort in a decade to change the law in this area. Following a lengthy and often emotional debate in the House of Commons, MPs rejected the Terminally Ill Adults (End of Life) Bill by 286 votes to 270 — a majority of 16 against the legislation. The result marks a reversal of the Commons’ earlier position: when the bill first came before MPs in June 2025, it was backed by a majority of 23. The bill, brought forward by Labour MP Kim Leadbeater, would have allowed terminally ill adults with a prognosis of six months or less to apply for medically assisted death, subject to a series of safeguards including sign-off from two doctors and an independent panel. Having cleared the Commons at its earlier stage, the bill passed to the House of Lords for scrutiny. There it encountered an unprecedented volume of proposed amendments from peers, and ultimately ran out of parliamentary time before the end of the session. When the legislation returned to the Commons for a final decision, MPs voted to reject it outright, bringing this attempt to reform the law to a definitive end — at least for the current parliamentary session. As with the earlier vote, MPs were given a free vote, meaning they were not instructed to follow party lines and were free to vote according to conscience. Alisdair Hungerford-Morgan, Chief Executive of Right To Life UK, a charity that opposes the introduction of assisted suicide and euthanasia, and campaigns instead for greater investment in palliative care, said: “This is a remarkable victory for the most vulnerable in our society. They deserve protection and care, not a pathway to suicide.” “After a two-year-long national debate, the country has decided to reject assisted suicide, settling the issue for a generation.” “Evidence from overseas shows that, had this legislation become law, countless vulnerable people nearing the end of life would have been pressured or coerced into ending their lives”. “MPs’ decision follows that of the Scottish Parliament earlier this year, which also decisively rejected
assisted suicide in a landmark vote.” “In both Westminster and Holyrood, parliamentary scrutiny and expert testimony have shown that assisted suicide simply cannot be legalised in a safe way that protects vulnerable people. As is tragically evident elsewhere, many vulnerable people die under assisted suicide and euthanasia laws.” “But as this debate ends, the real fight has only just begun.” “It is vital that MPs now unite to give full attention to fixing the fundamental issues with health and endof-life care provision, focusing on the goal of delivering universal access to high-quality palliative care, ensuring true dignity and care for all at the end of life.” “The postcode lottery for outstanding palliative care has gone on for too long. We must now all come together to address the challenge of providing excellent palliative care to everyone who needs it, when they need it, and wherever they live. People nearing the end of their lives deserve the best support and care, and we can and must do better.” Speaking on the day of the debate Toby Porter, CEO of Hospice UK said: “I am sure that today’s [September 11]debate will again see MPs both for and against this Bill agree that palliative care must be improved, including fixing hospice funding. “But the reality is that over the nearly two years since this Bill was first debated by MPs, the opposite has happened. Nationwide, hospice services are shrinking, beds are closing and community hospice visits are falling. It’s now harder than ever before for people to get the end of the life care they need. At a time when demand for hospice care is rising, patients face dying in a hospital bed, or worse still on a corridor in avoidable pain and distress. “Hospice UK considers it unsanctionable that someone might even consider an assisted death in the future because they fear they won’t get the pain relief or other care they and their loved ones need at the end of their lives. “Real choice at the end of life means that everyone can access high quality and compassionate care to support a peaceful and dignified death.”
Boroughbridge Manor Marks Onam with Colourful Pookalam Celebration Boroughbridge Manor, a care home in Boroughbridge, recently came together to celebrate Onam, the vibrant ten-day harvest festival celebrated in Kerala, India. Residents, relatives and staff joined forces for the occasion, taking part in the creation of a beautiful Pookalam — a traditional circular floral design that lies at the heart of Onam celebrations. Throughout the festival, families across Kerala create these intricate arrangements using freshly gathered flowers, and the Boroughbridge Manor community embraced the tradition wholeheartedly, working together to design and lay out their own colourful display.
The event proved to be a wonderful opportunity for everyone at the home to learn more about the customs and history behind Onam, while enjoying some quality time together. Jodie Muir Activities Lead at Boroughbridge Manor, said: “This has been a huge amount of fun, and our residents, colleagues and relatives all enjoyed finding out the history of Onam and the Pookalam.” One resident was equally enthusiastic about the day, saying: “The flowers were absolutely beautiful, and the time and patience it took to make the Pookalam was amazing!”
PAGE 12 | ISSUE 302 | THE CARER DIGITAL
Care Without Compromise: How Live-In Care Can Preserve Identity and Independence By Simon Yeoman, Managing Director of Trinity Homecare Group (www.trinityhomecare.co.uk) When round-the-clock care is needed, moving into a residential facility might be seen as the natural option. But there is an alternative in the form of live-in care, whereby individuals are able to stay in their own home whilst also receiving 24/7 support to keep them safe and well. More than 359,000 people currently reside in care homes in England alone, according to Government figures, showcasing the large number of people requiring high-level support. Whilst for some this option is the best arrangement, for others, giving up their property and the independence they associate with living in their own home - can have a huge impact.
HOME IS WHERE THE HEALTH IS More than 20% of people told the Older People’s Housing Taskforce that moving home would feel equivalent to a bereavement. And it’s little wonder, especially for those who have lived in the same home for decades, building a lifetime of memories with their loved ones within its walls. The same research also found that 95% of over-65s were satisfied with their accommodation, and three in five felt remaining independent was the most important consideration when it came to their care needs. Rather than beginning the planning process by assuming the choice is "which care home", exploring alternatives can result in an arrangement whereby that much-desired independence is not compromised. Ensuring the appropriate level of care is provided is naturally a priority, but the person’s sense of identity should be a factor too, and their wishes considered as part of any decisions made. Not only does this allow them to continue their usual routines, retain their existing social networks, and stay in surroundings they are comfortable and familiar with, but it’s also advantageous for those with mild to moderate dementia. The NHS explicitly states that ‘being in familiar surroundings can help people cope better’ following a diagnosis, and that adequate support should enable people to stay in their own home and
live well.
TRUE PERSON-CENTRED CARE Person-centred care is a fundamental concept within the sector, and there is no circumstance more bespoke than the one-to-one support provided by a live-in carer. Times for meals, personal hygiene, outings or hobbies can be completely tailored to suit the individual’s routine and preferences, and even altered from day to day depending on any variables like planned visits or appointments. With relationships, continuity of care and bespoke care being highlighted as key dimensions of high-quality homecare as part of an NIHR-funded scoping review, this level of personalisation is not a ‘nice to have’ but rather an integral part of the support individuals should be able to expect. When combined with independence, choice and control – which are considered important outcomes of care by the Government – this model of support can have a tangible impact on health and wellbeing. As well as the support 24/7 care in the home provides for the individual themselves, it can also have a broader impact, alleviating the burden which often falls on family members. According to Age UK, one in six over 50s are providing unpaid care, leading to 57% feeling tired, 48% feeling anxious and 34% feeling overwhelmed. Often the motivation for continuing this arrangement centres around the desire to keep the person in their home rather than opting to move them into a residential setting. By choosing live-in care instead, this can provide the reassurance needed that the proper support is in place, enabling a son or daughter to simply enjoy time with their parent again rather than being an unofficial carer – without the upheaval of a change of address or routines.
CHOOSING NOT TO COMPROMISE Ultimately, the right care pathway should be about what is best for the individual – and for those who prioritise independence, familiarity, and the ability to stay in their own home for as long as possible, it’s important that all of the options are explored. Needing a higher level of care should not automatically mean relocation, leaving known surroundings and routines, or compromising on important values such as independence. It’s an individual choice of course, but there should never be a default option, even if round-the-clock care is now required. If high-quality provision can take place at home, preserving safety, dignity, identity and lifestyle whilst also ensuring physical and mental health needs are met – then this absolutely should be a consideration when important choices about an individual’s future care are made.
Resident-Led Gardening Club Helps Wellbeing Bloom At Rotherham Care Home Residents at a Rotherham care home are staying active, rediscovering lifelong hobbies, and building new friendships via an inclusive gardening club that has already produced potato, lettuce, and beetroot harvests. Beginning as a small group of green-fingered individuals living at Byron Lodge Care Home, run by We Care Group in Wath-upon-Dearne, John’s Gardening Club has since grown into a popular part of the home’s weekly activities programme. Members regularly meet to tend flower beds, plant seasonal blooms, and grow herbs and vegetables, taking pride in seeing their crops develop from seed to table. The sessions, initiated by keen gardener and resident, John Sharp, provide gentle exercise, encourage teamwork, and create a shared sense of achievement and purpose. The club has also welcomed support from residents’ relatives, Amanda and Rob Hamilton, both of whom have local allotments. They share gardening advice, ideas, and plants, helping members learn new skills while strengthening links between homes, families, and the wider community.
Maxine Gascoigne, Registered Manager at Byron Lodge Care Home, said: “John’s passion has brought our garden to life in more ways than one. It gives people a reason to spend time outdoors, try something new, and work towards a shared goal. “Seeing friendships and confidence flourish as everyone cares for their surroundings has been wonderful. John, Amanda, and Rob make everybody feel welcome, regardless of their experience or ability, and we’re incredibly grateful for their contribution”. Byron Lodge provides meaningful activities shaped around residents’ interests, and offers nursing, residential, and dementia care for up to 61 people, helping them to maintain purpose, independence, and connection. Bernie Suresparan, Chief Executive Officer at We Care Group, said: “Purposeful care means giving people genuine opportunities to contribute and continue doing what they love. Resident-led initiatives like John’s show how simple ideas shaped around individual interests can support physical and mental wellbeing and meaningful social connections”.
Bridging the Gap Between Clinical Support and Home Comfort: Complete Care Shop Unveils Next-Generation Riser Recliner Range In today’s fast-evolving care landscape, providing equipment that delivers robust mobility support without compromising an individual’s dignity or giving a room a cold, institutional look remains a top priority for care providers, procurement teams, and occupational therapists alike. Addressing this exact challenge, Complete Care Shop, one of the UK’s most trusted suppliers of independent living aids, has launched a new collection of riser recliner chairs engineered to blend advanced ergonomic functionality with a warm, residential aesthetic. Designed to enhance independence in both residential care settings and domestic living spaces, the collection delivers versatile seating solutions tailored to varying physical requirements and room dimensions. Built with sturdy wood and metal framing, each chair supports a maximum user weight of 135kg (21 stone) and features durable, easy-to-maintain upholstery in timeless neutral tones to seamlessly blend into any décor.
FOUR MODELS FOR ALL NEEDS The collection offers care teams flexible, customisable options based on patient assessments and operational budgets: Vitality Heathersage (four-motor precision): The flagship model in the range features four independent motors controlling the back rest, foot rest, head rest, and lumbar support separately. This micro-adjustment capability makes it an exceptional choice for individuals requiring precise postural alignment, neck support, and targeted pressure relief, alongside a smooth riser function for safer standing transitions. Stride Everleigh (therapeutic heat & massage): Combining dual-motor adjustability with targeted relaxation, this model includes integrated heat and multi-zone massage across the back, lumbar region, thighs, and legs. Caregivers can select from five distinct massage modes, two intensity settings, and integrated timers (15, 30, and 60 minutes) to relieve stiffness and promote circulatory comfort. Freedom Fenton (dual-motor flexibility): Offering independent control of the back rest and foot rest, the Freedom Fenton delivers high positioning versatility and gentle standing assistance in a dependable, midtier package, featuring a comfortable 49cm-wide seat. Freedom Foxcombe (compact single-motor simplicity): At just 70cm wide, this model features a compact
footprint specifically tailored for rooms that might be a bit more restricted on space. Its single-motor mechanism synchronises backrest and footrest movement for simple, single-button operation.
COMMERCIAL VALUE AND PRACTICALITY FOR CARE PROVIDERS Beyond resident comfort, the range directly addresses the financial and practical constraints facing modern care operators. By facilitating smoother sit-to-stand transfers, these chairs help reduce manual handling demands on staff while encouraging self-reliance among residents. With VAT-exempt prices starting from just £399.99, the range makes high-spec supportive seating accessible across varying procurement budgets. By combining clinical-level functionality, residential aesthetics and exceptional commercial value, Complete Care Shop continues to help care sector professionals create dignified and comfortable living environments. To help care organisations maximise budgets, Complete Care Shop offers its Professional Buyers Scheme, designed exclusively for care homes, supported living providers, and charities. The scheme rewards ongoing custom with automatic tiered discounts applied every time you order, providing meaningful savings across thousands of care products. For more information or to place an order, visit www.completecareshop.co.uk
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Care Homes Invited to Take Part in Macmillan Coffee Morning THE CARER WANTS TO SEE YOUR COFFEE MORNING!
Care homes across the UK are being encouraged to take part in Macmillan Coffee Morning and share their fundraising celebrations with THE CARER. Macmillan Coffee Morning is one of the charity’s biggest annual fundraising events, bringing people together across the UK to enjoy coffee, cake and good company while raising vital funds for people living with cancer. The first Coffee Morning took place in 1990, when a small group of people were invited to get together over coffee and donate the cost of their drink to Macmillan. The idea proved such a success that it was repeated the following year on a national scale. More than three decades later, Coffee Mornings take place in all kinds of settings, from homes and workplaces to schools and, increasingly, residential and nursing care homes. For care homes, the event provides an opportunity not only to raise money for an important cause, but also to bring residents, relatives, staff and the wider community together for a fun and sociable occasion. Macmillan says its Coffee Mornings help raise funds to support the almost 3.5 million people living with cancer in the UK, helping the charity provide practical, emotional and financial support when it is needed most.
With Macmillan Coffee Morning proving particularly popular with care homes, THE CARER is inviting homes across the country to share their celebrations with our readers. Whether you are holding a traditional coffee morning, organising a cake sale, hosting a themed event or coming up with your own creative fundraising idea, we want to hear from you. Send us photographs from your event, along with a few details about what you did, who took part, and we may feature your care home in a forthcoming edition of THE CARER. And there is an added incentive: one participating care home will be selected from our tombola to win a £50 Marks & Spencer voucher. So, if your care home is planning a Macmillan Coffee Morning, get your cameras ready, gather your residents, staff and families, and make sure you share your celebrations with THE CARER! Send your photographs and details to THE CARER today – we look forward to seeing how care homes across the UK are supporting Macmillan and making a difference.
Scotland’s Social Service Workforce Reached Record High in 2025 Scotland’s social service workforce reached its highest recorded level in 2025, with 215,890 people working across the sector. That’s according to a new Official Statistics report published by the Scottish Social Services Council (SSSC). The Scottish Social Service Sector: Report on 2025 Workforce Data provides a comprehensive picture of the paid social service workforce in Scotland at the end of 2025.
WORKFORCE GROWTH The workforce increased by around 1,140 staff, or 0.5%, from 214,750 in 2024 to 215,890 in 2025. Over the longer term, the workforce has grown by 7.6% since 2016. Housing support and care at home remains the largest sub-sector, employing 77,080 staff, around 36% of the total workforce. Care homes for adults and day care of children also remain among the largest areas of the workforce, with the three sub-sectors together accounting for around 80% of people working in social services.
continued to fall, with 2,820 active childminders recorded in December 2025.
CHANGES ACROSS THE SECTOR
THE REPORT
The report shows the private sector continues to employ the largest share of the workforce, rising to 42% in 2025. Privately run housing support and care at home services saw the largest increase of any sub-sector with 1,850 more staff than in 2024. The care homes for adults workforce grew for the second consecutive year, increasing to 53,120 in 2025. The number of childminders
SSSC Chief Executive, Maree Allison said: ‘Our 2025 workforce data report shows the continued scale and importance of Scotland’s social service workforce, with more people working in the sector than ever before. ‘These figures show the vital economic and social contribution of people working in social work, social care and children and young
people services across Scotland. With the workforce continuing to grow, social services offer a wide range of roles and career opportunities for people with the right values who want to make a difference.’ Key points from the 2025 workforce data report • The Scottish social service workforce reached its highest level yet in 2025, at 215,890. • The workforce increased by around 1,140 staff, or 0.5%, from 2024. • Privately run housing support and care at home services increased more than any other sub-sector in 2025, rising by 1,850 staff. • The care homes for adults workforce grew for the second consecutive year, increasing to 53,120. • The private sector employed the largest share of the workforce, rising to 42% in 2025. • The number of active childminders continued to fall, down to 2,820 in December 2025. • The total number of direct care staff increased by 16.5% since 2016, due to growth in two of the largest sub-sectors: housing support/care at home and day care of children. • In 2025, 83% of the sector were employed on permanent contracts and three percent have a no guaranteed hours (NGH) contract. • Zero-hours contracts (bank and casual/relief) accounted for approximately 11% of all workforce contracts in 2016, 2024 and 2025.
New Level 2 Award for Catering in Health and Social Care Launched by HCA and NACC After more than two years in development, the new Level 2 Award for Catering in Health and Social Care has welcomed its first cohort of 15 learners, who began their studies on 7 September 2026. Co-produced by the Hospital Caterers Association (HCA) and the National Association of Care Catering (NACC), the specialist Level 2 Award for Catering in Health and Social Care is the only Ofqual-accredited qualification that supports the International Dysphagia Diet Standardisation Initiative (IDDSI) framework and other special diets. It is externally quality-assured by the Confederation of Tourism and Hospitality (CTH) and sits within funding frameworks, helping to reduce the cost for many employers. The course combines online and face-to-face learning, workplace assessments and a one-day practical assessment. It is available to people working in catering roles as part of their career pathway in health and social care kitchens, including catering assistants, catering supervisors, cooks, chefs, assistant catering managers, food service assistants and housekeepers in hospitals, care homes, hospices, Meals on Wheels services and other health and social care settings. The qualification will help participants prepare safe, nutritious and appetising meals that meet a wide range of dietary requirements, including texture-modified diets, dysphagia needs, allergies, intolerances and specialist clinical diets. Learners will build the knowledge to plan balanced, compliant menus using national nutrition guidelines, while considering hydration, malnutrition, sustainability, seasonality and the diverse needs of different service-user groups. They will also develop an understanding of food standards, multidisciplinary working and best practice in health and social care settings, enabling them to provide high-quality
dining experiences that improve nutrition, safety and quality of care. The HCA and the NACC have worked collaboratively to create sector-specific content around nutrition and dietary needs for the bespoke qualification, which is delivered in two modules. Said NACC National Chairman Neel Radia: “I am delighted that this landmark qualification is now available to all catering personnel in our two sectors. The Level 2 Award has been designed by caterers, for caterers and is suitable for any level as a benchmark standard, be that as a core skills standard for all new inductions or a career-enhancing qualification for existing staff. “With health and social care facing ever-worsening challenges when it comes to recruitment and retention, food price inflation and squeezed budgets, demonstrating support through clear career progression pathways is more important than ever. As a regulated, quality-assured qualification the Level 2 Award will carry far more credibility than any existing unregulated training courses. Not only will it give successful candidates the confidence to safely deliver nutritional support to their service users, but it will also provide valuable recognition in their chosen career.” Nicola Strawther, National Chair of the HCA, said: “The launch of this qualification is an important milestone for healthcare catering. Our workforce has a vital role in supporting patient safety, recovery and wellbeing. Providing colleagues with access to recognised, high-quality development ensures they can build the specialist knowledge their roles require. “The HCA is proud to have worked with the NACC to create a practical qualification that will strengthen professional standards, support career progression and help catering teams provide safe, nutritious and inclusive food for everyone in their care.”
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Britain's Biggest AI Sceptics Will Trust It With One Thing - Their Health Despite the country’s elderly being the most sceptical about AI, incredibly they are the most willing to let AI look at their health according to new statistics from the Office for National Statistics. Analysed by performance marketing agency GROFU (www.grofu.co.uk), the data found that while only 17% of over-70s believe AI will benefit them, they are more willing to trust it with their health than any other age bracket. It’s a pivotal time for AI, with the debate raging on to the pros and cons of it, from businesses, pubs and households up and down the country to the House of Commons and, largely, the over-70s, perhaps unsurprisingly, are among the least enthused by it. For example, just 15% believe they can trust AI customer service, compared to a third of 30 to 49-year olds. It makes the trust around healthcare all the more surprising, finding that 27% of over-70s would trust AI to carry out medical diagnoses and treatment decisions, compared to just 12% of 16 to 29-year-olds. Customer service runs the other way entirely. Trust falls steadily with age, from 31% of under-30s to 15% of over-70s. More tellingly, older adults are also the least anxious about AI displacing human care. Around 45% of those between 30 and 69 suggested signs of anxiety around AI potentially reducing access to in-person healthcare, while that figure drops to just 35% of over-70s, the lowest of any age group. Patrick McFadden, Managing Director at GROFU said: “Our health is among one of the most important things to consider as we age, so it’s interesting that healthcare and medicine is the anomaly within AI that older generations are willing to embrace. “Many AI companies across Britain have spent years highlighting what the technology can do in the healthcare space, and this is the first real evidence of what patients are willing to actually accept. And, in
reality, it’s the opposite of what most people will have assumed. “The group that has the most to lose from getting this wrong is the group most willing to let it happen.” The data is out of step with everything else older people discussed with the ONS. In almost every other measure in the survey, older adults were AI’s toughest audience. It’s a generation that won’t accept the chatbot, but will accept AI in a consulting room. It’s an interesting idea and context is perhaps most important on this, with the NHS the second most commonly reported issue facing the UK behind only the cost of living, Patrick added: “What’s clear is that people are willing to try what has been promised to them through the adoption of AI on key issues in society. If it can improve diagnosis times and reduce waits, then it’s something that older generations, who typically spend more time using the NHS, are ready to embrace.” The data also carries a warning about who is worried, and it is not who might be assumed. Disabled adults are just as willing as non-disabled adults to trust AI with a medical diagnosis (20% against 19%), and slightly more likely to think it could improve their access to healthcare (21% against 18%). But 47% fear AI could reduce their access to in-person care, against 38% of non-disabled adults. The concern is not the technology. It is losing the person. “People aren't nervous about the diagnosis. They're nervous about waiting too long for the diagnosis. Older people understand the urgency of catching something early, and our view is that's why they'll accept AI here. The benefit is obvious and it arrives quickly. Customer service is the opposite. The jury is still out on whether AI gets you to your outcome any faster, and people can tell. There's a lesson here well beyond healthcare. People accept new technology when it adds something and refuse it when it takes something away, and they can tell the difference immediately. Every organisation rolling out AI should look at these numbers, because the public are getting better at spotting what is a service improvement and what is a cost-cutting exercise at their expense.”
Planning Permission Approved for New Care Home in Leominster Muller Property Group has secured outline planning permission for a purpose-built 84 bedroom care home at Barons Cross in Leominster, Herefordshire. Herefordshire Council granted permission on 9 September 2026 for the redevelopment of the 1.64-acre Barons Cross Garage site, also known as Conod’s Yard, at the junction of the A44 and B4360. The approval marks an important step in Muller’s plans to bring modern care accommodation to an area where the last care home was built in 2007. A care needs assessment identifies a projected shortfall of 153 wetroom-equipped care beds within the five-mile catchment by 2030, excluding planned provision. Even after including the 84 planned beds recorded in the assessment, a projected shortfall of 69 wetroomequipped beds remains, highlighting the need for accommodation suited to residents’ changing care requirements, with greater privacy, accessibility and personal facilities. The three-storey care home is arranged around a courtyard. Bedrooms are organised into smaller resident communities, supported by dedicated communal spaces and nursing facilities. The proposals include en-suite wet rooms throughout, alongside assistive technology and adaptations to support residents with dementia, neurological conditions and complex nursing needs, including palliative care. Residents would have access to lounges, dining rooms, a café/bistro, cinema, hair and nail salon and
private dining spaces for spending time with family and friends. Upperfloor terraces and ground-floor bedroom patios would provide connections to the outdoors. Indicative landscaping proposals include a courtyard with seating and raised sensory planters, quieter garden spaces and an allotment area where residents could grow produce. New trees and hedging would soften the road frontages and complement retained mature trees. Detailed landscaping remains subject to a separate approval. By 2035 Herefordshire’s population aged 85 and over is projected to increase by 56%, highlighting the importance of planning for future care requirements. Once operational, the care home is expected to create around 75 jobs, providing opportunities across care, nursing, hospitality and support roles and contributing to Leominster’s local economy. Julie Doherty, MD – Care at Muller Property Group, said: “Our design-led approach at Barons Cross demonstrates how a purpose-built care home can respond sensitively to its surroundings while meeting an identified local need. Huge congratulations to our landowner, the Muller team, and everyone involved in securing this approval. It reflects the detailed research, technical work and collaborative work that underpin our approach to unlocking land, creating places that support residents and wellbeing while contributing positively to the communities around them.”
QCS Expands Care Sector Support Through Strategic Partnership with Weightmans Quality Compliance Systems (QCS) has announced a strategic partnership with leading law firm Weightmans, strengthening the support available to care providers as they navigate workforce challenges, new employment legislation and broader legal and regulatory change. QCS, an RLDatix company, is the UK’s leading provider of compliance, care management and learning for the care sector, supporting over 335,000 care providers and staff across more than 7,200 care locations. Weightmans has one of the largest specialist, full-service health and care sector legal practices in the country, with 200 sector-specialist lawyers acting for independent sector providers nationwide, as well as NHS providers and commissioners, local authorities, regulators and indemnifiers. Through the partnership, QCS and Weightmans will provide access to adult social care-specific guidance, practical resources, specialist legal knowledge and care sector insight, helping care leaders, HR professionals, and service providers navigate the full range of legal and regulatory challenges with confidence, consistency and evidencebased support. Nikki Walker, QCS CEO, commented: "As the adult social care sector continues to face legal, regulatory and practical challenges - including workforce pressures, changing employment legislation, evolving health and safety requirements and increasing regulatory scrutiny - managing people, compliance and operational risk has become more complex
than ever. At QCS, we're continually evolving our solutions to help providers meet these challenges and changes with confidence. “Our mission has always been to help organisations deliver safe, high-quality care through confidence, consistency and evidence-based best practice. By partnering with Weightmans, we're strengthening that commitment, combining trusted compliance support with specialist legal expertise to give care leaders the practical guidance they need to make informed decisions, reduce risk and support their teams effectively. “Together, we're creating an even stronger support network for care
providers as they adapt to an increasingly complex operating environment." Ben Troke, Partner in Weightmans’ healthcare team, commented: “There has never been a more challenging environment for health and care providers, dealing with workplace pressures, changing legislation and an evolving regulatory regime, in a very tight financial climate, and under greater scrutiny than ever. Our collaboration with QCS is a step change in equipping care providers to better respond to these challenges head-on. “Weightmans has a deep understanding of the health and social care sector, with a long-standing track record supporting regulated providers on the legal, regulatory, employment and commercial issues that affect care services every day, as well as dealing with acquisitions and disposals. Working alongside QCS, providers will now receive a full and enhanced provision of specialist legal and compliance support, when they need it the most.” The partnership strengthens QCS's role as a trusted compliance and operational partner to the care sector, providing organisations with the guidance, expertise, and support needed to manage challenges and focus on delivering outstanding care. The company’s own AI technology, Lyra, is the latest innovation in the QCS platform, providing users with instant answers to policy-related questions, pulling together trusted data from 100 QCS care experts. For more information, visit: https://www.qcs.co.uk/
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How Blue Light Card Rewards Carers With Savings On Everyday Life Blue Light Card, the well-known rewards service for key workers across the UK, recognises care as vital frontline work. If you’ve already heard of Blue Light Card, you probably know it as the discount card used by your friends in the NHS to save on shopping and meals out. What you may not have heard? Carers across the UK are eligible for Blue Light Card membership too – including residential and home care workers, foster carers, social workers and retired care professionals. Blue Light Card recognises that care workers help to keep the country ticking. That’s why carers can sign up to join Blue Light Card’s community of 6 million frontline workers across the UK and get rewarded with perks that make life a little more affordable. In recognition of vital care workers, Blue Light Card offers discounts at over 15,000 top brands in store and online, helping carers save money and live more comfortably. One support worker and Blue Light Card member says that “you get praised for your hard work with Blue Light Card,” adding that “my job in general makes me so proud. When I use my discount, it’s like a ‘thank you’ for your service.” Members can save on everyday costs like grocery shopping and household bills, as well as bigger purchases including cars, technology, holidays and more. Blue Light Card’s brand partners include Sainsbury’s, JD Sports, Currys, Debenhams, Argos, Deliveroo, Jet2holidays, to name a few.
ets. Carers can also attend Member Days, where attractions like zoos and theme parks open their doors only to Blue Light Card members and offer discounted tickets and free parking. A care worker shared that “these days out are really important for those who spend a lot of their time caring for other people. It's a really good way to get a break, spend time with your family and have a good day enjoying yourself, instead of thinking about the work you do all the time.” Membership is just £4.99 for two years of discounts. Take it from a Blue Light Card member and care professional: “you’ll make your money back the first time you use it.”
HOW TO SIGN UP TO BLUE LIGHT CARD
One support worker recently saved £300 using Blue Light Card: “I purchased a fridge-freezer by following the Blue Light Card discount link. The item should have been £600, but I got it for £300 with free delivery. Blue Light Card makes a difference because my money goes that little bit further in a time when costs are increasing.” Beyond savings on shopping, Blue Light Card rewards members with exclusive VIP events and discounted cinema, theatre and concert tick-
Current and retired care workers in the UK are eligible to become Blue Light Card members. To sign up, visit www.bluelightcard.co.uk. You will need to provide evidence of your status as a carer during the sign-up process. Once your evidence has been reviewed, you’ll receive your Blue Light Card in the post and get access to your virtual card immediately via the app, ready to start saving.
“Trailblazer” Nurse Makes History As The First In Wales To Prescribe Care Home Meds A care home nurse has won a major award after creating history by becoming the first in Wales to qualify to prescribe medication to residents. Ezelina Dacruz, 50, gained her qualification after studying at Bangor University while also carrying out her duties as the clinical lead at Glan Rhos Nursing Home at Brynsiencyn. Care leaders say Ezelina’s trailblazing qualification could become the blueprint for how social care is delivered in Wales in the future – allowing swifter prescribing and treatment and reducing the need for GP callouts and ambulances attending care homes to take residents to hospital. A celebration to mark her achievement was held at Glan Rhos Nursing Home to mark Ezelina’s landmark achievement. She was presented with a Wales Care Award by Ynys Mon MP Llinos Medi who was accompanied by local Senedd members Elfed Williams and Mair Rowlands. Modest Ezelina, who is originally from Malawi, was “deeply grateful” for the award. Ezelina, who has worked at Glan Rhos for 21 years and qualified as a nurse in Malawi in 2000, said: “I thought having a prescription qualification would really help our residents. “As the clinical lead, if somebody is poorly in the home I do the GP callouts and I do the e-consultations for the patients. “I thought me being able to prescribe would make things easier and the residents could get the treatment quicker.” Ezelina, who lives in Llanfair PG, started the qualification, funded by Glan Rhos, said the knowledge she gained was invaluable in the care of her residents. Wales Care Awards founder and chair, Mario Kreft MBE, who is also the chair of Care Forum Wales, said: “Ezelina is without doubt a trailblazer and she deserves every accolade. “What she has done is a very important step forward and we need more people like Ezelina in the independent care sector. “We must do more to make sure that residents in our sector don’t have to go into hospital and don’t
necessarily have to have the GP called out, and that is why having prescribing nurses is such an important thing. “Ezelina deserves every credit, as do the management here at Glan Rhos for giving that support and helping her attain what is absolutely a first in Wales. This is a blueprint for the social care sector going forward.” According to Llinos Medi, she was honoured to present the special Wales Care Award to Ezelina, adding that Glan Rhos was a fantastic example of a successful homegrown Welsh business. She said: “I am the business and trade spokesperson in Westminster for Plaid Cymru and I am constantly reminding people that over 99 per cent of businesses in Wales are SMEs – Small and Medium Enterprises. “These businesses are the backbone of the economy in Wales and we know that social care is part of the economy that doesn’t get enough attention. “Businesses like this are crucial for family life and also crucial for the economy in rural Wales. “To have a Welsh family running a business like this and for people to be spoken to in their first language of Welsh is vitally important for our communities. “We are lucky on the island we have examples of businesses like this all across the island. “The home employs a significant number of people, offering them a career in a really important sector.” Kim Ombler, the registered manager at 52-bed Glan Rhos, and who runs the home with her sister Helen and brother David, said they were “incredibly proud” of Ezelina. “This will really help our clients because it means they won’t have to wait for a doctor to come out, especially at weekends, when you have to go through the out-of-hours service,” she said. “This has to be the way forward for social care, and it helps the NHS too with bed blocking and patients waiting in ambulances outside hospitals. “What Ezelina has achieved is amazing and to be the first in Wales makes it extra special. “It makes our home the first independent provider in Wales to have a nurse with this qualification, and that is something we are very proud of."
Could Your Care Home's Infection Control Strategy Do More Than A Pulp Macerator? PROTECTING RESIDENTS EVERY DAY Maintaining high standards of hygiene is a daily priority for care homes. With residents often more vulnerable to infection, the way care utensils are cleaned and disinfected plays an important role in protecting residents, staff and visitors, while supporting safe, dignified care.
IS IT TIME TO REVIEW YOUR CURRENT APPROACH? For many care homes, pulp macerators have been a familiar part of the sluice room for years. However, increasing pressure to improve infection prevention, reduce waste and control costs is encouraging providers to take a fresh look at alternative approaches. Modern bedpan washer disinfectors help care homes maintain high standards of hygiene, while reducing waste and supporting more efficient sluice room routines.
RELIABLE HYGIENE AT THE TOUCH OF A BUTTON MEIKO's TOPLINE bedpan washer disinfectors have been developed for demanding care environments, where reliable hygiene and ease of use are essential. Trusted in healthcare and care settings across the UK and Europe, TOPLINE machines provide consistent cleaning and disinfection at the touch of a button.
Highly effective against bacteria, viruses and even C. difficile spores, TOPLINE helps provide reassurance that care utensils are being processed to consistently high standards. Built for long-term reliability, the machines are designed to support care teams day after day.
BETTER FOR THE ENVIRONMENT AND YOUR BUDGET Reusable systems can help reduce the waste associated with disposable products, supporting sustainability goals while maintaining excellent hygiene standards. To make investment easier, MEIKO SMARTPAY offers all-inclusive packages including service and support, helping care homes access proven infection control technology without significant upfront capital expenditure. As care homes continue to balance resident safety, staff pressures and rising costs, many are taking a fresh look at how care utensils are cleaned and disinfected. For those considering an alternative to pulp macerators, washer disinfector technology offers a proven route to improved hygiene, sustainability and operational efficiency. See the advert on the facing page for further details or visit www.meiko.com
THE CARER DIGITAL | ISSUE 302 | PAGE 19
NAPA Launches National Day of Arts in Care Homes 2026 The National Activity Providers Association (NAPA) has launched the National Day of Arts in Care Homes 2026 and is inviting care providers across the UK to take part on Thursday 24th September. The theme for this year’s campaign is “Stories That Connect Us”, celebrating the ways creativity can help people express who they are, share experiences, build relationships and connect with the people and communities around them. Stories are part of all our lives. They can carry memories and traditions, celebrate identity and culture, capture everyday experiences or take us somewhere completely new through imagination. The arts provide many different ways for these stories to be explored and expressed. The National Day of Arts in Care Homes was launched in 2019 to provide a shared national focus for arts activities and projects in care settings. The campaign has grown each year, with hundreds of care settings and thousands of people participating in creative experiences. For 2026, NAPA is encouraging care providers to work with residents, Activity Providers, staff, relatives, volunteers, artists and community partners to create activities that reflect people’s interests, identities, experiences and stories. Projects might explore resident’s memories or local history, bring generations together to share experiences, celebrate different cultures and traditions, create new stories through art or performance or use pho-
tography, music and digital media to capture the people, places and moments that matter. The campaign is not limited to any one art form. Care settings can take part through visual art, music, theatre, movement, dance, photography, creative writing, storytelling, digital arts or any other art form that is meaningful to their communities. Hilary Woodhead, CEO, at NAPA, said: “Creativity is an essential part of meaningful engagement. It provides opportunities for people to express themselves, share their experiences, build relationships and contribute to the life of their community. The National Day helps the care sector celebrate excellent creative practice while encouraging more people and organisations to get involved. We want care providers to see 24th September as both a celebration and a starting point for embedding creativity in everyday care and support.” NAPA is asking care-sector organisations and publications to help promote the campaign, share examples of good practice and recognise the expertise of Activity Providers who make meaningful creative participation possible. Free resources and a campaign toolkit are available to help care settings plan and deliver their activities. Care settings can participate by choosing an art form, planning with their community, downloading the free resources and sharing their experience using #AICH2026 and tagging NAPA. Further information is available at: https://napa-activities.org.uk/get-involved/creativity-arts-programme/arts-in-care-homes/national-day/
IVC Commercial Shows its Caring Side at the Care Show Birmingham Discover the affordable floors that show you care from IVC Commercial at the Care Show. IVC Commercial is exhibiting at the Care Show Birmingham, the UK’s leading event for the care community. It will use the show to demonstrate how its European-made sheet vinyl floors can support the well-being and independence of care residents while delivering excellent long-term value, durability and ease of maintenance. Jake Parks, national sales manager commercial, says, “As the UK’s leading event for the sector, the Care Show is a fantastic opportunity for us to spend time with specifiers and explain how our sheet vinyl floors can deliver the durability, safety and hygiene they need while also ensuring residents benefit from welcoming designs that help them to feel settled in their environment. We’re looking forward to meeting delegates and hearing from the sector on what they need from their choice of flooring.” Through ranges with a highly durable and long-lasting 0.70mm wear layer that delivers class 34 perfor-
mance, IVC Commercial’s floors can withstand intense use, including from wheeled traffic such as wheelchairs, mobility aids and care equipment. They are also finished with Hyperguard+, a permanent PUR coating that resists stains and scuffs and makes cleaning easier. Selected floors include Sanitec anti-bacterial protection to inhibit the growth of bacteria and mould and improve hygiene. Specialist slipresistant safety and acoustic specifications are also available. Across all its collections, IVC Commercial delivers a wide range of natural wood designs that offer a homely, welcoming feel for care settings. With LRV available for all its designs and different planks sizes, grain effects and colours; they can be used to aid navigation and help residents to understand their space, while also creating a ‘sense of home’. Helping residents to feel calmer, IVC Commercial floors support their wellbeing and independence. IVC Commercial, Stand M25, Care Show Birmingham, NEC, Birmingham, 7-8 October 2026 For further information, please visit www.ivc-commercial.com
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Oadby Care Home Resident with Dementia Returns to Work A resident at Oadby Manor in Leicester, has swapped the care home for the counter of a local newsagent after staff helped her fulfil her wish to experience working again. 76-year-old, Jenny Wheetman who lives with dementia, returned to work from her retirement after carers arranged for her to work a shift at Holbrook News – down the road from the care home. Jenny had expressed her desire to work again to regain some of the independence she had enjoyed throughout her working life. A former cleaner at Leicester Royal Infirmary, Jenny moved into Oadby Manor as its very-first resident when the home opened in April 2026. Rather than allowing her diagnosis or move into the home to stand in the way, the team worked with their local newsagent to create an opportunity for her to experience being back in the workplace. For Jenny, working at the newsagent gave her a renewed sense of purpose, allowed her to meet new people and brought back memories of a working life spent caring for others. Commenting on the experience, Jenny said, “I was extremely excited. I am always nervous when trying something new, but you soon calm down. Her return to work at the newsagent gave Jenny the chance to try something completely different and prove that life doesn’t end when you move into a care home. During her shift, Jenny served customers, cleaned the shop and stocked shelves, enjoying the opportunity
to interact with members of the local community. She said. “I enjoyed serving customers because I like meeting new people and being able to give back to the local community. Being friendly and welcoming and making a difference to their day.” Home manager at Oadby Manor, Tamara Crosswell said, “We reached out to our local newsagent because it provided a familiar, communitybased environment where Jenny could interact with customers without becoming overwhelmed by a busy or high-pressure workplace. “The team at Holbrook News were extremely supportive of the idea and helped ensure Jenny had a positive experience.” The impact was immediately clear when Jenny returned to the care home. Tamara added, “On her return she had the biggest smile on her face, she hugged me tight and said, ‘thank you for believing in me’. Jenny was incredibly proud to have been able to try something new.” Tamara continued, “People often assume that when you live in a care home you aren’t capable of certain things. Working is one of those areas that people cannot usually continue. “By supporting Jenny with this experience allowed her to feel that her diagnosis has not and will not define her. “It allows her to feel that she is not being restricted due to living with dementia and gives back an element of control and independence.”
A Little Reassurance, Born from Love WHY MICODE EXISTS
Building on our work with Dementia Jersey, where codes have been
When you care for someone you love, you want to know they can get help, even when you cannot be beside them. That feeling inspired MiCode. My sister Louise and I cared for our brother Tony and our mother Betty. We understood how much it mattered for people helping them to have the right information. As a Professor of Computer Science at Goldsmiths, University of London, I wanted to make that easier. MiCode carries your chosen medical information and emergency contacts through a QR code. One smartphone scan opens it; no app is needed.
NATIONAL RECOGNITION AND THE AXA AWARD
Winning a runner-up award in the national AXA Startup Angel Competition 2026, run in partnership with The Standard, from hundreds of entries, made us incredibly proud. The national recognition places MiCode among a select group of businesses backed by major
made available to support families, we are offering local community organisations supporting people with dementia up to 50 free MiCodes each, including free lifetime subscriptions. This builds directly on our outreach efforts, offering real reassurance to families. It is our way of turning a family experience into a little reassurance for other families, without ongoing subscription costs for the people receiving these free codes.
GET IN TOUCH Local dementia support organisations can register their interest by UK publishing and mentoring support, giving us a valuable platform to
emailing info@micode.uk, including their organisation's name, area
reach families who may never have heard of us. We want to turn that
served, contact person, and the number of MiCodes requested (up to
recognition into practical help.
50). Individuals and families can also purchase MiCodes through
SUPPORTING LOCAL COMMUNITIES AND DEMENTIA CARE
Amazon or at www.micode.uk.
CMA Approves Care Home Disposals Following Welltower and Apex Investigation The Competition and Markets Authority (CMA) has accepted a package of remedies proposed by Welltower and Apex Healthcare Properties, bringing its investigation into a series of care home acquisitions to a close. The regulator’s decision follows a nine-month review of transactions involving more than 600 care homes across the UK. The CMA had identified potential competition concerns in 30 local care home markets across England and Scotland. The remedies involve the disposal of a number of care homes and changes to their operators. The CMA said the measures address the competition concerns it identified and mean the transactions will not proceed to a more detailed Phase 2 merger investigation. The investigation covered acquisitions involving major care providers including Barchester Healthcare, HC-One, Aria Care and Danforth Care.
CMA IDENTIFIES COMPETITION CONCERNS The CMA began its investigation in January and concluded in May that the transactions could result in a substantial lessening of competition in a number of local markets unless action was taken. Its concerns related to both residential and nursing care for older people, including competition between individual care homes and, in some locations, competition between care home operators. Welltower and Apex subsequently offered a package of undertakings designed to resolve the regulator’s concerns. Following a consultation on the proposals, the CMA has now formally accepted the remedies.
FOUR BUYERS NAMED The CMA’s decision identifies four organisations that will acquire or take over the operation of the care
homes being divested. They are Care UK, The Orders of St John Care Trust, Healthcare Ireland and CGEN Care Group, the parent company of Stow Healthcare. CGEN Care Group is set to acquire five homes: Albany Lodge Nursing Home, Kentford Manor, Fieldway Care Home, Orchard Care Centre and Drummohr Nursing Home. Healthcare Ireland will acquire Annfield House, Charters Court Nursing and Residential Home and Forthbank Nursing Home. It will also take over the operation of Tranent Care Home, Cairnie Lodge, Fosse Way View and Mossdale Residence. Care UK will acquire Highmarket House, while The Orders of St John Care Trust will acquire Kings Court. The CMA said the remedies provide sufficient safeguards to address the competition issues identified during its investigation.
THIRD-PARTY CONCERNS CONSIDERED The regulator’s consultation on the proposed undertakings took place in July, with the CMA subsequently extending its consideration period while it assessed responses and finalised the arrangements. Four third parties responded to the consultation, raising issues including the independence of Care UK and Healthcare Ireland from Welltower, Healthcare Ireland’s other acquisition activity, arrangements for transferring operations and CGEN’s ability to manage a geographically dispersed portfolio following its expansion into the UK through Stow Healthcare. The CMA said it had considered those representations but concluded that they did not change its assessment that the proposed remedies would adequately address the competition concerns.
MAJOR TRANSACTION UNDER SCRUTINY The investigation represents a significant competition review of activity involving the UK care home sector, which has seen substantial investment from international property investors in recent years. Alongside the principal transactions, the CMA also considered whether aspects of the arrangements created relevant merger situations involving Care UK and Aria Care, and Apex and HC-One. The acceptance of the undertakings brings the CMA’s Phase 1 investigation to an end, with the agreed disposals and operator changes forming the basis of the remedies accepted by the regulator.
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Better Ratings Begin Before The Regulator Arrives By Kevin Groombridge – Chief Executive, Care Inspections UK (www.careinspections.co.uk) For a care provider, a regulatory rating is more than a judgement published online. It influences the confidence of people choosing care, families, commissioners, lenders, insurers and potential employees. A disappointing rating can damage a service's reputation and commercial performance, but it need not define its future. Improvement begins with knowing precisely where the service stands. That requires much more than a brief “mock inspection” or a checklist designed only around the most obvious regulatory questions. Care Inspections UK (CIUK) provides a comprehensive, independent assessment of the entire service, examining the factors that determine quality, compliance, safety and organisational resilience.
rarely exist in isolation. A training gap may affect practice; poor oversight may allow it to persist; incomplete records may then make it difficult to demonstrate good care. CIUK’s professional inspectors triangulate their findings from observation, interviews, records and other evidence. The resulting report does not simply identify what is wrong. It explains the evidence, the applicable requirement and the significance of each finding, while also recognising strengths and good practice.
ACTION PLAN AND SUPPORT Crucially, the report is followed by a detailed action plan. This converts findings into clear, prioritised steps, identifying what must be done to achieve compliance and strengthen performance. Providers are not left with a list of problems and no route forward. CIUK offers continuing support as actions are implemented, helping leaders address root causes, evidence-based improvements and embed changes that will withstand future scrutiny. Used proactively, the process also gives providers time to address weaknesses before the regulator visits,
PROFESSIONAL ACCREDITATION
reducing avoidable surprises and allowing improvement to be evidenced in everyday practice rather than in
CIUK is the UK’s only UKAS-accredited care service inspection body. Accreditation to ISO/IEC 17020 means that its competence, impartiality, methodology and consistency are independently assessed. This matters because providers need findings they can trust, based on verifiable evidence rather than opinion or reassur-
last-minute preparation.
ance.
PROFESSIONAL INSPECTION Each inspection looks across the whole operation. Depending on the service, this includes governance and leadership, safeguarding, medicines, staffing, recruitment, training, care planning, consent, infection prevention and control, health and safety, premises, record keeping, quality assurance and the experience of people receiving care. Broader risk management and commercial issues are also considered, as weaknesses
This creates a disciplined improvement cycle: inspect, understand, act, verify and sustain. It enables boards, owners and managers to deploy resources where they will have the greatest effect, while giving staff clarity about expectations and accountability.
CIUK GUARANTEE CIUK guarantees that a service’s rating will improve when the complete process is followed and the agreed action plan is implemented. That confidence comes from experience: detailed inspection exposes the issues holding a service back, while structured support ensures they are properly corrected. A better rating should never be achieved through presentation alone. It must reflect safer systems, stronger leadership and demonstrably better care. CIUK helps providers deliver exactly that, turning independent inspection into measurable improvement and lasting assurance.
Care Homes Show Heartfelt Gratitude To Emergency Service ‘Heroes’ Care home residents and staff have taken part in open days, visits and other activities to show support for the work of the NHS and emergency services in their communities. Colten Care homes in Dorset, Hampshire, Wiltshire and West Sussex all marked the annual Emergency Services Day, also known as 999 Day. Among the homes organising visits was Brook View in West Moors, Dorset. Home Manager Lauren Steele and Customer Support Advisor Shelley Morris both visited the Fire and Rescue team at nearby Bournemouth Airport to deliver cards and cakes. Lauren said: “The team there gave us such a warm welcome, talked to us about their work, and even allowed us to sit in the engine and climb up on the roof. It was a lovely opportunity to thank all firefighters for their dedicated work in keeping our communities safe.” Colten Care’s Bourne View in Poole also organised a cake delivery at Redhill Park Fire Station, with Customer Support Advisor Juliet Brett saying: “It was especially meaningful as some of the station’s firefighters have previously visited Bourne View, spending time with our residents and showing them around the fire engine. So, it was our turn to treat them!” In Hampshire, three residents from Linden House dementia care home - Katie Hopkins, Christine Stott and Frank O’Grady - travelled with Home Manager Priya Joseph, Clinical Lead Mitch Tan and Companion Lin Gordon on a cake delivery run to Lymington police station. While Katie’s verdict on meeting the officers was ‘lovely’, Christine said: “It was a smashing day.”
And Frank said: “I was very happy to meet the police officers and visit the station. They do a brilliant job.” At Colten Care’s West Sussex care home, Wellington Grange, cards and treats were made up for Customer Support Advisor Julie Dunwoodie to present to crews at Chichester Fire Station. In Salisbury meanwhile, staff and residents at Braemar Lodge handed out cookies and cards at the city hospital’s accident and emergency department as well as ambulance and fire stations. They also showed gratitude to the armed services with a thankyou visit to the Royal Military Police in Bulford. The visitors included Home Manager Jackie Cash and Companionship Team Leader Graham Ballard, both military veterans themselves. Elaine Farrer, Colten Care’s Chief Operating Officer, said: “Our residents and colleagues are always keen to show their appreciation for the emergency services because they understand just how much these dedicated people do to keep our communities safe. Many of our residents have had personal experiences of the NHS and emergency services over the years, while our care home teams work closely with them when support is needed. These visits are a small but heartfelt way of saying thank you for everything these heroes do, and for the kindness and reassurance they so often bring when people need it most.” Emergency Services Day aims to educate the public about how ‘blue light’ responders operate and to promote responsible contact from those who request their help.
90-Year-Old Fan Returns to the Rink – ‘I Loved Cheering for The Panthers and Booing The Devils” A90-year-old Nottingham Panthers superfan returned to the ice after six years to relive special memories shared with her children and grandchildren. Local lady, Heather Swain returned to watch her beloved Nottingham Panthers at the Motorpoint Arena for the first time in six years – thanks to a special wish made possible by her care home. A resident at Beeston Rise care home in Nottingham, Heather was reunited with the sport she has loved for decades when she attended the Nottingham Panthers’ game against the Cardiff Devils on Saturday, September 5th. A former season ticket holder, Heather spent many weekends taking her children and grandchildren to the arena to support the Panthers. Growing up in the area, the arena holds even more special memories for Heather. She first stepped foot into the arena when her mother took her for tap dancing lessons when she was a little girl – making her return a trip down memory lane in more ways than one. Heather’s sons have followed in her footsteps and continue to support the team – attending games whenever they can. Heather was given the chance to soak up the atmosphere once again as part of Beeston Rise’s Make A Wish commitment, which encourages residents to share something they would love to do, with the care team then working to make those wishes happen. During the game, Heather met the Nottingham Panthers’ much-loved mascot, Paws, and was thrilled to win a Nottingham Panthers jersey. Speaking about her experience, Heather said, “My favourite part was watching the players whizz around
on the ice and watching an ice skater doing a dance performance during the breaks.” She added, “I loved cheering for the Nottingham Panthers and booing for the Cardiff Devils – it brought back a lot of happy memories.” For Heather’s family and the team at Beeston Rise, the evening was about much more than watching a hockey match. It gave her the opportunity to reconnect with a huge part of her life and revisit a place filled with memories and her younger years. Lifestyle assistant at Beeston Rise, Jess Brear said, “Heather had the biggest smile on her face throughout the whole trip and she hasn’t stopped talking about it since she got back. “She has been telling the carers and the other residents all about meeting Paws, winning her Panthers jersey and, of course, cheering on her team. It was so lovely to see how much the experience meant to her and to hear her talking about all the memories it brought back. “Being able to make Heather’s wish come true is exactly why our Make A Wish commitment is so important to us. We want our residents to continue doing the things they love, creating new memories and enjoying experiences that are meaningful to them. Heather’s love of the Panthers has been such a big part of her life, so being able to give her the chance to return to the arena was incredibly special.” Heather’s sons were also delighted to see their mum return to supporting the team and continue a family tradition that has lasted for generations. Other wishes the home has made come true, included a trip to Skegness sea front for a resident who wanted to return as this was where they went on family holidays as a child.
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Supporting Care Through Change: What to Expect at Care Show Birmingham 2026 • Future of care • Workforce sustainability • Funding pressures • Compliance and regulation • Technology and digital transformation The conference also welcomes an impressive line-up of speakers, including Chris Badger, Chief Inspector of Adult Social Care and Integrated Care at CQC; Sarah McClinton, Chief Social Worker from the Department of Health and Social Care; Jeremy Richardson, CEO of Avery Healthcare; Raina Summerson, Group CEO of Agincare; Nitesh Somani, CEO of Kara Healthcare; Nye Brown, CEO of Hallmark Luxury Care Homes; Amrit Dhaliwal, CEO of Walfinch; and Baroness Glenys Thornton, Chair of the Social Care Institute of Excellence.
NEW FOR 2026
The social care sector continues to navigate funding pressures, workforce shortages, evolving regulation and rapid advances in technology. That's why bringing the sector together has never been more important. On 7–8 October 2026, Care Show Birmingham returns to the NEC Birmingham, bringing together the people, insights and innovations helping to support care through change. As the UK's leading event for the care community, Care Show Birmingham brings together practical learning, the latest innovations and thousands of care professionals. Whether you're an owner, director, registered manager or care professional, you'll leave with ideas, inspiration and valuable new connections.
PRACTICAL LEARNING FOR TODAY'S CARE LEADERS With more than 200 expert speakers delivering an extensive CPDaccredited conference programme, Care Show Birmingham focuses on providing practical advice. Through keynote presentations, panel discussions and solution-focused sessions, delegates will hear directly from sector leaders, regulators and providers tackling the biggest issues affecting care today. This year's programme centres around five key themes:
The Carer's
This year's event introduces several exciting new features designed specifically for senior leaders and business owners. The brand-new Owners' & Directors' Forum has been created exclusively for strategic decision-makers. Dedicated to the realities of running a care business, the theatre explores everything from occupancy and commissioning to investment, business growth, funding challenges and long-term sustainability. It offers high-level content tailored specifically to those responsible for leading care organisations through change. Alongside the forum, visitors can take advantage of the new Care Business Clinics. These informal drop-in sessions give care leaders the opportunity to speak directly with some of the sector's most experienced business experts, ask pressing questions and gain practical advice from professionals who have successfully built and grown care businesses themselves. When the exhibition closes on day one, the excitement continues with the return of Care Sector's Got Talent, hosted at the Care Show for the very first time. This much-loved evening event promises entertainment, networking and the chance to celebrate the incredible personalities that make the care sector so special.
DISCOVER THE LATEST INNOVATIONS
Beyond the conference programme, visitors can explore more than 300 exhibitors showcasing the latest products, services and technologies supporting care providers. From digital care planning and AI-powered solutions to recruitment, compliance, facilities management and resident wellbeing, the exhibition provides a unique opportunity to compare suppliers, experience live demonstrations and speak directly with the organisations driving innovation across the sector.
BE PART OF THE CONVERSATION Care Show Birmingham brings together people from every corner of the sector because some of the best ideas don't come from presentations - they come from conversations. Whether that's with a speaker, another provider or an exhibitor, every discussion has the potential to spark something you can take back to your organisation. Join us at the NEC Birmingham on 7–8 October 2026 and be part of the conversations shaping the future of care. Register for your free pass today: https://forms.reg.buzz/care-show-birmingham-2026/carer
Care Show Birmingham Showcase READ IT ONLINE TODAY!
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PRODUCTS AND SERVICES
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
CareZips Classic Adaptive Pants ®
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 practical functionality and versatility of the CareZips® Classic, all day comfort and easy garment care.
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. • 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.
Serve in Style with Euroservice Trolleys 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.
Dinan Way - Professional Laundry and Linen Support for Care Homes and Local Businesses Laundry and linen management are essential parts of running a professional care setting or hospitality business. From fresh bed linen and towels to uniforms and regular textile care, standards must be maintained every day. Dinan Way offers a dependable laundry and linen service designed to support organisations that need consistency, quality and a practical approach. Based in Exmouth, Dinan Way operates from a location that has been associated with laundry services for more than 20 years. This local background is matched by a service that continues to grow as more businesses look for reliable support with their laundry and linen needs. The company provides commercial laundry services, linen care, towel laundry, uniform washing, textile support and linen rental. Its linen rental service is particularly useful for care homes, nursing homes, guest accommodation, serviced apartments, hotels, restaurants, cafés, salons and gyms, helping them accessfresh, well-presented linen without the need to purchase, store or manage large quanti-
ties themselves. For nursing homes and care homes, reliable laundry support is especially important. Clean linen, fresh towels and well-maintained textiles help protect hygiene standards, support resident comfort and make day-to-day operations easier for staff. Dinan Way understands that these services are not just about presentation; they are part of the smooth running of a professional environment. Collection and return are also available, making the process straightforward for organisations with regular requirements. By taking care of linen and laundry needs, Dinan Way helps businesses save time, reduce pressure on staff and maintain the standards their customers, residents and clients expect. Although its main focus is commercial laundry and linen support, Dinan Way also assists private customers with household laundry, bedding, towels and everyday clothing. More information can be found at www.dinanway.com See the advert on page 9.
Angloplas Dispensers Help Reduce the Risk of Cross Infection Angloplas are a UK manufacturer who specialise in producing dispensers for the health and hygiene industry. Although these are designed to keep the workplace tidy and uncluttered they are, more importantly, built knowing the control of healthcare-associated infections (HCAIs) are a priority for healthcare providers, and who are employing a combination of infection prevention and control strategies, including hand hygiene, cleaning, training and the adoption of new technologies, to tackle the problem. As a result, a wide range of infection control products and technologies are emerging on the market, including antimicrobial technology. Angloplas’ range of dispensers are produced in the world’s first proven Antimicrobial PVC with silver ion technology and which is exclusive to Angloplas. This helps reduce the risk of cross infection by stopping the growth of bacteria and mould and works continuously for the lifetime of the product, reducing levels of bacteria such as MRSA, E Coli, Legionella, Salmonella and mould by up to 99.99%. For non-clinical environments Angloplas has recently launched its new Budget Range of products which are made to the same exacting standards as the antimicrobial protected ones but with lower price tags. You can order Angloplas products directly from its website at www.angloplas.co.uk See the advert on page 6.
THE CARER DIGITAL | ISSUE 302 | PAGE 27
HYDRATION AND NUTRITION
Just One Month to Go: Don’t Miss the NACC Training & Development Forum 2026 Inspiration, innovation and leadership take centre stage at this year’s NACC Training & Development Forum and with the event now just one month away, there’s still time to secure your place. On 14 - 15 October 2026, the Hilton at St George’s Park, Burtonupon-Trent, will become the meeting place for care catering professionals from across the sector, with two packed days of expert insight, practical learning, innovation and networking. And it’s the programme that really sets this year’s Forum apart, designed to inspire, challenge and deliver practical ideas. From keynote presentations and interactive masterclasses to live cookery demonstrations, the 2026 programme has been carefully designed to give delegates ideas and inspiration they can take straight back into their organisations. A major highlight will be Michael Caulfield, Performance Psychologist, whose keynote promises to challenge delegates to think differently, embrace innovation and consider new approaches to leadership and positive change. Michael is joined by an outstanding speaker lineup, including Sachin Parmer, exploring AI and digital visibility; Sarah Restall, focusing on workplace wellbeing; Suzi Payton, sharing insights on neurodiversity; Toby Porter from Hospice UK, bringing insight and experience from the hospice sector; and the Seasons Care Dietitian Network from Canada. The lineup also features leading dietitians and care professionals exploring key topics including food allergy safety, blood sugar management, texture-modified meals, emerging technologies and much more. With such a diverse programme, there is something for every professional working to improve nutrition, wellbeing, dining experiences and standards of care.
The Forum isn't simply about listening to presentations. It is about connecting with colleagues, discovering new solutions, sharing experiences and gaining practical knowledge that can make a real difference. Alongside the expert programme, delegates can experience interactive masterclasses, live cookery demonstrations and valuable opportunities to meet and network with fellow care catering professionals and industry experts. And don’t forget the Supplier Exhibition. If you can't attend the full Forum, the NACC Supplier Exhibition on Thursday 15th October provides a fantastic FREE* opportunity for health and social care catering professionals. With the NACC Training & Development Forum 2026 now just one month away, now is the time to make sure you’re part of this must-attend event. Whether you join us for the full Forum or visit the Supplier Exhibition, you'll have the opportunity to discover new ideas, hear from leading voices, explore innovative solutions and leave inspired to raise standards across care catering. Find out more and register for the NACC Training & Development Forum 2026 at www.nacctraininganddevelopmentforum.co.uk *Exhibition-only registration provides access to the Supplier Exhibition and live cookery demonstrations only. It does not include entry to keynote presentations or interactive masterclasses, which are exclusive to full Forum delegates.
A Tale From The Manor The beginnings of Tea From The Manor is a delightfully simple story. The proprietor, James Green was in the 3rd Royal Horse Artillery in the Army where he spent many years in active service. Spending time in Northern Ireland, Cyprus and Hong Kong. It was while in Hong Kong, stationed with the Ghurkhas, he learnt all about tea. A passion that has stayed with him for many years. James began Tea From The Manor in 2011 when, along with his daughter Charlotte, they took a few different flavoured teas to a farmer's market. Over a decade later we have grown as a company, bringing you the finest full leaf teas from the best tea gardens around the world. We provide loose leaf, tea bags and tea envelopes along with accessories such as tea presentation boxes and tea pots. We supply the finest restaurants, cafes, garden centres and care homes all across the UK. Recently Tea From The Manor was awarded the Best Initiative in Care Award at the 2025 Caring UK Awards for its development of tea specially created for people who have dysphagia.
Four different flavours have been produced to provide a wide range of flavours for residents with dysphagia. Green Tea and Mint, Red Berry, English Breakfast and Earl Grey are all on the menu, giving residents of care homes a diverse selection. With the herbal and fruit tea options being decaffeinated, this further adds to a varied choice for residents. Although making a drink which would be safe and nutritious for residents with dysphagia was vital, making sure that it tasted nice and would be a drink that could be enjoyed was of equal importance. With decades of experience in tasting and developing the finest teas, James was able to bring his knowledge and passion to the process. "I was particularly excited by this project in terms of finding flavours that would work well with the thickening agents used in drinks. We tried a lot of combinations to get every blend just right. Residents each have their own taste memory so we wanted to make sure we could represent as many of them as we could." We are a proud family run business that cares for our customers and our environment, all of our silky tea bags are biodegradable. We are Green by name and Green by nature. Call 01477 771 811 or visit www.teafromthemanor.co.uk for more information.
Serve in Style with Euroservice Trolleys Watch your residents' eyes light up when the trolley arrives! Whether it's a freshly brewed cup of tea, an afternoon treat or a favourite drink, an attractive service trolley can transform everyday refreshments into a memorable part of the day. Euroservice's British-made trolleys combine style with practicality, offering a durable alternative to traditional metal trolleys while being suitable for cleaning with antibacterial sprays. Beyond food and drink service, Euroservice trolleys provide care homes with a versatile solution that can enhance both resident wellbeing and operational efficiency. When not being used for meal or beverage service, they can be quickly repurposed as mobile vending stations offering toiletries and personal care products, or as snack and pastry trolleys for residents and visitors. Their elegant appearance helps create a more welcoming, homely
environment while supporting person-centred care through flexible, accessible service. With more than 40 years' experience manufacturing high-quality trolleys in the UK, Euroservice offers an extensive range for the care sector, including tea, drinks, dessert, chilled and clearing trolleys, alongside bespoke options tailored to individual care home requirements. Combining robust construction with attractive design, they are built to enhance daily service while complementing the surroundings of modern residential and nursing homes. Visit the website at www.euroservice-uk.com to see the full range. See the advert on page 2 for further information.
PAGE 28 | ISSUE 302 | THE CARER DIGITAL
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 302 | PAGE 29
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.
Innovative Fall Prevention Solutions by Medpage: A Comprehensive Look Falls are a significant concern for vulnerable individuals, especially seniors and patients at risk. Medpage, a leader in assistive technology, offers a range of cutting-edge products designed to enhance safety and provide peace of mind for caregivers and families. Here’s an in-depth look at some of their standout solutions:
MPRCG1 (2023) BED LEAVING DETECTION ALARM WITH CAREGIVER RADIO PAGER The MPRCG1 is a comprehensive system tailored for fall prevention in domestic, commercial, and NHS care settings. This all-inclusive kit includes a bed pressure mat sensor, a BTX21-MP alarm sensor transmitter, and an MP-PAG31 radio pager. The system is designed to alert caregivers when a patient leaves their bed, reducing the risk of falls.
HDKMB2 HOSPITAL DISCHARGE KIT FOR FALLS RISK PATIENTS The HDKMB2 is a thoughtfully curated kit aimed at supporting patients transitioning from hospital to home care. It includes essential tools to mitigate fall risks and promote recovery. This kit is ideal for caregivers seeking a comprehensive solution to enhance patient safety during the critical post-discharge period.
CMEX-21 MULTI-PORT WIRELESS SENSOR INPUT EXPANDER FOR NURSE CALL CONNECTION The CMEX-21 is Medpage’s latest innovation, designed to integrate seamlessly with existing nurse call systems. This multi-port expander allows for the connection of multiple wireless sensors, enhancing the monitoring capabilities of healthcare facilities. Its versatility makes it a valuable addition to any care environment, ensuring timely responses to patient needs.
RON-WC2 WATERPROOF DISABLED PULL CORD ALARM TRANSMITTER WITH WIRELESS ALARM RECEIVER The RON-WC2 is a robust solution for disabled individuals requiring immediate assistance. This waterproof pull cord alarm is ideal for use in bathrooms and other high-risk areas. Paired with a wireless alarm receiver, it ensures that help is just a pull away. For more information, visit Medpage’s official website or contact their team to explore these products further. Safety starts with the right tools, and Medpage delivers just that. www.easylinkuk.co.uk or T: 01536 264 869 See the advert on page 2 for more information.
PAGE 30 | ISSUE 302 | THE CARER DIGITAL
TECHNOLOGY AND SOFTWARE
The Changing Face of Telephony in the UK: A Survival Guide for Care Providers
By Eric Toll, MD, 123Telecom Limited (www.123telecom.co.uk)
Almost 10 years ago, Openreach announced a definitive shift: the UK telecoms industry would transition entirely to digital VoIP (Voice over Internet Protocol) telephony. This is not merely an upgrade; it is a total replacement of all traditional analogue and ISDN lines. With the official "switch-off" of traditional telephony planned for January 2027, every business in the UK— especially those in the care sector—must now treat digital transformation as an immediate operational priority. For care homes, this is not just about technology; it is about resilience, safety, and continuity.
daily investment to ensure your home remains connected. 3.Redundancy is Key: Avoid providers offering "dual FTTP" services, as they usually share the same fibre route back to the exchange. If that optic fails, both lines go down simultaneously. Instead, combine FTTP with a secondary technology, like a 4G/5G mobile SIM backup or StarLink satellite service. 4.Hardware Matters: Consider Resilience VoIP handsets with integral SIM cards. These devices can be switched to mobile data if the wired internet drops. Furthermore, install mini-UPS (Uninterruptible Power Supply) on all critical desk phones and Internet equipment to ensure your phones remain operational in the event of a power outage.
UNDERSTANDING VOIP: MORE THAN JUST INTERNET CALLS At its core, VoIP is simple: your voice is converted into digital data packets and sent across the internet to your provider, who then routes it to the receiver. It is efficient, cost-effective, and flexible. However, unlike traditional landlines that draw power from the exchange, VoIP relies entirely on your local internet connection. When you disconnect from the old copper network, you disconnect from the traditional safety net of "always-on" power. This is where resilience planning moves from an IT concern to a safeguarding necessity.
RESILIENCE PLANNING: SAFEGUARDING YOUR HOME Reliable communication is the heartbeat of a care home. If your internet fails, your phones should continue to work. When planning for this transition to VoIP, you must prepare for the unexpected: total loss of your main Internet connection, power outages and maybe even router or switch failures. 1. Prioritise Physical Stability: Avoid relying on Wi-Fi for your desk phones. Wi-Fi can introduce unnecessary problems and failure points. Use physical Ethernet cabling to connect handsets directly to your network. 2.The Gold Standard of Internet Connectivity: Ideally, you should secure a dedicated "Leased Line" with auto failover to Fibre-To-The-Premises (FTTP) backup. While Leased Lines are a premium service, consider the cost against the daily operational risk—it often amounts to a modest
they are reachable whether they are at the nurses' station, in the garden, or on the move. On-Premises systems can carry heavy upfront equipment and setup costs, ongoing support fees, and rigid licensing. Conversely, Cloud solutions operate on a simple "per-user" model, typically including unlimited calls, analytics, and CRM integration. Because the "system" lives in the cloud, it is inherently easier to update and maintain. Your telephony system should work wherever you have an internet connection, allowing you to manage communications across an entire care group from a single dashboard.
BUYER BEWARE: NAVIGATING THE MARKET As the 2027 deadline approaches, you may encounter aggressive sales tactics. Here are a few golden rules to protect your business: • Avoid Long Contracts: There is no industry justification for a five-year or seven-year contract. Two or three years is becoming the new standard. Be wary of providers using high-pressure tactics or offering "extra discounts" to sign immediately on the spot. • Clarify Ownership: Ensure the contract explicitly states who owns the equipment. Avoid lease contracts if possible; if the suåpplier stops trading, the lease company will still expect payment in full. Ideally, buy the equipment outright or arrange credit terms with a defined ownership outcome. • Look for All-In Packages: Avoid hidden management fees or extra costs for features like call recording or analytics, as many providers offer them included within a transparent, inclusive price. • Do Your Due Diligence: Always check the provider’s reputation on independent sites like Google Reviews and consult the Ofcom website to ensure you are dealing with a regulated, reputable entity.
CONCLUSION CLOUD VS. ON-PREMISES: THE GREAT SHIFT The last decade has seen a seismic movement away from traditional On-Premises PABX systems. With industry giants like Panasonic, Samsung, and NEC exiting the marketplace, these outdated systems are becoming increasingly unsupported and difficult to maintain. For the vast majority of care providers, Cloud Telephony is now regarded as the superior solution. It offers seamless integration across any number of locations—perfect for care groups managing several homes—and allows staff to use mobile Apps as extensions, ensuring
The transition to digital telephony is inevitable, but it does not have to be painful. By treating this transition as a strategic opportunity to build resilience and improve mobile working, care providers can ensure their homes are better connected and safer than ever before. Take the time to audit your infrastructure now, avoid long-term traps, and ensure that your care home remains the reliable, communicative environment your residents and their families depend on. Find a service provider who offers both phones and connectivity with an established reputation in the industry. See the advert on page 11.
Smarter Workforce Management: Supporting Better Care Every Day Care providers across the UK and Ireland are facing increasing pressure. Rising costs, recruitment challenges, changing workforce expectations and growing compliance requirements all make it harder to deliver high quality care while maintaining efficient day to day operations. As these challenges continue, more organisations are investing in workforce management technology to reduce manual administration, improve workforce visibility and give managers the tools they need to make informed decisions. Today’s workforce management solutions do far more than record hours worked. They help care providers simplify scheduling, manage absence, support compliance and improve communication across the organisation, freeing up valuable time for managers to focus on their people and residents.
SMARTER SCHEDULING Creating and maintaining rotas is one of the most time consuming responsibilities for care managers. Balancing staffing levels, employee availability, skills and compliance while responding to last minute changes can quickly become a daily challenge. Modern workforce management systems simplify the process through intelligent scheduling, automated rostering and real time visibility of staffing levels. Employee self service also allows staff to view their schedules, request leave and swap shifts, reducing the administrative burden on managers while giving employees greater flexibility.
BETTER VISIBILITY OF YOUR WORKFORCE Managing absence is about more than filling shifts. Without clear insight into workforce trends, organisations often find themselves reacting to issues rather than preventing them.
With accurate workforce data and reporting, managers can monitor absence patterns, identify recurring issues and make better workforce planning decisions. This proactive approach helps reduce disruption, control costs and support continuity of care.
LESS ADMINISTRATION, MORE TIME FOR CARE Administrative tasks are an essential part of running a care organisation, but they shouldn’t take time away from supporting staff and residents. By bringing time and attendance, scheduling, leave management and workforce reporting together in one system, providers can reduce manual processes, improve payroll accuracy and maintain the records needed for compliance with confidence. The result is a more efficient operation where managers spend less time on paperwork and more time supporting their teams.
TECHNOLOGY THAT SUPPORTS PEOPLE Technology will never replace the people who deliver care. Its role is to remove unnecessary administration, provide better visibility and make everyday workforce management simpler. As the care sector continues to evolve, organisations need solutions that are flexible enough to adapt to changing demands while helping them maintain the highest standards of care. For more than 35 years, Softworks has worked with organisations across the UK and Ireland to simplify workforce management, improve operational efficiency and support better outcomes for employees, managers and the people they care for. To find out how Softworks can support your organisation, visit www.softworks.com, email hello@softworks.com or speak to our team on +44 (0)1527 888 060.
PAGE 32 | ISSUE 302 | THE CARER DIGITAL
TRAINING AND PROFESSIONAL
Cyber Security In Social Care: Progress Is Real, But So Is The Threat
By Daniel O’Shaughnessy, Head of Programme Delivery, Digital Care Hub (www.digitalcarehub.co.uk)
REAL PROGRESS, RISING RISK
WHY THE SUPPLY CHAIN MATTERS
There is a positive story to tell about cyber security in adult social care. Across England, more providers than ever are engaging with data protection and cyber resilience. By the 30 June 2026 deadline, almost 76.5% of CQC-registered adult social care services had an up-to-date Data Security and Protection Toolkit (DSPT) in place. That includes 22,429 services, with almost 14,500 publishing for at least three years in a row. At Digital Care Hub, we believe that record completion rate reflects genuine awareness and engagement. More providers are reviewing policies, training staff and improving systems. But the DSPT is a foundation, not a finish line. Cyber security depends on everyday habits: spotting suspicious emails, removing old accounts, installing updates, checking backups and reporting problems quickly.
Supply chain risk is particularly important in social care. Providers increasingly rely on digital care records, eMAR systems, rostering tools, finance platforms, NHSmail, shared care records and data sharing with NHS and local authority partners. These links support safer, faster and more joined-up care, but they also make providers part of a much larger digital network. You may not be the target, but you may still be the victim. If a supplier, shared system or partner organisation is compromised, your service may be disrupted. Providers need to know who they rely on, what access those organisations have, what data they hold and how quickly they would notify you if something went wrong.
INCIDENTS ARE CHANGING The threat is changing too. Not every cyber incident is a deliberate attack. Many begin with an ordinary mistake, such as information being sent to the wrong person, a weak password, a lost device or access left open after someone changes role. At the same time, criminal attacks are becoming more convincing. The UK Government’s Cyber Security Breaches Survey 2025/2026 found that 43% of UK businesses had experienced a cyber breach or attack in the previous 12 months, with phishing still the most common type. AI is accelerating the problem. Scam emails, fake invoices, cloned voices and impersonation attempts are becoming easier to produce and harder to spot. We recently warned care providers about a fake Home Office email designed to steal login details for the UK Visas and Immigration Sponsor Management System. It looked official, used urgent compliance language and directed providers to log in. In some cases, a provider’s certificates were assigned to workers in return for large payments. The consequences can be serious: disrupted care, exposed confidential information, financial loss, identity fraud and problems with staffing or sponsorship. A ransomware attack can also block access to care plans, medication records or rotas when staff need them most.
BUILD CYBER SECURITY INTO EVERYDAY CARE Good cyber security protects people’s privacy and dignity, supports safer care and reduces disruption. It also builds confidence with families, commissioners, regulators and NHS partners. The basics need to become routine. Keep the DSPT up to date. Train staff regularly. Use strong passwords and multi-factor authentication. Remove access when people leave. Update devices and software. Back up important information and test that it can be restored. Access to digital data must also be part of every business continuity plan. If care planning, medication records, rotas, payroll, email or the internet went down, how would you continue safely? Where are emergency contacts kept? How would staff access the information they need? Some risks are easy to overlook. Shared tablets, old accounts, personal devices, printer trays, paper files and supplier remote access can all create weaknesses. Managers do not need to become technical experts, but they do need to ask practical questions and make it easy for staff to report mistakes quickly.
FREE SUPPORT FOR PROVIDERS We are expanding our free support through Digital Health Checks, helping adult social care providers test whether their data protection and cyber security arrangements are working in practice. After a successful pilot in early 2026, the service is being rolled out across England through 32 local support organisations. The checks are practical and judgement-free, with clear recommendations to help providers improve. Record DSPT completion is a brilliant achievement, but the next step is turning those commitments into everyday practice. Cyber security is strongest when it becomes part of how care services work every day – protecting people, supporting staff and building trust. The sector should be proud of its progress. The next challenge is consistency: making sure safe habits are built into every service, every supplier relationship and every continuity plan. Visit www.digitalcarehub.co.uk/cybersecurity
77% Adoption In Month One: The Business Case For On-Demand Pay In Care For registered managers, operations directors and finance leaders across home care and care homes, most new employee benefits get judged on one thing: will staff actually use it? When Prosperity Care launched Level FT's OnDemand Pay app to its workforce last year, 77% of carers had logged in and used it within the first month. That's not a soft engagement metric buried in a quarterly report; it's a workforce telling ownership, within weeks, that a benefit is worth having. "We are really loving Level FT so far and our staff have nothing but praise for it. It's also helping to cover our rotas, as staff now have quicker access to any overtime they do rather than having to wait." — Bluebird Care On-Demand Pay is now offered by almost a third of care providers in the UK. For leadership teams weighing it up, the case isn't just about staff wellbeing, it's a workforce cost and retention lever with a fast, measurable return.
THE BUSINESS CASE, NOT JUST THE BENEFIT On-Demand Pay, also known as Earned Wage Access, lets staff draw down a portion of wages they've already earned, ahead of payday, without touching an employer's cashflow or disrupting existing payroll processes. For care providers, the appeal sits in three places leadership teams already track closely: recruitment and retention, agency spend, and staff engagement. When staff can access overtime pay sooner, demand for extra shifts tends to rise. Financial flexibility makes staff less likely to look elsewhere for small pay rises. And same-day access to earned pay is linked to lower next-day absence. The agency spend impact is the one that gets finance directors' attention fastest. By rewarding overtime more quickly, providers encourage their own staff to pick up extra shifts, rather than reaching for
costly agency cover to fill the rota. In a sector where agency spend is often one of the largest controllable costs on the P&L, that shift in behaviour compounds quickly.
TRUSTED ACROSS THE SECTOR Level FT is an On-Demand Pay specialist in the care sector, working with providers including Agincare, Home Instead, Bluebird Care, MACC Care, EQ Care Group and Prosperity Care. We understand the pressures facing ownership and senior leadership in this sector directly: managing high staff turnover, the nuances of franchise operating models, and reducing reliance on agency staff. "Our employees really like having access to their pay through Level FT." — Prosperity Care Seamless integration with payroll and workforce management systems Part of why rollouts like Prosperity Care's move quickly is integration. Level FT's On-Demand Pay connects directly with many of the UK's leading HR, rota and payroll systems, including Nourish, Birdie, Sona, IRIS, SAP, Humanforce,and many more, making setup and go-live quick and straightforward for operations teams. Staff get flexibility from day one, without adding administrative burden to payroll. For leadership teams still weighing up whether On-Demand Pay is worth the change, the Prosperity Care numbers make the point simply: when the benefit is introduced well, staff don't need convincing, and the business case builds itself.
ABOUT LEVEL FT Level FT is a UK financial wellbeing platform offering On-Demand Pay, Payroll Savings and more. We're a founding member of the CIPP's official On-Demand Pay Code of Practice, and power the service for many of the UK's biggest employers and HR technology providers. Learn more at www.levelft.com.
THE CARER DIGITAL | ISSUE 302 | PAGE 33
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 practice. Dementia care simulations, for example, have helped staff develop more person-centred 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
Don’t Let Cyber Criminals Catch Your Care Team Off Guard
AI is making scams harder to spot A member of staff receives an email that appears to come from a regular supplier. At first glance, everything looks familiar: the logo, the wording and the request to update payment details, reset a password or open a document before the end of the day. A few years ago, staff may have spotted warning signs such as poor spelling, odd formatting or a message that did not sound quite right. Now, AI tools can help criminals create convincing emails, fake documents and messages in seconds, making scams look more professional, personal and relevant to a care setting. A single click could affect care records, staff rotas, payroll, medication information, family communications or confidential resident data. With care homes now using more digital systems — from care records and eMAR to staff platforms, shared devices and video calls — there are more places where information needs to be protected.
TRAINING TURNS AWARENESS INTO ACTION This is not a reason to panic. Care homes do not need to become cyber security experts overnight; often, the most effective protections are simple habits built into everyday routines. Training and regular updates help staff understand how to spot something suspicious, who to tell and what to do next. October is Cyber Security Awareness Month, making it a good moment to refresh knowledge and upskill
your team. Short reminders in handovers, team meetings and supervision can help reinforce everyday habits: pausing before clicking, checking unexpected requests through a trusted contact route, using strong passwords and individual logins, and reporting concerns early.
FREE SUPPORT FOR CARE PROVIDERS Digital Care Hub offers free elearning and an interactive Cyber Game for adult social care staff on data protection and cyber security, with practical examples drawn from care settings. Providers can also share NHS England’s Keep I.T. Confidential campaign materials to keep cyber safety visible throughout October and beyond. Providers looking for practical, judgement-free support can also contact Digital Care Hub about a free Digital Health Check. It can help identify what is working well, spot gaps early and provide clear recommendations to strengthen your approach. And keep an eye out: new training resources are coming soon to help staff learn on the job. Find out more: www.digitalcarehub.co.uk/cyber-security
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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
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 first-hand how eating and drinking can become confusing, frustrating or overwhelming for residents living with dementia. Westgate Healthcare has now embedded DIET training into its threeday 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
External Compliance Audits – Are They Worth It? Working in social care is demanding. It is one of the most heavily regulated yet underfunded sectors, with providers expected to comply with regulations, meet Quality Statements, follow good practice guidance, respond to local authority monitoring, and operate under constant scrutiny. Regulation itself isn’t the problem — it protects people and improves standards. The challenge is capacity. Larger organisations may have in-house quality assurance teams, but smaller providers rarely have the time or budget to review compliance in depth. Many owners and managers tell us they feel overwhelmed and unsure how well their service is really performing, especially since the introduction of the Single Assessment Framework. For many, confidence in compliance is the number one concern — not because standards are poor, but because there simply isn’t time to step back and take a full, objective view. CAN AN EXTERNAL AUDIT HELP? In short, yes — when it’s done properly. A high-quality external audit provides: • A clear snapshot of current performance • Identification of good practice and priority risks • Practical advice on how to improve
• Evidence to support action plans and improvement journeys • Demonstration of good governance and continuous improvement — a key CQC focus • Reassurance for owners, directors, and managers HOW W&P CAN HELP W&P have supported health and social care providers for nearly 25 years, completing hundreds of audits across a wide range of services. This experience gives us deep insight into what regulators look for — and what genuinely improves outcomes. Our audits are supportive, non-judgmental, and practical. They typically include around six hours on-site, followed by a detailed report that links evidence to regulations and Quality Statements. Reports also include clear guidance, tips, and sources to help you respond confidently. Every audit is tailored to your needs — whether that’s safeguarding, medication management, or overall governance — ensuring it is truly fit for purpose. If you would like to know more, then please contact us on audits@wandptrainng.co.uk or call 01305 767104 for a no-obligation chat on how our audits can help you. See the advert on page 5.
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Advance Care Planning 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
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.
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/
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
PLEASE MENTION THE CARER WHEN RESPONDING TO ADVERTISING
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How to Help Your Health and Care Business Grow in 2026
Health and care businesses are critical to support UK communities. They help provide a safe place for some of the most vulnerable people in society. But this safety relies heavily on the cash in the bank, as without this, there would be no way to provide this vital support.
WHAT STEPS SHOULD HEALTH AND CARE BUSINESSES TAKE TO ENSURE THEIR BUSINESS GROWTH? Health and care businesses face constant cash flow pressures, whether it’s staffing requirements, rising costs or complying with regulatory requirements, they all put pressure on the books. But don’t worry, there are practical methods you can manage these risks, while building a stronger, more resilient business. There are 5 key things you should identify and action to build a resilient health and care business: 1. Know where the growth will come from – look at your current operation and assess where investment or improvement will help increase profits 2.Strengthen cash flow before you need it – it’s a well-known fact that growth consumes cash, that’s why it’s important to have access to working capital or speedy funding so you can jump on these growth opportunities 3.Invest in areas that create competitive advantage – There are many ways to invest in a business, but the ones that make you stand out are where you should invest first 4.Build resilience into the business – the strongest businesses aren’t the ones with the highest growth, they’re the ones who can make it through tough economic climates 5.Make sure the funding supports the strategy – having a good strategy is key, but without the funding to support it, it’s useless
HOW CAN HEALTH AND CARE BUSINESSES IDENTIFY THE OPPORTUNITIES? The above information may be insightful to you, but without practical step-by-step advice , it’s hard to
take actionable steps to implement this into your business. That’s where Capify’s Health & Care Growth Blueprint 2026 comes in. It’s full of practical and actionable information and advice for small and medium health and care businesses across the UK. What’s even better is it’s completely free! All you need to do is pop in your email and a copy will be sent straight to your inbox. Download the Growth Blueprint.
HOW CAN HEALTH AND CARE BUSINESSES ACCESS THE FUNDING THEY NEED TO SUPPORT THEIR GROWTH? The most obvious and cost-effective way to access funding is by utilising the working capital you already have, but if you’re struggling with cash flow, this may no longer be possible. The next best thing is looking for a business loan, but who do you choose as the provider? This depends on your personal circumstances; things such as speed, credit score, trading history, and turnover can all affect which provider will be best for you. If you have an immediate need for cash, or your credit score is less than perfect, then the traditional banking route may not be for you. But don’t worry, alternative finance providers such as Capify are here to provide funding at the speed the growth demands. Since 2008, Capify has been supporting health and care businesses across the UK access the funding they need to grow. We understand the day-to-day pressures of running a business and know that a poor credit score does not mean you have a poor business. We are proud to have a human-led underwriting process, and we look at more than just the numbers to give you the funding that is best suited to your business needs. If you would like to see if you could unlock up to £3M in funding, all you need to do is take 30 seconds out of your day to complete Capify’s Eligibility Check at https://tinyurl.com/navpx9mu or see the advert on the back cover.
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