Let’s Talk Social Care!

Issue 127 I Winter 2023/24

How to be
Outstanding

In This Issue:
TOGETHER WE LEADING THE CO-PRODUCTION URGENT
CAN ACHIEVE AN WAY IN COUNTS! ACTION FOR CQC
OUTSTANDING CLINICAL CARE Cygnet Group ENFORCEMENT
SECTOR Simon Osbourne POWERS
Zoë Fry Director of Quality, Jenny Wilde
Executive Director, Right at Home Lead Partner,
The Outstanding Acuity Law
Society CIC
GUEST CELEBRITY

RYLAN
CLARK! HEADLINE
SPONSOR

THE
I N A S S O C I A T I O N W I T H

NATIONAL FINALS
CELEBRATING 22nd March 2024
ICC BIRMINGHAM
EXCELLENCE IN
SOCIAL CARE
RICK
PARFITT
JNR

HOST & COMPERE

STEVE
WALLS

www.care-awards.co.uk
Inside Issue 127 Subscribe to Care Talk at:
subscribe@caretalk.co.uk

This month we’re talking... R E A L L I V E S S O C I A L C A R E’S

Contributors
G OT TA L E N T
4 28
A message from the editor Empowering
through wisdom 40
Winners of the Thank you to everyone who has contributed to this
Children & Young People
magazine. Do keep your articles, news and views coming!
I N M Y O P I N I O N
Awards 2023 announced
5 Gillian Ashcroft
Professor Martin Green Company Owner, Exceptional Care Limited

Amanda-Jane Carey
Operations Manager, Kingdom Youth Services
TA L K I N G
Charlotte Driver-Young
How To Be Operations Director and Registered Manager,
Christies Care Ltd
Outstanding
06 Wellbeing is all about
6 Catherine Farrell
‘Thriving and not just surviving’
Together we can achieve an Best Practice Manager, MacIntyre
Outstanding sector
29 Zoë Fry OBE
7 Sarah's calling into care Executive Director, The Outstanding Society CIC
When it comes to
Outstanding, our 30 Torri Funnell
Teams Talk technology Blossoming bliss Director, Dedicated Care
8 42
Girl power in abundance at Karolina Gerlich
Outstanding staff, CEO, The Care Workers’ Charity
an outstanding service the 2023 Women Achieving
Greatness in Social
10 Care Awards Professor Martin Green
A Big Plan Chief Executive, Care England
for co-production
John Joannides
12 Corporate Services and PR Project Administrator,
Cascading excellence Quantum Care
in social care
14 Iain Kennedy
Lighting the touch paper Lead for Health and Social Care Skills Development, RNIB
on community engagement
Chantelle Lawton
Care Manager, Catalyst Care Group

32 Gill McAteer
From personal challenge Director of Employment Law, Citation
to empowering change in
supported living Pawel Moczulewski
Innovation and Activities Lead for arts, disabilities
and dementia, Jewish Care
44 Simon Osborne
LEADING THE WAY Director of Quality, ‘In Home’ and Clinical Care,
IN SOCIAL CARE Right at Home UK
Leading the way
in clinical care James Rycroft
Managing Director, Vida Healthcare
46
A NATIONAL VOICE Winnie Smith
Driving change in Training and Development Manager, RNIB
16 children's services
The journey to
Oustanding is not just about David Rowley
the destination Product Manager in Technical Education, NCFE

18 L E T ' S L E A R N Mark Story

From the ground up
48
Developing social care
managers through Digital
Leadership Programme
TA L K I N G
Social Care
Head of Learning Innovation, FuturU
Sam Ward OBE
Deputy CEO, Royal Voluntary Service
Jenny Wilde
Lead Partner, Acuity Law

20 34
The importance of Enabling residents through
sight loss training tech savvy living
22
Celebrating care workers 50
and communities 5 ways to help care residents
in December
23
We must act now
combat winter blues
Contact us
to safeguard our Advertising:
B U S I N E S S B A N T E R advertising@caretalk.co.uk
future workforce
24 52 General:
On the red carpet Helping care providers info@caretalk.co.uk
and in the spotlight for achieve Outstanding Editor: Lisa Carr
Jewish Care residents The Legal Bit lisa@caretalk.co.uk
Communication Executive: Kirsty Hollins
53 kirsty@care-awards.co.uk
C H AT CQC enforcement powers Graphic Designer: Tony Johnson
36 54 tony@tonyjohnsoncreativedesign.co.uk
CO-PRODUCTION COUNTS! Competent and
A new lens to compassionate leaders Tell us your news, views
strengthen co-production of tomorrow and suggestions!
38 63 editorial@caretalk.co.uk
ASK THE EXPERTS THIS MONTH KIRSTY MEETS...
Filling the generation gap Mark Story Follow us!
twitter.com/ facebook.com/
Coming up for the February 2024 issue: caretalkmag pages/Care-Talk

■ SHAPING THE FUTURE OF SOCIAL CARE ■ SUSTAINABLE SOLUTIONS FOR SOCIAL CARE Care Talk is a trading name of Care Comm LLP
Suite 2, Slapton Hill Farm, Slapton, Towcester,
■ CAREER PATHWAYS - DEVELOPING LEADERS OF TOMORROW ■ THE CHANGING SHAPE OF REGULATION Northamptonshire NN12 8QD 07973 403535
 This month we’re talking...

tion L is t Welcome to the Winter 2023/24 issue of Care Talk.

Circu la Where has the year gone? Reflecting on the challenges of the past 12 months in social
care, I remain in awe of the resilience and dedication of our sector's providers and care
alk
mo nth ’s Care Tstaff? professionals. With a cautiously optimistic outlook, we look forward to the upcoming
year, buoyed by an Outstanding commitment of those in our sector.
Has this ad by all your
been re list to be sure! How to be Outstanding is the theme of this edition and our brilliant contributors,
experts in their field, offer insights, practical tips, and real life examples to inspire and
Use our guide social care professionals on their journey to Outstanding practice.
ive
C hief Execut ector Someone who knows How to be Outstanding, is Zoe Fry, Executive Director at The
■ Dir Outstanding Society. In this issue, Zoe gives us an insight into how this Community
M anaging ager Interest Group aims to create a platform for sharing and celebrating best practices,
■ Man while also supporting others to improve and raise the profile of social care. Turn to
Re gistered page 6 to find out how, Together we can achieve an Outstanding sector.
■
pervisor To truly deliver an Outstanding service, a collaborative, approach to care delivery
■ Su Staff through co-production is essential, and as with all approaches to care and support, it
should remain dynamic and adaptable. A great example of this comes from MacIntyre,
■ Care llary Staff a national charity providing support for adults with learning disabilities and autistic
ci people. In her article on page 10, Best Practice Manager, Catherine Farrell, describes
■ An ice Users their motivation behind their new and improved, Big Plan for Co-Production!
rv
■ Se lies Outstanding care and support are nothing without the skilled individuals who deliver
mi it and their understanding of the uniqueness of each person they support. As Care
■ Fa Talk’s awards season draws to a close, we have yet again been privileged to meet
and hear from first hand, individuals and teams for whom delivering Outstanding
care is at the very core of their being. To say we have been blown away would be an
understatement!

I want to finish by saying a heartfelt ‘thank you’, from all of us at

Care Talk for your continued support in helping us to raise the
profile of this Outstanding sector.

Wishing everyone a very joyful festive season and peaceful

new year.

Happy reading,
Lisa

4
 I N M Y O P I N I O N

How to be Outstanding
Residential and domiciliary care can be
outstanding, and care providers work very
hard at meeting the highest standards of
care and providing exceptional support
to residents. Good providers strive for
continuous improvement and opportunities
to engage with the people that draw on
services and their families so that people live
good lives rather than just receiving good
care.

Some key factors contribute to outstanding care, and it

is important that care providers put these at the centre
of the work that they do and constantly revisit them
to ensure that they are delivering the best life for the
person in receipt of their service.

Person-centred approaches are vital and form the basis

of any good care. Outstanding care focuses on the
individual needs and preferences of each individual, and
this involves creating personalised care plans, involving
individuals in decision-making, and respecting their
choices and autonomy. Well-trained and compassionate
staff are essential and should be highly trained, skilled
and recruited on values. They should have a deep Professor
understanding of the needs of the people they are
Martin Green OBE
Chief Executive, Care England
supporting and be able to provide appropriate care and
support. Regular training and development opportunities
should be provided to ensure staff members are up-to-
Effective communication and involvement of families
date with best practices. There is a real need for a long-
are also vital to good care, and regular and open
term workforce strategy in social care that has clear
communication with families is crucial for outstanding
skills and competencies frameworks and also delivers
care. Families should be involved in care planning and
portable qualifications. If we had this approach, we
decision-making and informed about their loved one’s
would certainly have the foundations of better care and
well-being and any changes in their care.
more recognition for our wonderful colleagues.
Quality of life and well-being are essential elements

“ Good providers strive for

in care. Outstanding care focuses on enhancing the
quality of life and overall well-being of people who draw
on services. This can be achieved through promoting
continuous improvement and independence, maintaining physical and mental health,
and providing emotional support.
opportunities to engage with the
Continuous improvement and feedback are essential
people that draw on services.” features, and an outstanding care provider is committed
to continuous improvement. Regular feedback from
residents or service users, families, and staff should be
sought and used to identify areas for improvement and
A safe and comfortable environment is an essential part
implement necessary changes.
of delivering outstanding residential and community
care. This includes maintaining cleanliness, ensuring
Compliance with regulations and standards is vitally
proper safety measures, and, in the case of residential
important, and outstanding care meets all regulatory
care, creating a homely atmosphere that promotes
requirements and adheres to the highest standards of
well-being. The importance of the physical environment
care. This includes maintaining proper documentation,
cannot be underestimated, and residential services
following health and safety guidelines, and ensuring
should strive to make the environment a homely,
staff are appropriately trained and qualified.
welcoming and enjoyable place to live. Outstanding
care also understands the importance of giving people
By excelling in these areas, residential care can provide
things to do and connections with others. Meaningful
an outstanding level of support and care to residents,
activities and social engagement are the cornerstones
ensuring their well-being and enhancing their quality of
of outstanding residential care, and care homes and
life.
community care providers should offer a range of
meaningful activities and opportunities for community
engagement and social connections. This can include
hobbies, outings, group activities, and events that @ProfMartinGreen @CareEngland
promote social interaction and mental stimulation.
5
 T A L K I N G
How To Be Outstanding
Together we can achieve
an Outstanding sector
Zoë Fry OBE
Executive Director
The Outstanding Society CIC
I want to start by busting a myth… You
do not have to be outstanding to join the
Outstanding Society, (OS)! Yes really, you
just have to want to share and learn from
others in the sector who are focused on being
the best they can!
“ You do not have
to be outstanding to join the
Outstanding Society.”
Who are we and what do we do…? Well, the OS was
formed by a small group of providers who had, at
the time, all recently achieved ‘Outstanding’ ratings
following the introduction of the CQC (Care Quality
Commission) inspection standard ratings in 2014. There
was a general consensus between these providers that it
would be beneficial to the adult social care (ASC) sector
if services were able to share their expertise with other
providers and support the driving up of quality across
the whole of England.
In 2021 the OS was set up as a Community Interest
Company (CIC). This was to provide a platform to share
and celebrate best practice whilst helping others to
improve and raise the profile of social care.
Our joint vision as Directors is to give providers FREE
membership which allows free access to our virtual
events, newsletters and podcasts. It provides a platform
for all providers to access topical information and will
also be a platform to celebrate innovation and share
best practice.
Keep in mind The OS is totally run by providers, we know
the challenges and we know that tackling them together
makes it easier. Best of all it’s FREE. There’s no sales pitch
to buy anything. We have sponsors who we appreciate
and value and only work with if we think they are the very
best there is.
So much of what we do, and do so well, is because of the
diversity in the people we have in the team, from small
independent operators to people who have worked in
large groups and now run them.
6
With the recent press release for VIVALDI Social Care
with National backing what an exciting time it is for the
sector. Reducing infections and improving lives is at the
top of the agenda and it is research for social care led by
social care – we are very proud to be leading on this with
University College London and Care England.
As if that wasn’t enough - The OUT STANDING
DIVERSITY FORUM will work to foster inclusion for all
diverse, socially mobile, and under-represented talent
and residents working and using the ASC sector, and to
promote inclusion and best practice in all facets of the
sector by working to share and promote a space to learn,
share from each other in order to create environments
where the best talent can succeed and for the benefit of
the people we care for.
One to watch out for is our Inaugural free virtual event for
2024 - Unlocking Excellence: Exploring the Components
of an Outstanding CQC Rating Thursday, January 18th
13:00 – 14:30. We will explore examples of outstanding
practice against the quality statements.
There’s much more to come – exciting learning around
ESG (Environmental Social and Governance), plus
new podcasts and attendances at the leading trade
shows. It’s really worth getting involved no matter what
your position, from CEO to the catering team we have
something exciting for everyone. Go on, what are you
waiting for… get involved… it starts with a simple click on
https://theoutstandingsociety.co.uk/
The Outstanding Society is a Community Interest
Company, free to all providers irrelevant of their rating.
It is a platform to share and celebrate best practice, help
others to improve and promote careers in Social Care.
So what are you waiting for? Whether you are
Outstanding or want to achieve Outstanding, come and
join us and together we can achieve an Outstanding
sector.
“ Our vision is to give providers
FREE membership which allows
free access to our virtual events,
newsletters and podcasts.”
Please contact Sonia -
info@theoutstandingsociety.co.uk
for more information or click on the
QR code:
 T A L K I N G
How To Be Outstanding
When it comes to
Outstanding, our
Teams Talk technology
James Rycroft
Managing Director
Vida Healthcare
James Rycroft, Managing Director at CQC
Outstanding rated Vida Healthcare, discusses
the role that technology can play in enabling
care homes to provide compassionate, high-
quality care that can lead to an Outstanding
rating from the CQC.
Technology within care homes
Investment in technology can deliver a range of
benefits that contribute to an Outstanding rating. From
alleviating staff members of administrative tasks so they
can spend more time with residents, to ensuring that
residents are in contact with their loved ones to reduce
feelings of loneliness.
Care homes will want to tailor their care provision to the
individual needs of each resident if they are to secure an
Outstanding rating. For example, taking the time to get
to know everyone and supporting them as individuals.
Utilising the knowledge of staff who spend time with
residents on a daily basis is critical when creating
individual care plans.
Connecting with other healthcare professionals can
also help to develop care plans which in turn inform the
technology that is required. IT systems deployed by GPs,
district nurses and other allied healthcare staff enhance
their communication with care home operators. This
ensures that the right care is delivered to the right
people at the right time which is particularly important
for care home residents with complex needs, such as
dementia, who may not have the capacity to accurately
convey if they are in need of support.
Deploying technology effectively
Considering technology in terms of the benefits that it
will provide can inform the effective integration of the
right solutions that in turn contribute to securing an
Outstanding rating. While some technology can support
care home operators in the provision of medical care,
other devices deliver a more holistic approach to health
and wellbeing.
7
For example, smart phones and devices can play a critical
role in helping residents to maintain social connections
with their loved ones and community, which can support
independence and improve wellbeing. While these
devices may seem daunting at first, building a positive
experience with new technology is crucial for staff
and residents who are nervous about, or new to smart
devices.
On the other hand, medical solutions, such as telecare
services, can play an important role in monitoring
and alerting the right people if a resident is in need.
Specialist hubs monitor for alerts 24/7 and can be
staffed by highly experienced, multidisciplinary teams. In
the event of an emergency or urgent care requirement,
these hubs can provide early intervention which reduces
the time from diagnosis to treatment. Collaborative
practices are encouraged, with hubs having access
to individual care records, enabling them to provide
comprehensive clinical assessments, guidance on
condition management and ongoing monitoring. One
such example is the Immedicare 24/7 Service, which we
have adopted at Vida Healthcare.
“ Our Team Talk app maintains
connectivity and knowledge
sharing between staff, residents
and family members.”
What does this look like in practice?
Since being founded in 2013, Vida has built three bespoke
care homes which have all secured Outstanding ratings.
As Vida has grown, we’ve recognised the crucial role that
technology plays in supporting our staff and residents.
This led us to launch our very own app, Team Talk, to
maintain connectivity and knowledge sharing between
staff, residents and family members.
Team Talk is user-friendly and has created a community
for staff to interact, communicate and collaborate. Not
only has this supported us in delivering high quality
and consistent care that achieves positive and valuable
outcomes, but it also provides an additional lifeline to
families looking to connect with their loved ones when
they’re unable to visit.
 T A L K I N G

How To Be Outstanding

Outstanding staff,
an outstanding service
Charlotte Driver-Young
Operations Director and
Registered Manager
Christies Care
Christies Care Ltd was established in 1987 by
our founder and Chairman Hugh Gathorne-
Hardy. We are a family owned and run
business. Hugh’s son Freddy is our Managing
Director. We provide Live-in care nationally
and pop-in care locally in Suffolk.
Our last two CQC inspections have been rated as
Outstanding. As CQC phases into their new regulatory
approach here at Christies Care we are ensuring that we
are working with the new framework to ensure that we
continue to deliver and evidence the outstanding care
we provide to our clients and how we ensure we have an
outstanding workforce who understand the importance
of high-quality outstanding care.
Continual service improvement and staff engagement/
wellbeing is key to our continued outstanding rating. We
recently underwent an external mock CQC inspection
conducted by an ex-CQC Inspector. This inspection
highlighted the good work Christies has done around
staff wellbeing and progression. The result of the mock
inspection was that we retained our outstanding rating
with amazing results and positive feedback which we
are so very proud of.
We have an internal Leadership Commitment to our
staff around progression and continued personal
development; there is a tangible culture of excellence
and this is being achieved in partnership with people,
relatives and staff. It is important that our Leaders are
innovative in their increasing use of technology and we
continually focus on this quarterly alongside monthly
KPIs with amazing results.

“ Our last two CQC

inspections have been rated
as Outstanding.”

8
Our staff love working for Christies Care and many have
had the opportunity to grow and develop.
We continually invest in good management and
staff engagement. We know that if you have good
management, you can have highly engaged staff, who
then do a fantastic job for their clients, who in turn get a
fantastic service.
This year we have focused heavily on our management
teams. We give management training to all our managers,
including a day of coaching for care, sessions on active/
empathetic listening, feedback and other subjects.
Because we focus on great internal management, we
can make sure everyone is treated extremely well, which
in turn means we have fewer problems with recruitment
and retention of carers. This year we are in the top 100
large employers and in the top 5 for health and social
care providers in the UK, according to Best Companies
Survey.
We have also focused heavily on recruitment from
outside of our sector; we have had great success with
this, 70% of our carer recruitment this year has been
from outside of care, we are very proud of this outcome.
The Christies Care Benevolent Fund helps our carers
when they are out of work; in the financial year 2022-23 it
paid out just under £25,000.00 to deserving carers.
We are improving client feedback. This Feedback
focusses on results: what will we do to make life better
for our clients. Our live-in client Peter (with us since 2012
and calls us for a chat every day) had told our team he
wanted a surprise birthday party with a cake. Our care-
co-ordinators made sure they visited and gave him a
surprise birthday cake. He was absolutely ecstatic.
9
“ 70% of our carer recruitment
this year has been from outside
of care, we are very proud of
this outcome.”
We have focussed heavily on staff Engagement; we have
looked after our wellbeing and celebrated the role of
physical activity, mental strength and resilience. We have
been involved in National Fitness Day where we invited
a Yoga teacher to teach chair yoga and mindfulness to
our carers and staff. We also encouraged our clients to
talk about the activities they love to partake in and their
past achievements. We had an ice-cream van visit us
at our head office treating all staff and carers to an ice-
cream to say thank you and how much their hard work
is appreciated.
Over the last year we have had a very strong community
presence in and around the Saxmundham area, we
have recruited a Community Engagement Officer who
has forged positive relationships with local charities,
organisations and attended local events.
All of the above highlights our continued commitment
to our clients, carers and staff which in turn enables us to
give an outstanding service and retain our outstanding
rating.
 T A L K I N G

How To Be Outstanding

A Big Plan for co-production

The Result
The key points from all the discussions were collated
and grouped into four key themes which now form
MacIntyre’s Big Plan and presented in a graphic (see
Catherine Farrell below):
Best Practice Manager
MacIntyre

MacIntyre is a national charity providing

support to over 1,700 children, young people
and adults with learning disabilities and/
or autistic people in England and Wales and
employing over 2,000 staff. Our vision is for
all people with a learning disability to live a
life that makes sense to them.

In 2022 MacIntyre wanted to develop a new co-

production strategy and to do this in a way which was
true to our values. The people who draw on MacIntyre’s
support have a variety of needs, including people who
don’t use speech to communicate and/or may have
sensory needs. It was important to us that the new
strategy would work for everyone.

Previously, using the Working Together for Change

model, we had run a number of events including people
who draw on support, their families and staff. Whilst
the events had been designed to be inclusive, we had
feedback that there were too many words and that each
event had been very long and tiring.
So, taking this learning, we developed a different
approach to consult on our new Co-production strategy
– called The Big Plan:
■ The preparation was supported by a Co-production
Working Group (The Co-Pros) made up of people
who draw on support and MacIntyre staff and
facilitated by Learning Disability England
■ More events in more local areas to reduce
travel time
■ Each event was shorter
■ All documents for the events were prepared in
Easy Read
■ Small group discussions at each event
■ Feedback from the discussion groups was done
using images and Easy Read
■ Over 250 people attended the events and/or
participated in the surveys about what was working
or not working to enable us to embed true co-
production
■ At the local events people voted on their top
priorities which led to Local Action Plans being
developed
■ At the final “Big Plan Day” representatives from the
local events fed back to draw together the priorities
that had been discussed and voted on.
Within each of the themes are examples of activities
which will help to achieve each theme. Some of these
activities were already happening, but are now seen and
more clearly understood to be part of the wider Big Plan.
Sui-Ling Tang, one of the Co Pro Group said: “The Big
Plan is important because it’s nice to have lots of people
involved from all round MacIntyre and there’s things that
need working on. Some people don’t know what co-
production means.”
The Big Plan is now helping people across MacIntyre
to achieve Outstanding support by guiding the
development of local plans responding to the four
themes. To help develop skills and understanding
across MacIntyre, people and staff are attending co-
delivered training and learning together about co-
production – working together. We are encouraging and
empowering ‘everyone, everywhere’ to get connecting
to their local communities and sharing stories to show
the impacts of this in weekly news stories. This is
making a big difference by opening doors and expanding
opportunities for people to build gloriously ordinary lives
as real contributors to their local neighbourhoods and
making sure that people who draw on our support are
leaders in making local events and activities happen.
Further co-delivered training has improved the quality
of person-centred reviews making these accessible
and individualised in many varied and creative ways.
When staff see people who draw on our support leading
and making a significant difference at both local and
national levels it is hard for them not to want to achieve
outstanding support that empowers those around them
to exceed expectations.

www.macintyrecharity.org

10
 2024
Northern Ireland
SPRING 2024
The ICC Birmingham
SUMMER 2024 in SOCIAL CARE AND SUPPORT

● The Employer Award ● The Employer of People With a Disability Award

● The Newcomer Award ● The Support Worker Award

● The Manager Award ● The Learning Disability Nurse Award

● The Making a Difference Award ● The Oliver McGowan Training Award

● The Social Care Covid Hero Award ● The Frontline Leaders Award

● The Supported Housing Award ●The Breaking Down Barriers Award

● The Sporting Chance Award

● The Supporting Older People With Learning Disabilities Award

● The Great Autism Practice Award ● The People’s Award

● The Award for Outstanding Contribution

● The Positive Behaviour Award

● The Supporting People With Profound

and Multiple Learning Disabilties Award

NOMINATIONS NOW OPEN

www.nationalldawards.co.uk
 T A L K I N G
How To Be Outstanding
Cascading excellence
in social care
Amanda-Jane Carey
Operations Manager
Kingdom Youth Services
Amanda-Jane Carey, Operations Manager
at Kingdom Youth Services was hailed a
Social Care Superwoman at last month’s
Women Achieving Greatness in Social Care
Awards for her approach to transforming
a failing service. Here she talks about
the organisations’ approach to becoming
Outstanding.
Creating an outstanding service begins with culture,
vision and the empowerment of all within the
organisation. Everyone plays a crucial part in the ethos
and outcomes desired to ensure it is based on the
success and growth of all. Employees and individuals
supported should have the empowerment behind them
to know they can achieve and progress to new heights,
tomorrow is always a new day and each day passed by is
an opportunity to grow and reflect.
As an organisation grows, so will its team. By upskilling
employees and giving them the opportunity to progress
in their career not only supports the organisation, but
also recognises the worth of the employee. By investing
time in getting to know each employee, skills and talents
can be uncovered which can be incorporated into the
support delivered. Not only will this make the role more
enjoyable, it will also expose individuals
to new opportunities and experiences.
We recognise the difficulties that our
individual’s may face, and although
we always try to see life through their
eyes, this can sometimes be difficult.
By employing a team of ‘expert by
experiences’, we were quickly able to
bridge the gap between individual and
support worker. Owing to their own life
experiences, they bring a knowledge
and passion to the service that cannot
be taught.
Empowerment needs to be felt across
the entire organisation. Co-production plays a key role
in ensuring that decisions are made with individual’s
instead of for them, and that they are given autonomy
and choice wherever possible. Inclusion is sought by
each of us, so by adapting our approach we can ensure
that those we support have their voice back, where
previously they may feel they have lost it.
12
Annual End of Year Award events recognises the
achievements of employees who have truly excelled
and should be proud of their contributions. We hold an
awards ceremony split over two nights to include the
whole organisation and present 8 awards each night,
which are anonymously voted by their colleagues,
creating a wealth of respect and recognition for their
work.
“ Being outstanding has become
ever harder and is not just based
on the inspection reports.”
Understanding of reporting and documentation systems
plays a crucial role, ensuring systems are user friendly
and strength-based, captures vital information around
successes and progression made, this also allows for
reflective practice around what worked well and what
could be adapted to continuously improve.
Meeting and working collaboratively with other
providers, both locally and further afield provides the
opportunity to share best practice, gather insight into
different techniques and hear lessons learned around
what was done to improve on both difficult and positive
experiences, you are never starting from scratch, you are
starting from experience.
It can be daunting when undertaking inspections by the
regulatory bodies and local authorities and truly feeling
you are as prepared as you can be. During our first
inspection with the Care Quality Commission, we had a
pre-planned set up ready to display for our inspection.
This consisted of all regulated individuals supported
folders, required logs and matrix for areas including
safeguarding, complaints/compliments, success
stories/journeys, staff folders and other documentation
that may need to be inspected. This showed confidence
and readiness for the inspection, where information
could easily be pulled upon and reviewed at their leisure,
during the questions and conversations.
Being outstanding has become ever harder and is not
just based on the inspection reports we received, but
more about the ethos and values of the dedication we
as support providers are delivering. By truly putting the
outcomes and successes of all within the organisation
first, creating new opportunities and a sense of self-
worth is what makes the real difference.
 2 0 2 4

The ICC, Birmingham

Autumn 2024

Small things
make a BIG difference

NOMINATE
NOW!
Help us pay tribute to the unsung heroes of our sector

www.cypawards.co.uk
 T A L K I N G
How To Be Outstanding
Lighting the touch paper
on community engagement
John Joannides
Corporate Services and
PR Project Administrator
Quantum Care
“ Living in care home as an
older person shouldn’t mean
that the home becomes your
whole world view.”
14
John Joannides, Corporate Services and PR
Project Administrator from Quantum Care
on how community engagement promotes an
Outstanding culture of wellbeing for all.
As a care provider, we’ve always been big on community
engagement. Done properly it can help to ensure
that our residents feel a part of the community within
which they live. It also heightens the awareness that
local communities have of our homes which further
encourages engagement.
At the risk of preaching to the converted, living in care
home as an older person shouldn’t mean that the home
becomes your whole world view. It’s a place to live, with
support when it’s needed, and what lies just outside that
front door belongs just as much to our residents as it
does to any other individual.
Courtland Lodge Emergency Challenge
 Fosse House Scavenger Challenge

Mountbatten Lodge Cafe Challenge

Coming out of the other side of the Covid-19 pandemic,

our activities teams began ramping up their external
activities again and it was wonderful to once again follow
the adventures our residents had further afield. In mid
2023 we decided we wanted a “vehicle” that we could
use to further ramp up our community engagement and,
after a workshop or two, came up with the Quantum
Care Community Challenge.

This took the form of fifteen community related

challenges, to be completed within the month of
October, which we set to all of our homes. Eight of
the challenges involved communities coming into the
homes and seven involved residents and staff going out
into their local communities. There were points awarded
for each challenge and excellent prizes for 1st, 2nd and
3rd places. Mantles Court Pub Challenge

The challenges were designed to vary in difficulty and

sometimes absurdity, just to help inject a little humour.
From holding a simple charity event in the home, to
securing a visit from a local celebrity, to taking a group
photograph of residents and activities staff in a local
café, with a member of the café staff … and a giraffe.
We also supplied supporting items to our homes which
they could use during the challenges such as challenge
T-shirts and information cards which could be handed
out to community members, explaining the challenge
and introducing the home.
Very often, the most “energetic” of our staff teams can
be found among our activity workers and the start of the
competition was like lighting the blue touch paper on
a firework, causing this month-long event to take on a
mind of its own.
Each challenge represented an opportunity to achieve
a number of things. Firstly, an enjoyable, engaging
and entertaining activity for residents. Secondly, an
opportunity to raise community awareness of the home
and its residents. Thirdly, an opportunity to show a face
of social care not seen as often as it probably should
and, finally, the chance to boost the profile of Quantum
Care as a care provider. Not to mention the torrent of
social media opportunities that arose as photographs of
challenges being attempted came into head office live
from each event.
Another interesting aspect is the support received from
the friends and families of our residents, who offered
help and support throughout the competition. The
enthusiasm was genuine, widespread and long-lived.
Similarly, members of the public very often eagerly
offered their assistance when a group from one of our
homes was attempting a challenge.
This community engagement initiative, and the
interactions it encouraged, also helped to chase away
some of the negative perceptions that people have of
modern care home living and social care. It also created
330 separate community based opportunities in one
month, each one a touchpoint for residents to enjoy
themselves and for the community to interact with
them, our company and the world of social care.
There has also been a lasting effect on our residents
and staff who were enthusiastic throughout. The event
is still talked about, and laughed about, and there’s an
expectation that it should happen again. I think we can
manage that.
“ The Quantum Care Community
Challenge represented an
opportunity to achieve a number
of things for residents and
the community.”

15
 T A L K I N G

How To Be Outstanding

The journey to
Outstanding is not just
about the destination
Chantelle Lawton
Care Manager
Catalyst Care Group
Having been a Registered Manager for a
long time now, I’ve learnt that the role is
always a complex one and we are expected
to spin many plates at all times. Recently,
at Leaf Complex Care, we were awarded an
Outstanding CQC rating, and I’m humbled to
share our journey and insights with you.
Firstly, our mission to provide high-quality, person-
centred care has been the cornerstone of our success.
This doesn’t apply just to people we support, but
our clinical teams too. Here are 10 insights that we
implemented – our hope is that they help you in your
services, too.
1 Embrace High Expectations:
The journey to ‘Outstanding’ begins with
setting high expectations for yourself and
your team. A culture of achievement fosters a
commitment to delivering person-centred care
while safeguarding the wellbeing of everyone
involved. Challenge yourself to constantly
improve and inspire your team to do the same.
2 Pursue Continuous
Improvement:
Never rest on your laurels; always strive for
progress. Take small steps that yield significant
impacts. Continually assess your services, learn
from successes and setbacks, and identify
areas for improvement. Review other CQC
inspections to adopt best practices and enhance
your organization’s overall performance.

“ Leading 3
with heart,
Cultivate a Positive Mindset:
A positive mindset can work wonders in
achieving ‘Outstanding’ status. View the CQC

compassion, inspection as an opportunity to showcase the

effectiveness of your service. Embrace the
chance to open up and share best practices,

and demonstrating how your person-centred

approach enhances the quality of life for those
you support.

open-mindedness
4
will help Foster a Person-Centred
Culture:

inspire positive At the heart of excellence lies a person-centred

culture. Invest time in getting to know each
individual’s needs, preferences, and aspirations.

change.” Active listening and open communication build

strong relationships based on trust and respect.
Keep the person being supported at the centre
of all decision-making processes.

16
5 Encourage Positive
Risk-Taking:
Empower the individuals you support by giving
them control and choice in their care. Positive
risk-taking is a crucial element in building
trust and confidence. Provide opportunities for
personal growth and support them in reaching

“ Achieving
their full potential.

6 Support and Develop ‘Outstanding’

Your Team:
Recognise that your support staff are vital to
your organization’s success. Understand their
requires dedication,
needs and set clear expectations for their roles.
Act as a listening ear, offering support when
needed. Foster an open and psychologically safe
passion, and
a commitment
culture where team members feel comfortable
sharing their experiences and insights.

7 to person-
Recognise Your
Responsibilities:
As a Registered Manager, be aware of your legal
centred care.”
responsibilities and regulations within the care
sector. Strive for excellence in all aspects of your
work. Lead by example and inspire your team to
embrace a positive and compassionate ethos.
Achieving a CQC ‘Outstanding’ rating is a journey that

8
requires dedication, passion, and a commitment to
person-centred care. By embracing high expectations,
fostering a positive mindset, and nurturing a culture
Eliminate Labels of continuous improvement, you can elevate your
and Judgments: organization to excellence.

Avoid defining individuals based on their past
behaviours or events. Instead, focus on their
strengths and potential for growth. By believing
in them and removing limiting labels, you can
be the catalyst for their transformation.
Leading with heart, compassion, and open-mindedness
will help you build trusting relationships and inspire
positive change in the lives of those you support.
Remember, the journey to ‘Outstanding’ is not just about
the destination but the transformational impact you
make along the way.

9 Listen and Understand:

As Registered Managers, we have the privilege and
responsibility to shape the future of care. Let us work
together to create a world where every individual
experiences life to the fullest with dignity, love, and
Take time to truly listen and understand the
respect. May these insights serve as a source of
needs and concerns of the individuals you
inspiration and practical strategies to guide you on your
support. Confirm your understanding to show
path to ‘Outstanding.’ Here’s to transforming lives and
that you genuinely care. Your attentiveness can
making a difference!
make a significant difference in their lives.

10 Balance and Self-Care:

Remember to take care of yourself. The
caregiving profession can be demanding and
emotionally taxing. Prioritize your well-being to
provide the best possible care for others.

17
 T A L K I N G
How To Be Outstanding
From the ground up
Nurturing leaders of tomorrow
Tori Funnell
Director
Dedicated Care
Tori Funnell, Director at Dedicated Care
discusses how their workforce strategy
contributes to providing an Outstanding
service.
At Dedicated Care we are very passionate about growing
our own leaders within the company and helping people
to progress through their own career pathways. We
believe that once someone has the enthusiasm and
commitment to progress, develop and expand their
knowledge we can guide and teach them the rest.
When a staff member is working well and has already
established bonds with the people they support, family
members and their colleagues half the hard work is
already done. When we support people to progress into
management and leadership roles, they already know
the people they are supporting which helps to create
a well-managed environment. Often, they have already
been part of decision making for these individuals and
they understand the culture and values of the service
provided.
We believe that staff retention is extremely important
and have found that allowing people to progress within
their job roles help us to retain staff members. If the
staff know that they can have a personal development
plan implemented with the opportunity to learn and
develop they are less likely to look for more advances
job roles elsewhere in other companies. Let’s face it –
most humans do not like change so if we can offer them
the option of progressing where they are, then most
people will take this option rather than having to learn
“Most humans do not like change.”
18
learn a whole new company and culture. We use an
employee recognition award scheme which helps us
to promote a positive workplace where team members
support one another. This scheme allows any staff
member within the company to nominate another team
member. Once they have done this the team member
will receive a recognition certificate and a voucher paid
for by the company. This helps people to feel valued and
promotes an open culture amongst team members,
we find it really valuable that any team member can
nominate – not just those in management roles.
“All of our management team
started as support workers.”
We can often identify people who would potential leaders,
the people that have good communication skills and can
work positively with others. We are open in approaching
these people and telling them their strengths and that
they would be a good potential leader/manager in the
future. This often plants the seed! It gives people hope
and confidence to know that they are good enough to
progress within their job role when they are ready. We
use personal development plans to help people set
short- and long-term goals. All of our management team
started as support workers with personal development
plans and have worked through the stages of lead
supports, assistant managers up to service managers.
This also gives the next generation of leader’s motivation
when they see how their management team worked
through all the roles and progressed and developed.
 Recruit2Care offers an affordable service that
supports social care providers by recruiting
talented nurses and care staff from overseas

INTERNATIONAL RECRUITMENT
We pride ourselves on being the anchor in the overseas recruitment process.

SHORTLISTING
We offer the employer a stress-free, efficient
service during the careful shortlisting process.

RELOCATION
We provide professional relocation support with
all visa issues covered to arrive safely and work in the UK.

PASTORAL CARE
We are committed to the professional’s wellbeing
through ongoing logistical and pastoral support.

WHY RECRUIT INTERNATIONALLY?

l Increased retention rates l Save on agency costs l A committed and loyal workforce

RECRUIT2CARE DO NOT CHARGE FEES TO INTERNATIONAL NURSES WHICH ADHERES

TO THE UK’S CODE OF PRACTICE FOR INTERNATIONAL RECRUITMENT.

Email info@recruit2care.co.uk for a free consultation

www.recruit2care.co.uk
 T A L K I N G

Social Care

The importance of
sight loss training

Iain Kennedy
Lead for Health and
Social Care Skills Development
RNIB

Winnie Smith
Training and Development Manager
RNIB

In the UK, there are over 2 million people

living with sight loss. This sight loss is severe
enough to have a significant impact on their
daily lives and the number is only going up,
estimated to double to over 4 million people
by 2050. The Royal National Institute of Blind
people (RNIB) has been working for over
155 years, with the purpose of building the
perfect country for everybody with sight
loss.

Understanding of sight loss and the impact it has

should be an integral part of all Health and Social Care
training. It is not only important for those supporting
individuals with sight loss but is vitally important for
anyone supporting individuals with complex needs.
Adults with learning disabilities are 10 times more likely
to experience sight loss than the general population.
In addition, there is a higher prevalence of sight loss in
people living with dementia, especially those living in
care homes. Sadly however, sight loss in individuals with
complex needs is often missed and the consequence of
sight loss, such as changes in behaviour, are attributed
to their additional needs instead.
RNIB’s Health and Social Care Skills Development
team support health and social care professionals
and organisations by designing and delivering training
courses and providing skills development opportunities
alongside resource development. This training should
be seen as an essential part of any staff teams training
and induction to ensure care teams of the future are
developed to cope with the growing complexity of need
for people they support.
As a skills development team we recognise the need
for a flexible approach to learning and differing learning
styles. Training can no longer be solely face to face,
and length of sessions require careful consideration.
Staffing difficulties/retention and prohibitive costs have
highlighted the need for a more flexible approach.
eLearning, online workshops and Open Badges all form
part of our suite of training resources and tools used to
support teams to increase knowledge and skills in this
area.

“There is a high prevalence Working alongside professionals in these sectors for

over 20 years has allowed the team to see first hand

of sight loss within the sector the evolving nature of care, with greater focus on
personalisation. There is now more than ever a need to

with numbers set to increase

include sight loss awareness training into the planning
and development of services.

in the future.”

20
With the high prevalence of sight loss within the
sector and with numbers set to increase in the future,
implementing a diverse training strategy, including “ Understanding of sight loss and
sensory loss will allow not only to offer the best possible
personalised care and support, but ensure the staff have the impact it has should be an
the necessary tools and knowledge to enjoy and flourish
within their role. integral part of all Health and
RNIB’s Health and Social Care Skills Development
team have received funding from Caretech Foundation
Social Care training.”
to design, develop and deliver an innovative sight loss
training programme. The Vision Friends programme
upskills professionals to understand the impact of “This training course was excellent…something we
sight loss for people with Learning Disabilities and could easily implement and embed into our service.
to recognise potential signs, while also providing a After going on the Vision Friends training course, I came
structured supporting toolkit to support people to back thinking it was a brilliant training day and that we
access primary eye care in a timely and meaningful needed to do the Vision Champion course too. We now
manner. This development has seen 150 staff trained to have a total of 19 Vision Friends and 7 Vision Champions”.
Vision Friends level and this year will focus on imbedding
this learning further into the organisations learning “At Oakleaf we were looking after a gentleman with a
and development programme by delivering a Train visual impairment and this training experience has given
the Trainer programme. This will allow the knowledge us another perspective. We were able to understand
and learning to stay within the organisation and staff that his behaviours might not just be a result of mental
throughout the whole organisation to have access to health, but sight loss.”
the is training programme and as part of annual learning
and development planning/induction programmes.

This year we have trained over 2500 professionals.

Evidence shows the positive impact training has on
professionals and most importantly, on service users.
Professionals from Avenues (a specialist provider of
support services for individuals with complex needs)
received training by the team and reported that staff
had improved confidence and knowledge on supporting
people with sight loss, whilst also decreasing challenging
behaviour and increasing confidence of service users.

Kathryn Mackmin, a Quality Manager at Oakleaf Care

(a residential home providing neurorehabilitation and
specialist care, part of the CareTech Foundation) had
this to say:

To find out any further information or discuss

your teams training needs contact the team at:
HSCSdevelopmentteam@rnib.org.uk

21
 T A L K I N G

Social Care

Celebrating care workers and

communities in December
Karolina Gerlich
CEO
The Care Workers Charity
As December approaches, the air becomes
crisp, the days grow shorter and the nights
longer, and we find ourselves enveloped in
the warm embrace of the festive season.
It’s a time when communities come together, irrespective
of their religious and cultural backgrounds, to celebrate
the spirit of unity, kindness, and care. It is a time to share
our recognition and appreciation for care workers and
the individuals they support. They are an integral part
of our shared celebration and embody the spirit of care
that defines December festivities.
A tapestry of festivals
December is filled with various cultural and religious
celebrations, and care workers and people drawing
on social care are a part of it all. Across the month,
communities will come together to celebrate Christmas,
Hanukkah, Winter Solstice, Rōhatsu and Kwanzaa. This
diversity is something to cherish and celebrate.
The festive season can take on a beautiful kaleidoscope
of traditions in care settings where those drawing
on social care come from diverse backgrounds. Care
workers ensure that everyone’s beliefs are recognised
and respected. Whether lighting the menorah for
Hanukkah, holding a community feast for Kwanzaa, or
decorating a tree for Christmas, care workers create an
inclusive atmosphere that embodies the season’s spirit.
Managing work rotas to allow care workers to spend
quality time with their families and friends, recognising
the significance of work-life balance, and extending
support to those who may not have an extensive network
during the holidays are critical components of this care.
By going the extra mile in December, care providers can
demonstrate to their teams that they matter as much as
the individuals they support, fostering a sense of unity
and appreciation that can propel the team into the new
year with renewed dedication and spirit.
“ It’s a time when communities
come together to celebrate the
spirit of unity, kindness, and care.”
Join us in celebrating
In this season of giving, let us remember that care
workers and those they care for are essential to our
community. We are all connected and must continue
to care for each other during the festive season
and throughout the year. So, as the year ends and
December festivities draw near, we invite you to join
us in celebrating care workers and the individuals they
support. We have many exciting activities planned for
this festive season, including caroling and a prize draw
to bring our communities together.
To learn more and get your tickets, please visit our
website or contact us at info@thecwc.org.uk. Happy
Holidays to All.
www.thecwc.org.uk

Inspiring acts of kindness

During the festive season, care workers enrich the well-
being and happiness of those they support. It’s also an
excellent opportunity for care providers to acknowledge
and show appreciation for the dedication of their teams
throughout the year. Each team member may have their
own faith or traditions, and creating an environment
where these beliefs are acknowledged and respected is
essential in expressing thanks during the holidays.

“ The festive season can take

on a beautiful kaleidoscope
of traditions in care settings.”

22
 T A L K I N G

Social Care

We must act now to safeguard

our future workforce
What’s more, a crucial aspect of this is that new
qualifications must map to occupational standards,
rather than broadly covering whole sectors. The era of
technical diplomas in ‘health and social care’ is coming
David Rowley to an end, and the time of qualifications that map to
Product Manager in standards, such as adult care, is about to begin.
Technical Education
NCFE
One qualification that’s been well publicised in the
media is the Health T Level, which maps to the senior
There’s a risk of weakening social care’s healthcare support worker standard. This prepares
talent pipeline unless action is taken quickly, learners for careers as healthcare assistants or for
progression onto degree courses, perhaps in nursing or
explains David Rowley, Product Manager midwifery.
in Technical Education at the educational
charity and awarding organisation NCFE.

Social care is served by an aging and transient

“ It’s vital there are clear entry
workforce, meaning a steady pipeline of talent is crucial
to maintaining a pool of skilled staff. It’s essential that we
pathways for 16–19-year-olds.”
preserve quality training pathways into the sector.

NCFE’s Sector Spotlight on social care1, which provided

It isn’t, however, an appropriate route into social care.
expert insight into current and future challenges,
For these learners there will be Level 2 and 3 diplomas
highlighted the pressing need to bring young, skilled
in social care, likely mapped to adult care standards.
workers into the sector.
Whilst a qualification isn’t a necessity for entering the
workforce, raising the skill bar can only benefit the
It’s vital there are clear entry pathways for 16–19-year-
sector. A Skills for Care report highlighted that care
olds. Currently, the most common route into the sector
workers with social care qualifications are less likely to
is either a Level 2 or 3 technical qualification in health
leave their roles compared to those without.
and social care, or a Level 2 or 3 apprenticeship in adult
care.
We have a future route aimed at ‘health’ and another at
‘social care’, so what’s the problem? The issue lies in the
The first route, however, is set to be altered by the
cycles of defunding and approval.
Department for Education’s (DfE) post-16 reforms, which
will significantly change the landscape of technical
Most large health and social care qualifications will
qualifications. There’s a real concern that, for a time,
lose funding in August 2024 as they have been deemed
students could be left without viable options to pursue
to overlap with the Health T Level – even those solely
a vocational course in social care through a classroom-
focused on social care such as the Level 3 Diploma in
based route.
Adult Care. As mentioned above, the cycles of approval
are staggered and qualifications specific to care services
In a staggered series of cycles from 2025, all post-16
can only be approved to be taught from September 2026.
technical qualifications must now meet new criteria; all
others will have funding approval withdrawn.
This is incredibly problematic as it creates a two-year
gap in provision in which it will be impossible to study
Only qualifications that are “necessary, high quality, and
social care outside of apprenticeships.
have a clear purpose” will be approved. We absolutely
agree with the application of strict criteria and any
The DfE’s own guidance states that during the
measures taken to improve the provision on offer,
transition from existing qualifications to reformed or
however we would argue that there’s a strong case for a
new qualifications, it wants to ensure that changes do
social care qualification for 16–18-year-olds.
not “create gaps or insufficient coverage in provision” –
perhaps an unintended consequence in this case.

“ Sector Spotlight on social care NCFE is continuing to draw the DfE’s attention to this and
urge them to extend funding for adult care qualifications

highlights the pressing need to until August 2026. Inaction risks closing off a key route
into the sector and further exacerbating the ongoing

bring young, skilled workers recruitment crisis.

into the sector.” www.ncfe.org.uk

www.ncfe.org.uk/media/iabnvtm0/175-sector-spotlight-reports-social-care.pdf
1

23
 T A L K I N G
Social Care
On the red carpet and
in the spotlight for
Jewish Care residents
Pawel Moczulewski
Innovation and Activities Lead
for Arts, Disabilities and Dementia
Jewish Care
We have been working with professional
filmmaker and artist in residence, Bob Karper,
at Jewish Care’s Anita Dorfman House
care home. Bob has been working with 50
residents and staff over six months on the film
Lifesongs: The Movie, a truly person-centred
project recognising the unique connection of
each individual to their musical memories.
“ The red carpet screening
created a sense of shared
cultural connection.”
24
The film is part of Jewish Care’s innovative arts
programmes that has enhanced the lives of the
residents of Jewish Care’s Anita Dorfman House care
home at Sandringham. The residents, some of whom are
living with dementia, chose the title and collaborated on
the final edit of the film. They have enjoyed sharing the
ways music has enriched them.
It was amazing to see the residents transform as they
shared their favourite musical memories with Bob
and with family members who have joined them. Their
faces and body changed as they reminisced, listening
to their favourite music and performers, transported in
time to their younger selves, they relive special musical
moments in their lives through the power of music.
One resident in the film, Rena says, “I was lucky enough
to grow up with music on both my father and mother’s
side. My mum and her sister performed at the Palladium.
Dad used to play at the musical halls with a washboard,
spoon and a saw, he had a lovely voice. It was marvellous,
you just couldn’t believe anyone could do that.
“As a young girl, I would sing and dance on the table
during war time I’d sing things like ‘Don’t Sit Under the
Apple Tree’. Later on, I sang in my father’s pub. I loved
singing songs like Every Time We Say Goodbye and Night
and Day by Gershwin and Cole Porter.
Film-screening of Lifesongs: The Movie at
Jewish Care Anita Dorfman House care home
at Sandringham
“One day, after the war, my uncle told me we were going
to see someone special. It was Sammy Davis Junior,
he was amazing. My favourite Burt Bacharach is ‘What
the World Needs Now’,” Rena says, singing along as she
watches an early performance of the song. “And for my
100th birthday,” she continues, “I would pick Michael
Buble to sing, we’ve been to see him and he’s absolutely
wonderful.”

Ruth Eva had been a performer and she really opened up

on camera and her life has been fascinating. A talented
dancer, Ruth Eva, now 91, left Germany in 1932. She
began to dance when she was young; first ballet and
then modern dance, accompanied by a pianist in the
studio where she practiced who she says, “could play
anything."

In the film, her gestures are graceful as she watches clips

of famous performers dancing her favourite pieces and
she movingly shares her experiences and deep love for
music and performance.

“My favourite piece to dance to when I was young was

Strauss’ The Blue Danube, and then later I became a
professional dancer. I danced Stravinsky’s The Rite of
Spring, it felt like it was from another world. Later, when
I married, I took my husband and concerts and brought
my children up with classical music. When I came to
London in 1966 I went to teach at the Royal Academy
of Art and was lucky enough to teach Imelda Staunton, Clapperboard for Lifesongs: The Movie
Kenneth Brannagh and Raph Fiennes.”

Another resident, Stella, shares her memories of Sunday

afternoon dances with Maccabi, “It was all jive and jazz,
it was lovely,” she says. “Later, we all screamed when we
went to watch Sinatra, we were young!

“My late husband and I danced together to Sinatra

songs. I saw Frank Sinatra live at the midnight matinee.
It was such a wonderful experience, it was totally dark,
someone saw us to our table with a torch and we ordered
drinks and there were drums, and Sinatra came out and
sang. It was a fantastic evening.”

Bob’s wonderful film weaved the interviews together

so beautifully, putting our residents in the spotlight,
sharing the memories, photos and songs that mean the
Resident Ruth Eva most to them. At the red carpet screening at Jewish
Care’s Sandringham, everyone loved participating in
the interactive questions, engaging movie goers and
creating a sense of shared cultural connection.

There was laughter, joy and smiles from everyone as they

watched the film. It has been a wonderful, meaningful
experience for the residents and the families, celebrating
their unique memories and lives and so good for the
stimulation and wellbeing for everyone involved.

“ The film is part of Jewish

Care’s innovative arts
programmes that has enhanced
the lives of the residents.”

Ruth Eva as a dancer

25
 S U P P O R T E D B Y

IN CARE AWARDS
Celebrating Excellence in
Dementia Care

1 3 T H J U N E 2 0 2 4 ● ROYA L L A N CAS T E R H OT E L , LO N D O N

A w a r d C a t e g o r i e s
★ THE DEMENTIA CARE EMPLOYER AWARD ★
★ THE DEMENTIA FRIENDLY COMMUNITY PROJECT AWARD ★
★ THE DEMENTIA CARE HOME WORKER AWARD ★
★ THE DEMENTIA REGISTERED MANAGER AWARD ★
★ THE INTERGENERATIONAL ACTIVITY AWARD ★
★ THE ACTIVITY COORDINATOR AWARD ★
★ THE OUTREACH AWARD ★
★ THE DEMENTIA TRAINER AND WORKFORCE DEVELOPMENT AWARD ★
★ THE INNOVATIVE SPACES WITHIN RESIDENTIAL CARE: DESIGN AWARD ★
★ THE ASSISTIVE TECHNOLOGY FOR PEOPLE LIVING WITH DEMENTIA AWARD ★
★ THE DEMENTIA’S UNSUNG HERO AWARD ★
★ THE DEMENTIA FRIENDLY BUSINESS AWARD ★
★ THE RESPITE HOLIDAY PROVIDER AWARD ★ Closing
★ THE DEMENTIA COMMUNITY CARE WORKER AWARD ★ date for
nominations
★ THE INSPIRING VOLUNTEER AWARD ★
★ THE ADMIRAL NURSE AWARD ★ 31st MARCH
2024
★ THE CREATIVE NUTRITION AWARD ★
★ THE DIVERSITY AND DEMENTIA AWARD ★
★ THE SUPPORTING PEOPLE WITH A LEARNING DISABILITY AND DEMENTIA AWARD ★
★ THE LIVING WELL WITH DEMENTIA: CO-PRODUCTION AND PARTNERSHIP AWARD ★
★ THE CREATING SPACES FOR PEOPLE LIVING WITH DEMENTIA: DEVELOPER AWARD ★
★ THE INSPIRATIONAL PERSON LIVING WITH DEMENTIA AWARD ★
★ THE UNPAID CARER AWARD ★
★ THE OUTSTANDING CONTRIBUTION TO DEMENTIA AWARD ★

N o m i n a t e N O W a t :

www.dementiacareawards.co.uk
 THE
PALLIATIVE
S U P P O R T E D B Y

CARE AWARDS
Celebrating Excellence in
Palliative Care

S U M M E R 2 0 2 4 ● C E N T R A L L O N D O N

A w a r d C a t e g o r i e s
★ THE PALLIATIVE CARE AT HOME AWARD ★
★ THE PALLIATIVE RESIDENTIAL CARE PROVIDER AWARD ★
★ THE PALLIATIVE NURSING HOME PROVIDER AWARD ★
★ THE PALLIATIVE CARE WORKER AWARD ★
★ THE PALLIATIVE CARE MANAGER AWARD ★
★ THE PALLIATIVE CARE TEAM AWARD ★ COMING
★ THE ANCILLARY WORKER AWARD ★ SOON!
★ THE SUPPORT FOR FAMILY CARERS AWARD ★
★ THE DIVERSITY AND INCLUSION AWARD ★
★ THE INNOVATION IN END OF LIFE SOCIAL CARE AWARD ★
★ THE BEST INFLUENCER AWARD ★
★ THE EXCELLENCE IN PALLIATIVE CARE NURSING AWARD ★
★ THE BEST FUNDRAISER AWARD ★
★ THE WORKFORCE DEVELOPMENT AWARD ★
★ THE BEREAVEMENT SUPPORT AWARD ★
★ THE OUTSTANDING VOLUNTEER AWARD ★
★ THE LIFETIME ACHIEVEMENT TO EXCELLENCE
IN PALLIATIVE CARE AWARD ★

N o m i n a t e N O W a t :

www.palliativecareawards.co.uk
 R E A L L I V E S

Empowering through wisdom

Caring couple share knowledge
to support other franchises
As a former army nurse As well as growing their own franchise Cath and Mike
are selfless when it comes to giving their time to help
and business development
other owners and the national office team develop new
executive, what motivates initiatives/projects and have acted as mentors to other
them to work in home care? franchise owners in their journey with Home Instead.
How have their ‘above and
Not only have Mike and Cath been delivering an
beyond’ and innovative approaches to care exceptional and compassionate in-home care service to
impacted their communities, workforce and their senior clients in Wirral and Chester, but Cath has
the people they support? And how has their also represented Home Instead on the British Franchise
Association (BFA) and the European Franchise
knowledge and best practice supported
Federation for some years now.
other franchisees?
As mentioned above, Mike and Cath are passionate
about care, putting back into the local community is
absolutely fundamental to their work. They do this
“ Cath, a former Army Nurse, and by their franchises organising companionship cafés,
Dementia workshops and various events for their clients
husband Mike have worked tirelessly to attend. Where possible they always attend and speak

to improve care in the elderly.”
Mike and Catharine Chalton, co-own the Wirral North,
Wirral South and Chester franchises of Home Instead,
they have owned the Wirral franchise for 16 years
and are the only CQC Outstanding rated domiciliary
care provider on the Wirral. They bought the Chester
franchise 2 years ago and are working hard with their
dedicated team to move the Chester branch into CQC
outstanding category too, with their history who would
doubt they will? Cath a former army nurse and Mike who
had a background in pharma have worked tirelessly to
improve care in the elderly and are passionate about
enabling people to stay at home for as long as possible.
For the last 16 years, Mike and Cath have lived and
breathed the Home Instead ethos and were one of the
very first franchise offices of the brand in the UK. They
believe that their number one asset is their staff and
invest heavily in them; be that through training, hosting
family fun days, pamper and gym sessions in the office
to hosting afternoon tea for them to enable them to
get together and chat, they promote an attitude of truly
caring for all in a family business which everyone wants
to buy into.
directly to the clients which means a great deal to them.
They also developed a charitable arm of the business
‘The Wirral Care Foundation’ which supports small
local initiatives which would not receive funding from
anywhere else.
They have been instrumental in a number of projects
which have grown over the years. One such project
was former The Rapid Access Service (Rapid discharge
from hospital service), The Student Nurse In Social Care
Programme and most recently have piloted Health Care
at Home.
All four of their children have worked in the business
prior to pursuing their own careers and one of their sons
who has joined them as a neighbouring franchisee in
South Cheshire.
Mike and Cath remain passionate about social care
and look forward to being instrumental in the ongoing
professionalisation of the sector.

Mike and Cath believe in empowering their staff and

rewarding their hard work. 90% of key staff in the office
working behind the scenes have been promoted through
the ranks and career progression is key to developing
the best support team for the Care Professionals. By
empowering and promoting the staff internally means
that they understand the role of the Care Professionals
and the needs of the clients.

The caring couple have always been 'unwavering in

focusing on their high standards of client and Care
Professional support.' Mike and Catharine Chalton Co-owners, Home Instead,
Wirral North, Wirral South and Chester franchises

28
 R E A L
Sarah's calling into care
A simple vision of a passionate
couple has transformed
the life of thousands. Sarah
Sabater's journey has been
marked by personal loss and an unwavering
commitment to making a difference. This has
not only shaped her own life but has also had
a profound impact on the industry as a whole.
It would be an understatement to reflect on
the ups and downs of the home care sector,
but every single hour of care has proven
a lifetime of happiness in reward for the
unwavering dedication by Sarah and Manuel
Sabater.
Sarah's story began over three
decades ago when, at the young
age of 21, she became one of the
youngest home care owners in the
country. Initially immersed in the
residential setting, Sarah's keen
insight and empathetic nature led
her to recognize the untapped
potential of community home care.
In 2005, tragedy struck her family
when her father was diagnosed
with terminal cancer. It was during
this challenging time that Sarah
and her husband, Manuel, felt a
calling to do more within the care
sector. Motivated by their personal
experience, they founded their own
domiciliary home care business,
driven by a shared vision of providing
Sarah Sabater exceptional and compassionate
care to those in need.
Their dedication and unwavering commitment to
excellence quickly bore fruit. Their home care business
earned an 'Outstanding' rating from the Care Quality
Commission and garnered multiple prestigious awards,
solidifying their reputation as pioneers in the field.
However, Sarah's journey was far from over. Almost two
decades later, their children, Jonathan and Yasmine
Sabater, inspired by their
parents' legacy, founded a
nationwide home care
franchise in 2021.
29
L I V E S
CareYourWay swiftly emerged as a trailblazer and
changemaker in the home care industry. The franchise
earned the coveted Top 20 Home Care Group award
of 2023, a testament to the exceptional quality of care
and innovative approach that defines the organisation.
Moreover, CareYourWay's membership in the British
Franchise Association as a top 'emerging' brand
highlighted their rapid growth and influence in the
franchise sector.
“ At the age of 21, Sarah became
one of the youngest home care
owners in the country.”
Central to CareYourWay's success is the organisation's
commitment to continuous learning and professional
development. The implementation of an 18-month
training academy reflects Sarah's belief in nurturing
talent and empowering caregivers with the skills and
knowledge necessary to deliver the highest standard of
care. This investment in education has not only elevated
the competence of their staff but has also set a new
industry standard for excellence.
From a small house in a humble village, amidst a
recession, Sarah and Manuel's vision has blossomed
into a thriving enterprise that delivers hundreds of
thousands of hours of care annually. Their story is a
testament to the power of dedication, innovation, and a
profound passion for caring for others.
Sarah's journey within the social care industry is a
journey of resilience, compassion, and unwavering
dedication. Her vision, inspired by personal loss, has
not only transformed her own life but has also brought
comfort and support to countless individuals and
families across the nation.
As we celebrate the achievements of women in social
care, we hope that Sarah's story may inspire someone
to achieve incredible things; a true testament to the fact
that dreams can always be true.
 R E A L L I V E S

Blossoming bliss
Emily cultivates growth
and engement at Assist Trust
Emily Rice has recently Before joining the Assist Trust, Emily worked in the
public sector as a Trading Standards Officer.
joined the Assist Trust
in the new position Working for the Assist Trust has been Emily’s first foray
of Assistant Gardens in the world of health and social care. She was attracted
Manager. Working with to the potential of the position to combine her passion
for horticulture with her desire to make a positive impact
the Gardens Manager, on the lives of individuals with learning disabilities. So
Emily has responsibility far Emily has relished the opportunity to explore the
for large site which therapeutic and rewarding nature of gardening and
seeing how it can provide a wonderful opportunity for
includes an orchard,
personal growth and engagement. Emily has found the
vegetable plots, and opportunity to combine her love for gardening with a
wild flower areas. The Emily Rice
sense of purpose in helping Assist Trust members learn,
develop, and find joy in gardening especially rewarding.
Assist Trust gardens Assist Trust
are a space for service Emily finds that the service users she works with benefit
users to grow vegetables and enjoy nature, so much from working at the gardens site. The members
working on their mindfulness and also all work really hard on the individual plots, growing
courgettes and pumpkins which they then harvest and
learning independent living and employment take home with them. Emily says that the members gain
skills. so much in terms of ownership and responsibility by
having a plot to maintain and that seeing the positive
impact this has on their lives is one of the best parts of
the job.
“Before joining the Assist Trust, Emily has had the privilege of witnessing several
Emily worked as a Trading positive impacts since she started the role. One of
the members has struggled with communication and
Standards Officer.” social interaction and has shown remarkable progress.

30
“ Emily has combined her love for gardening
with a sense of purpose.”
Through working in the garden alongside her fellow
members, she has developed better communication
skills and built meaningful connections with others. Her
self-esteem and confidence have grown significantly,
and her sense of accomplishment is evident when she
proudly shows off the plants and vegetables she has
grown. Emily believes that it is incredibly rewarding to
see such transformations and the sense of belonging
that the garden provides to Assist Trust members.
Once a year, Emily is responsible for organising a summer
open day which have played a crucial role in increasing
visibility and understanding of learning disabilities in the
31
local community. The open days offer an opportunity
for service users to interact with community members
showcasing their abilities and unique talents. By
meeting and engaging with the wider public, some of
whom will have had no experience of talking to people
with disabilities, the members are able to help break
down stereotypes and misconceptions about learning
disabilities.
The open days also create a sense of community and
inclusivity where local residents can see the positive
impact of the Assist Trust. They humanise the learning
disability experience and encourage empathy and
understanding. Over time, the open days have led
to increased support from the community, including
volunteers, donations, and an appreciation of the
challenges but more importantly the achievement of
Assist Trust members.
Ultimately, Emily has found an immense feeling of
fulfilment in her new role and in being able to nurture
both plants and the personal growth of service users.
It has been a rewarding journey that has reinforced the
importance of providing opportunities for individuals
with learning disabilities to flourish and connect with
their communities.
 R E A L
From personal challenge
to empowering change
in supported living
In the world of care and
support for individuals with
learning disabilities (LD)
and autism, one story stands
out for its compassion,
determination, and transformative impact.
This is the story of Liz, a former solicitor, and
her husband who turned their family struggle
into a supported living vision for those with
learning disability and autism.
“ Liz, a former solicitor, and her
husband, turned their family
struggle into a supported living
vision for those with learning
disability and autism.”
Liz ventured into the realms of supported living to
make a difference. Her journey, marked by personal
experiences and a deep desire and passion to improve
the lives of those in need, led to the founding of Better
Lives Supported Living.
Liz’s story began in her childhood when her parents
adopted two children with LD and autism. Her family’s
experience was marked by a struggle to find adequate
supported living services. In their mid-twenties, they
were both placed in the only suitable provider available,
located approximately an hour away from the family’s
home in Maidstone. This distance was a significant
challenge, especially as Liz’s parents aged, both reaching
their 80s and finding it increasingly difficult to drive.
Her sister started expressing a desire to be closer to
home and her mum and dad, as visits were not as
frequent as everyone would have liked and contact was
somewhat limited due to the distance. Several house
moves from her rented accommodation added to the
distress, for Liz’s sister for whom stability is crucial. These
moves were so traumatising that she often returned
home in tears, reluctant to go back.
Witnessing this, Liz and her husband reached a critical
decision point and asked “Why don’t we do something
about it?” This pivotal moment, fuelled by a mix of
frustration and compassion, led to a transformative
journey. The seeds for Better Lives Supported Living
32
L I V E S
were sown, fast forward three years, and the idea that
sprouted from this challenging situation began to take
real shape, culminating in the creation of Better Lives
Supported Living.
Having no background in social care, Liz’s extensive
experience as a solicitor in both child and adult
protection gave her a unique perspective on the needs
of vulnerable individuals. Determined to provide a
stable and fulfilling life for her adopted siblings, Liz
and her husband decided to purchase a property,
ensuring it would be a ‘forever home’ for her sister. This
decision marked the birth of Better Lives Supported
Living. Liz embarked on a learning journey, navigating
the complexities of setting up a care and property
business, complying with the stringent CQC regulations,
undertaking required qualifications and establishing a
high standard of care and support. Soon after the move
her brother visited and decided he too would like to
move back home after seeing the extensive activities his
sister was undertaking and the wonderful life she was
now leading. Liz and her husband purchased a second
property for him to live in.
Under Liz’s leadership, the company has flourished, and
recently she was recognised at the Kent Care Awards
winning the Kent Supported Living Registered Manager
of the Year 2023 award. The residents, including Liz’s
siblings, thrive in an environment that prioritises
outstanding person centred care and support,
personal care support, social activities within the local
community and independence. The positive feedback
from professionals and the community has fuelled the
expansion of the business, leading to the acquisition
of more properties and the ability to support more
individuals.
As Better Lives Supported Living continues to grow,
Liz envisions a future where she can focus more on
advocacy for LD adults and systemic change while
ensuring the business maintains its personalised, high-
quality care.
Now with her husband taking a more active role in
the business, Liz aims to influence broader change
in the sector, driven by her passion and first-hand
understanding of the challenges faced by individuals
with LD and autism.
Liz’s journey from a concerned family member to a
visionary leader in supported living exemplifies how
personal challenges can transform into impactful
solutions. Better Lives Supported Living isn’t just a
business; it’s a testament to the power of empathy,
perseverance, and the belief that everyone deserves to
live a fulfilling life.
 Liz at the Great British Care Awards 2023 South East region
where she won the Supported Living Manager award

“ Liz envisions a future where she can focus more

on advocacy for LD adults and systemic change.”

33
 R E A L L I V E S

Enabling residents through

tech savvy living
Michael, and Judy Harriman, Explaining that she has noticed that with “this fast-
moving world” and newer technology, more and more
81 and 85 respectively,
residents have been utilising Oliver’s assistance.
“wouldn’t manage without”
Oliver Porter’s IT drop-in She added: “Without Ollie, the IT world would be
classes at the Wadswick extremely difficult. And he’s very patient with us, and
that’s such a blessing.”
Green village, admitting
that they “depend” on him Michael and Judy have revealed that technology also
Oliver Porter
as technology evolves and helps them feel young, with Judy revealing that they
have found nostalgia through YouTube. She explained:
changes.
“We have found lovely things that we remember on
YouTube and it is a great comfort to us. For example, we
The couple, who have been living at the Rangeford watch the walks we used to do while we lived in London,
Village in Wiltshire for four and a half years met “well over or videos of Italy – which is where we used to holiday.
50 years ago”, but say that “since then, everything has
definitely changed. With our advanced age, technology “And we also use our sound system a lot and play all the
today is just a different language. We have great difficulty music that we used to listen to at the theatre and the
understanding it, but Ollie has been totally invaluable to cabaret shows that we’d go to.”
helping us understand.”
Oliver said: “I am always extremely excited when a
resident comes down and has a bright smile on their
“ Michael and Judy have face, telling me that I managed to fix this all by myself’
or ‘I was able to follow the document that you wrote me.
revealed that technology also “Working at Wadswick Green with the residents has
become a second home to me, and they are all so kind
helps them feel young.” and caring, I always look forward to coming in to work
on a Friday!”

The fact that all Rangeford Villages homes are fitted with
integrated technology makes it easier for the residents
The pair say that he has helped them with a plethora
to stay connected with one another and their families. All
of needs, from understanding online banking to using
properties are fitted with TIS Sentinel SmartLink tablets,
their mobile phone and laptops in order to do their tasks
allowing residents to do many things from controlling
and communicate. Michael added: “When people like
who they let into their home, to calling the concierge,
us move into the village, they typically get smart TVs
operational and care teams, to getting updates on village
and sound systems and without his help, it would be
life. It also allows them access to village health and
impossible to use them. And so, Ollie sometimes helps
wellness apps, keeping in touch with other residents,
us with our TV too!”
family, and friends and to keep up to date with the latest
news and trends.
In fact, the 81 and 85-year-old were the reason that Oliver
Porter started his IT drop-in classes at the village, with
the pair revealing that he was, “a concierge at the village
first but because of his young age, he was underage
for driving. However, he had previously helped us out
computer wise and we saw that he had a good knack for
it. He was already knowledgeable, and since then, he has
pretty quickly grown in popularity at the village.”

Discussing what Oliver does when he goes to Wadswick

Green, Michael said: “Ollie arrives to the village at 10am
on a Friday and stays until 12, meaning that anyone
can come to him for advice in the Pavilion. But usually,
he stays until 8pm - hopping from one flat from one to
another and solving a no end of different problems.

“Ollie’s knowledge and skills have been totally valuable

to us and all of the residents. and we all appreciate and
benefit from his help.”

Judy continued to say: “Having Ollie here is a necessity,

so many of us depend on him, we simply wouldn’t
manage without him!”

34
 C H A T
CO-PRODUCTION COUNTS!
A new lens to
strengthen co-production
Experts by Experience are people who
have lived experience of using or caring for
someone who has used health and/or social
care services.
Cygnet Group – which operates Cygnet Health Care
and Cygnet Social Care services - has long championed
and valued co-production across its services, using the
voices of its former service users to provide the very
highest standards of care.
“ When you’re in a mental health
service, sometimes you just don’t
have the strength to speak up.”
In 2018, Cygnet became the first independent provider
of healthcare services to invest in a full-time Expert by
Experience Lead. The company now works with more
than 300 Experts by Experience to help ensure the
voices and opinions of service users are heard and
considered across the organisation and that feedback is
actioned upon to improve its 150 services.
Former mental health patient, Tasha Lowe, has received
support from the age of 13 is now working with Cygnet in
order to help other women struggling with their mental
health. She was an inpatient at Cygnet Alders Clinic after
she was officially diagnosed with personality disorder.
She uses her experience to talk with current service
users and share their feedback with senior staff so that
necessary changes can be made to ensure the service
provides the best care to those who need it.
“One of the most powerful things I’m able
to do as an Expert by Experience is help
someone that is in the same place that I
once was by saying ‘I understand, because
I felt that way too’”, she explained.
“Being admitted to Cygnet Alders was the first time I felt
truly safe. In my eyes, it is the place that built me up to
be the best version of myself that I am today. It was life
changing for me.
“Now I feel it’s right to give something back.”
36
Natasha spends one a day a week at the hospital as part
of her role.
She said: “I want to spread this hope and help other
people recognise that no matter how bad your situation
may be, there’s a light at the end of your tunnel. Things
can, and will, get better if you accept the help at hand.
When you’re in a mental health service, sometimes
you just don’t have the strength in yourself to speak up
about what you need. I’ve been there and I know what
helps and what hinders. I want to share that expertise to
help get others into a good place.
“I can’t change anything bad that happened to me or
that has happened in the past for anyone else. But what
I can change is the future and improve other people’s
experiences. I want to create an environment where
people feel safe to talk to me and have the confidence to
know I will listen non-judgementally and with a sense of
empathy having walked in their shoes.”
She continued: “I can relate to service user experiences
on a deeper level and that makes sure the trust is there,
and I can get better responses out of them.
“No one struggles in the same way but I’m definitely able
to empathise a lot more. I’m able to guide them through
their difficulties and create a clearer path for the future.”
“Things have turned around for me, and it can for
everyone else. I want to show that to them and prove
that life doesn’t have to be a cycle of mental health
getting better and then worse again. There’s so much
more to live for,” added Natasha.
It is a similar story for former Cygnet Hospital Taunton
patient, Lee Millington-Millar, who received support
after years of suffering with severe depression and
suicidal thoughts.
“I vividly remember how powerless and
resentful I felt at the time of my admission,”
he said. “It is that memory that spurs me
on now to want to help others. I can be
a beacon of hope for people who are
currently in the pit of despair. That’s something I take
incredibly seriously.
“I want to speak up for people who don’t have a voice.
I’ve been there and I know what helps and what hinders.
I want to share that expertise to help get others into a
good place.
“As former service users who have experienced receiving
care first hand, we are in the unique position of being
able to drive real change and make a huge difference to
so many people.”
Raf Hamaizia is the Expert by Experience Lead at Cygnet
Group and he works alongside Directors to shape and
enhance service user service user experience on both a
local and strategic level.
He relies on local Experts by Experience like Natasha
and Lee to listen to the opinions of service users to
ensure he is best representing their voice at
Board Meetings, Steering Groups and
when it comes to reviewing and
developing policies.
“ The programme brings
a new lens around how we can work with,
and learn from service users.”
37
He said: “I am so proud to see our Expert by
Experience programme growing and going
from strength to strength. The programme
is about bringing in a new lens around how
we can work with service users and learn
from them effectively.
“Former service users can help us drive real change
and make a huge difference to so many people. In my
experience, these roles are incredibly powerful. Being
able to sit down with a service user and tell them you’ve
been through and that you understand the place they
are coming from is a real privilege. You see the
moment their shoulders relax when
they realise you have shared
experiences.”
 C H A T

ASK THE EXPERTS

Filling the generation gap
In light of the latest report from Skills for Care, The
state of the adult Social Care sector and workforce
in England, which highlighted 152,000 vacancies
in the sector, we asked a group of award
winning Talent Developers: “How can we
encourage the younger generation to
explore careers within Social Care,
gain increased understanding of the
skills we develop in the workforce
and the variety of work we do?”

“ By offering more
opportunities to volunteer they
can see first-hand the difference
Susan Antenbring
they can make.” Training Manager
Consultus Care and Nursing

The Home Care Provider

“Social Care is not currently seen as an enticing or cool career path for the younger generation and the different roles and
opportunities within the sector are not well known.

To encourage younger people to explore careers in Social Care it is essential that there are strong links between the sector,
schools and colleges, alongside a greater presence on social media platforms used by younger people, such as TikTok.

By offering more opportunities for the younger generation to volunteer or undertake apprenticeships they can see first-
hand the significant difference they can make to the people they care for and the personal and professional rewards of
working in Social Care.

A greater sense of professionalism within the sector with more defined career paths and greater opportunities to progress
and undertake relevant qualifications will also encourage the younger generation to look at Social Care as a viable and
rewarding career.”

38
 “ Nothing beats the kind
of satisfaction that comes
from enabling someone
Bethany Hall
to be independent.” Senior Support Worker
Salutem Care and Education

The Children and Young People Services Provider

“To encourage the younger generation to step into a Social Care work setting, more transparency is needed. We need to
bust the myths that Social Care is all about providing personal care. It’s so much more than that! Great Social Care is
about enabling people to live fulfilling and meaningful lives by through advocacy, promoting independence, individual
rights and choices – but to achieve this requires the support of highly skilled and dedicated care professionals. We need
to portray a clear message about how this translates in to a person’s job. For example, this may mean supporting an
individual to go on an activity that they may have spent their whole life wanting to do but have felt unable to do so
without the right support. Nothing beats the kind of satisfaction that comes from enabling someone to be independent
and teaching them skills that they have not been given the chance previously to learn. Educating a generation about the
different type of care and support work, how this impacts an individual’s life and the difference that they can have on an
individual, is vital to improving recruitment.”

“ By harnessing the power

of online and social media
Laura Kerr platforms, we can showcase the
People and Culture Business
Partner & Well-being Lead real-life stories of professionals.”
The Wilf Ward Family Trust

The Care Home Provider

“To inspire the younger generation to explore Social Care careers and gain insight into the vital skills developed in this
sector, we must take a comprehensive approach. Firstly, collaboration with educational institutions is crucial. Schools and
colleges should introduce Social Care as a viable career path, offering workshops, internships, and mentorship programs.
By harnessing the power of online and social media platforms, we can showcase the real-life stories of professionals,
emphasising the impact they make and the skills they utilise daily. Engaging influencers and role models to advocate for
the sector can help challenge stereotypes. Moreover, financial incentives, scholarships, and accessible training options
can break down barriers to entry. Creating mentorship programs and networks will foster a sense of community and
support for aspiring individuals. With 152,000 vacancies in the sector, it's imperative to attract fresh talent and address
the workforce shortage effectively.“

“Improved links with schools,

colleges and universities is a must
to showcase the fantastic and Wendy Pipes
meaningful work we do.” Head of Learning &
Organisational Development,
Consensus Support Services

The Learning Disability and Autism Services Provider

“Working in Health and Social Care is a true privilege, but we need to ensure that our future generations can see a long-
term career within the sector. Therefore, having clear career progression routes, access to personal and professional
development, such as apprenticeships and giving our younger workforce a purpose will help them develop the skills,
knowledge, and behaviours we need within the sector and help them achieve satisfaction within their role. Our sector
needs to continue to transform so that we meet the needs of our younger generations, specifically relating to digital ways
of working. Improved links with schools, colleges and universities is a must to showcase the fantastic and meaningful work
we do when supporting individuals to live their best life.”

39
 S O C I A L C A R E ’ S G O T T A L E N T

Winners of the Children & Young

People Awards 2023 announced
21st October saw over 750 people come
together at Birmingham’s ICC, for the National
Children & Young People Awards 2023. After
impressing our short listing panel with their
nominations and wowing the judges at
interviews, the evening was a great platform
to celebrate and pay tribute to the best of
the best in social care services for children,
young people and families.

Finalists represented all

areas the sector; including
employers, commissioners,
frontline workers, rising stars
and lifetime achievers - all
linked by the common thread of a
desire to make a difference, and to ensure that the
voices of vulnerable children and
young people are heard.

Meet The Winners!

THE CARE EMPLOYER THE CARE EMPLOYER THE CARE EMPLOYER THE NEWCOMER
AWARD AWARD AWARD AWARD
(NORTH) (SOUTH) (CENTRAL) Dawn
Safe Haven Cafcass Stepping Cadwell
Adolescent Stones Safe Haven
Care Group Adolescent
Care Group Ltd

THE SUPPORT THE SUPPORT THE SUPPORT THE CHILDREN'S HOME

WORKER WORKER WORKER MANAGER
AWARD AWARD AWARD AWARD
(NORTH) (SOUTH) (CENTRAL) (NORTH)
Sue Marcel Charlie Natalie
Bailey Ugolor- Piggott Johnson
Pegasus Drummond Nurture Oak House
House Step up Children Care Group Exceptional
and Family Service Care

40
 S O C I A L C A R E ’ S G O T T A L E N T

THE CHILDREN'S HOME THE CHILDREN'S HOME THE FRONTLINE THE SENIOR
MANAGER MANAGER LEADER MANAGER
AWARD AWARD AWARD AWARD
(SOUTH) (CENTRAL)
Syreeta Samantha
Zoe Simon Shah Walshaw
Sainsbury Roberts
Apple Tree Children &
Park Blue Amberleigh House Children's Young People's
Homes Care Home Service,
Wakefield
Council

THE CHILDREN'S HOME THE CHILDREN'S HOME THE CHILDREN'S HOME THE FOSTER CARER
TEAM TEAM AWARD (SOUTH) TEAM AWARD (CENTRAL) AWARD
AWARD St Elizabeth's Children's The Team
(NORTH)
Helen Clarke and Steven
Home Team Apple Tree House Rickleton
Mark
Gateshead
Bruffell Council
Witherslack Fostering
Group Service

THE FOSTERING AND THE BIGGEST IMPACT THE BIGGEST IMPACT THE SAFEGUARDING OF
ADOPTION AWARD AWARD CHILDREN
AWARD (INDIVIDUAL) (TEAM) AWARD
Rachel Marie Kinship Care Tom
Victoria Jevon Team Dennison
Davies Include 'In' Gateshead Intervention
Families First Autism Council Childrens Home
Fostering

THE CHILDREN WITH THE LEAVING THE WELLBEING THE PARTNERSHIP

DISABILITIES CARE AWARD WORKING
AWARD AWARD Jeanette AWARD
Wakefield The McMenamin FJYPB
Awareness Team Bayview Family
and Support Next Steps Childcare Justice
Programme Young
People's
KIDS Charity
Board

THE CHILDREN'S THE CHILDREN AND THE SUPPORTED THE YOUNG CARER
CHAMPION FAMILIES ACCOMODATION AWARD
AWARD SOCIAL AWARD Tiahna
Nazma WORKER David Wilson
Liaqat AWARD Thompson
Polaris Adam The Inicio Group
Community Harrison
Wakefield
Council

THE OUTSTANDING THE LIFETIME

CONTRIBUTION ACHIEVEMENT
TO SOCIAL AWARD
CARE Karen
AWARD Jackson
David Salutem Care
Thompson and Education
The Inicio Group

NOMINATIONS
NOW OPEN FOR
THE 2024 AWARDS!
www.cypawards.co.uk/nominate

41
 S O C I A L C A R E ’ S G O T T A L E N T

Girl Power in abundance at the

2023 Women Achieving
Greatness in Social Care Awards
21st November saw over 550 women come
together to celebrate the 2023 Women
Achieving Greatness in Social Care Awards.

Over 85% of the social care workforce is female. Many of

these hard working, dedicated and talented women juggle
the challenges of family life with their career. The purpose
of awards is to promote gender equity and celebrate the
incredible achievements of our female leaders.

Hosted by Good Morning Britain’s Ranvir Singh and

Magic Radio’s Neev Spencer, the awards recognised
accomplishments at all levels of leadership and from
across the whole of the social care sector; including
services for older people, people with learning disabilities
and/or autism and children, young people
and families.

42
 S O C I A L C A R E ’ S G O T T A L E N T

Meet The Winners!

THE CARE HOME BUSINESS THE HOME CARE BUSINESS THE NEW BUSINESS THE CORPORATE THE THIRD SECTOR
WOMAN OF THE YEAR AWARD WOMAN OF THE YEAR AWARD AWARD LEADER AWARD LEADER AWARD
Natasha Lazovic Lucy Campbell Elle Sena Samantha Manning Karolina Gerlich
Managing Director CEO CEO COO CEO
Barchester Healthcare Right at Home UK Chislehurst Care Excelcare Care Workers Charity

THE RISING STAR AWARD THE RISING STAR AWARD THE RISING STAR AWARD THE RISING STAR AWARD THE EQUALITY AND
(CARE HOMES) (HOME CARE) (LEARNING DISABILITIES & AUTISM) (CHILDREN & YOUNG PEOPLE) DIVERSITY AWARD
Julie Hughes Hannah Davies Julienne Langdon Paula Swindells-Walsh Sarah Offley
Carer Supervisor Business Enablement Registered Manager Chief Officer
Four Seasons Homes Christies Care Administrator Exceptional Care Dudley Voices for Choice
PBS4

THE HR AND RECRUITER THE COMMUNICATIONS THE GIRL POWER THE GIRL POWER THE OUTSTANDING
AWARD GURU AWARD AWARD TEAM AWARD PARTNER AWARD
Helen Sinden Sarah McCann Leigh Cole The Team Laura Guntrip
Recruitment Lead Head of Marketing Partnership Manager Dedicated Care Partner
Abbots Care National Care Group HABS Family Support Team East Anglia Lester Aldridge LLP

THE SOCIAL CARE THE SOCIAL CARE THE SOCIAL CARE THE SOCIAL CARE THE SOCIAL CARE
AGENT AWARD SUPERWOMAN AWARD SUPERWOMAN AWARD SUPERWOMAN AWARD SUPERWOMAN AWARD
Kaddy Thomas (CARE HOMES) (HOME CARE) (LEARNING DISABILITIES & AUTISM) (CHILDREN & YOUNG PEOPLE)

CEO Kelly Hanson Gracy Matilda Jayne Taylor Sally Jobling

Carers Collective Regional Operations Manager COO Locality Manager Divisional Director for
Allerton Group Chosen Care Group Partners in Support Supported Living
Salutem Care & Education

THE TALENT THE WELLBEING THE WOMAN IN TECH THE INSPIRATIONAL THE LIFETIME
DEVELOPMENT AWARD AT WORK AWARD AWARD VOLUNTEER AWARD ACHIEVEMENT AWARD
Kelly Pirotte Sam Chater The Leadership Team Belle Sarah Thapa Carol Cannon
Group Head of Learning Registered Manager Majesticare Health Care Volunteer Non Executive Director
and Development Runwood Homes Home Instead Greenwich, Bexley, Focus Care
Keys Group Lewisham and Southwark Supported Living

Nominations are now open for 2024!

www.thewags.co.uk/nominate
THE SPECIAL RECOGNITION
AWARD
Nadra Ahmed CBE
www.thewags.co.uk #SocialCareWomen
Chair
National Care Association

43
 S O C I A L C A R E ’ S
LEADING THE WAY IN SOCIAL CARE
Leading the way
in clinical care
Leadership, to me, is about communicating
clearly and working collaboratively to help
drive positive change.
As Director of Quality and Clinical Care at Right at Home,
my work alongside our wonderful Clinical Care Lead Lisa
Grainger, guiding the provision of clinical care in people’s
own homes has arguably never felt more important.
There continues to be huge pressure on the acute sector
caused by delayed transfers of care, amongst many other
sector-wide challenges, which I am especially mindful of
in my approach to clinical leadership.
I therefore strive not only to communicate the vision of
where we want to be, but also a clear path to get there
and how we will continue to make a positive difference
for our Clients, CareGivers and franchisees.
Once our vision and overall goals are agreed – and that’s
a collaborative approach in itself – I take a clear and
measured approach to developing how we will achieve
these goals, both with my team, individual Franchise
Owners and Registered Managers.
Inclusive leadership is critical because the objective is
to involve those who are delivering a project from the
start and take them on a journey with you. I listen very
actively to what all stakeholders tell me, and I truly value
their opinions and views.
To successfully lead a workforce in this sector it is vital
to stay informed and up to date with what is happening
across the wider health and social care landscape. It’s all
very well looking to the future, but one must also have
an in-depth understanding of the work of different parts
of the sector, the intricacies, and how these link and
impact each other.
Our biggest focus when planning for the future is always
the people we care for. I start by identifying how and
why a project or initiative would benefit our Clients
specifically, because person-centred care is at the core
of everything we do at Right at Home.
I then also think about how we can empower our
CareGivers to undertake additional training, which both
supports career development and benefits our Clients.
44
G O T T A L E N T
We’re currently providing delegated healthcare activities
training through our new Clinical Care Project, enabling
our CareGivers to deliver personalised clinical care to
Clients, which is proving to be very successful.
The long-term goals of the NHS and the Department of
Health and Social Care are to move much greater levels
of complex care out of hospitals and into the community.
The problem is, there is a general lack of capacity within
the community sector to provide the right care, in the
right place, at the right time.
This is compounded by a skills gap, as the domiciliary
care workforce needs to acquire additional clinical skills
to be able to meet the needs of an increasing number
of people with long-term chronic conditions, and that’s
what we’re addressing at Right at Home. Enhancing
the clinical offering in domiciliary care will also help
address the issues regarding delayed transfers of care
from acute-sector hospitals, by helping to speed up
the discharge process. By prioritising this preventative
care, it can also help reduce the number of hospital
admissions in the first place.
Our Clinical Care Project has immense social value as
it is helping people be cared for in their own homes
for longer. This is vital as over the years we have seen
Clients eventually have to be admitted to a specialist
care setting because of increasing complex health-
related needs.
So, my personal objective with this project is to help slow
down that process through the delivery of consistent
person-centred care.
The project is developmental – we have started with the
most common clinical areas, which are urinary catheter
care, bowel stoma care and Gastronomy/PEG care.
So far, we’ve trained 48 CareGivers in Gastronomy/PEG
care, 150 in urinary catheter care and 93 in bowel stoma
care.
As the project progresses, in years two and three we
will expand these areas with other healthcare activities,
including diabetes management.
Our Clinical Care will help to slow, if not prevent, further
decline, which will make a huge difference to the lives of
a significant portion of our highly-valued Clients.
 “ We’re currently
providing delegated
healthcare activities
training through
our new Clinical
Care Project.”

Simon Osborne
Director of Quality,
‘In Home’ and Clinical Care
Right at Home UK

45
 S O C I A L C A R E ’ S
A NATIONAL VOICE
Driving change
in children's services
Gillian Ashcroft
Company Owner
Exceptional Care Limited
In the ever-evolving landscape of social care,
leadership stands as the cornerstone that
shapes the quality of support provided to
vulnerable individuals and communities. At
every level of the sector, effective leadership
plays a pivotal role in fostering compassion,
instigating positive change, and navigating
the daily challenges.
As a social care professional, my own experiences within
the sector have highlighted the immense value and
necessity for strong leadership, to overcome challenges
but also to make crucial and sometimes hard decisions
but also to take learnings and improve operations to
ensure quality, excellence and innovation.
“ The Children’s Care Consortium
brings key stakeholders together
to discuss issues and bring about
change in the sector.”
Compassion in Action
At its core, social care is a profession rooted in empathy,
understanding, and compassion. Effective leadership
magnifies these qualities, creating a nurturing
environment for care workers to really look after
vulnerable people. Leaders who embody compassion
create a culture of warmth and genuine care, enabling
practitioners to develop meaningful connections and
nurturing attachments with individuals in their care.
Compassionate leadership provides a sense of stability,
reassurance, and hope, not only for all the people we
care for but also for the dedicated professionals working
tirelessly to make a difference.
46
G O T T A L E N T
Navigating Challenges and Inspiring
Resilience
The social care sector is no stranger to challenges.
Economic fluctuations, resource constraints, and
evolving regulations are among the hurdles we face. In
these times, skilled leadership acts as a rudder, steering
teams through stormy waters. Leaders inspire resilience
by fostering a spirit of collaboration, encouraging creative
problem-solving, and promoting adaptability. They instil
confidence in their teams, empowering them to embrace
change and view challenges as opportunities for growth
and learning. This resilience, cultivated through effective
leadership, equips social care professionals to weather
adversities and continue delivering high-quality services
despite external pressures. A prime example of this is an
external leadership initiative I have created through my
businesses, ‘The Children’s Care Consortium’ bringing
key stakeholders together to discuss issues and bring
about change in the sector.
Innovation and Adapting to the
Current Climate
The social care landscape is marked by rapid
t e c h n o l o g i ca l a d va n c e m e n t s a n d c h a n g i n g
demographics, demanding innovative approaches to
service delivery. Leaders who embrace innovation and
technology initiate positive transformations within
their businesses. Implementing digital solutions and
resources such as AI, BI, AR and VR in the training of
care workers and in care settings, has the opportunity
to transform the way those who are vulnerable or within
care, are looked after everyday. It’s innovative and tech
savvy leadership that fosters a culture of continuous
improvement.
My Role within the Sector
As a social care professional, I have had the privilege
of witnessing the transformative power of leadership
firsthand. Within my own role, I have observed how
effective leaders inspire enthusiasm, dedication, and a
shared sense of purpose among the team. By fostering
an environment of trust and open communication,
they encourage collaboration, enabling us to pool our
diverse skills and experiences for the greater good. Their
guidance empowers us to navigate complex situations
with confidence, ensuring that the individuals we
serve receive the highest standard of care. The value
of leadership in social care cannot be overstated. It is
the driving force that nurtures compassion, navigates
challenges, inspires resilience, and fuels innovation.
Effective leadership is not just a necessity; it is a lifeline
that sustains the sector and empowers social care
professionals to create lasting, positive impacts on the
lives they touch.
 The Sector’s
Premier Event For
Leaders and Influencers
in Social Care

RECOGNISING INFLUENTIAL LEADERS IN SOCIAL CARE

I N C O R P O R A T I N G

Autumn 2024
Central London Hotel

N O M I N A T E N O W A T

www.socialcaretop30.co.uk
 L E T ’ S
Developing social care
managers through Digital
Leadership Programme
Skills for Care shares how a new digital
leadership programme can help to develop
managers’ digital confidence to support the
future of care delivery.
The Digital Leadership Programme is a national
development between Skills for Care and The National
Care Forum (NCF) for both new and experienced
managers of adult social care services.
“Employers can use the WDF
to claim £500 per participant.”
It was first piloted in early 2020 as face-to-face
programme and was developed collaboratively with
registered mangers and other sector stakeholders.
It was a pioneer at the time in developing support
for managers on their digital journey, as digital care
solutions became more prominent, and leaders looked
for support to develop their skills in this area.
Following the pilot Skills for Care has worked with
NCF to further develop and update the programme,
which officially launched earlier this year as a virtual
programme delivered over four modules across a six-
week period.
The refreshed programme is an important asset in
supporting leaders to feel confident in their own digital
skills and their ability to support and develop the digital
skills of their team. As we move into 2024 the need
for everyone working across social care to be skilled
and confident in using digital technology becomes
increasingly vital to support person-centred and
effective care.
Currently 60% of adult social care services have adopted
digital social care records.
The Government has stated a target of 2025 for all
health and social care settings to have the right
infrastructure and connectivity to work digitally and for
established digital, data and technology talent pipelines,
and improved digital literacy among leaders and the
workforce.
48
L E A R N
The Digital Leadership Programme supports managers
to gain the underpinning skills and knowledge of
digital leadership that can be practically applied when
implementing technology in a care service.
The four key areas covered in the programme are digital
basics; leadership and transformational change; co-
production, and using data to create change.
Within these modules the key issues covered include a
look at what organisational culture is needed for digital
change; how technology can better support people who
draw on care and enhance person-centred care; how to
overcome barriers to being more digital, and how to use
digital data ethically and securely.
It also supports participants to think about digital
specifically in relation to their role and what digital tools
they can use in their organisation.
Crucially the programme covers how to be a digital
leader – including supporting others to develop
their digital skills, building a positive digital learning
environment, and how to create and encourage the role
of digital champions in their organisation.
The programme has a real focus on being interactive and
encouraging group discussions around the key topics.
At the end of the programme the participants present
to each other about what they’ve learned from the
programme and how they’ve put this into practice in
their organisation. This is a real opportunity for leaders
to learn from each other and develop new practices in
their teams.
Individuals can sign-up to join the programme with a
group of participants from across other organisations, or
establishments – including providers, local authorities
or integrated care systems – can commission the
programme exclusively for their team.
Employers can use the Workforce Development Fund
(WDF) to claim £500 per participant once they have
completed the programme and have received their
certificate, subject to meeting the eligibility criteria for
the WDF.
Participants who’ve undertaken the course so far have
provided positive feedback.

Find out more about the programme:

https://www.skillsforcare.org.uk/Support-for-
leaders-and-managers/Managing-a-service/
Digital-technology-and-social-care/Digital-
leadership-programme.aspx

Skills for Care is also currently running a

campaign to support social care managers to
improve their digital confidence. Find out more:
www.skillsforcare.org.uk/digitalconfidence

Upcoming programme dates:

Workshop 1 –
The digital basics
Tuesday 9 January 2024,
10:00 – 15:00

Workshop 2 –
Systems knowledge and governance
Tuesday 23 January 2024,
10:00 – 13:00

Workshop 3 –
Being a digital leader
Tuesday 30 January 2024,
10:00 – 13:00
“ The Government has Workshop 4 –
stated a target of 2025 for Critical thinking and action planning
Tuesday 13 February 2024,
all social care settings to between 10:00 – 15:00

have the work digitally.”

Beverly Futtit, Digital Transformation Lead, National

Care Forum who has been facilitating the course said:

“Managers have such a complex role, and it can be

daunting to have digital responsibilities layered on
top. However, it is incredible to see the enthusiasm,
passion, and commitment to implementing change
demonstrated by managers attending this course.
Module by module their confidence is growing, and it is
so reassuring to see them exploring quality of care as
they embrace their roles as digital leaders.”

49
 L E T ’ S
5 ways to help care residents
combat winter blues
3 Healthy Eating
Sam Ward OBE
Deputy CEO
Royal Voluntary Service
As we head into the winter season, it's
important to remember that for many the
4
colder, darker months can have a negative
impact on wellbeing. The winter blues, also
known as Seasonal Affective Disorder (SAD),
can affect anyone including those in care.
To combat the blues and promote a happier
and healthier atmosphere, here are five
recommendations for this winter.
1
Physical Activity
Physical activity is essential for mental and emotional
wellbeing, and it can be especially helpful during the
winter months. Encouraging care residents to stay
active can make a significant difference, regular exercise
can boost serotonin, endorphins, and other feel-good
chemicals. Organise group exercise sessions or facilitate
one-on-one activities such as chair yoga or indoor
walking. Physical activity not only helps improve mood
but also enhances overall health, mobility, and social
interaction.
2
Communication
and Connection
Isolation can intensify feelings of sadness and
loneliness during the winter. Residents who are
separated from family and friends might feel even
more alone during this time. Caregivers and staff
should promote regular social interaction through
video calls, letter writing, and engaging residents in
conversation and group activities to foster a sense of
connection. There are also services carers can utilise
to support residents. Across England, volunteers are
making friendly and encouraging Check In and Chat
phone calls to those in need of a chat through the NHS
and Care Volunteer Responders programme. It's free
and easy to make a referral, carers can request support
by visiting nhscarevolunteerresponders.org or calling
0808 196 3382
“ SAD can affect anyone including
those in care.”
50
L E A R N
Nutrition plays a crucial role in managing mood and
overall wellbeing.. When planning meals ensure they
are well-balanced and nutrient dense. Offering seasonal
fruits and vegetables, warm soups, and comforting
dishes can make mealtimes a source of joy. Residents
should be encouraged to stay hydrated, even mild
dehydration can affect one's mood, energy level and
ability to concentrate.
Brighten a Space
In winter, the lack of natural sunlight can contribute
to feelings of depression and lethargy. Sadly, when
the sun does shine in winter, it's often too cold to go
outside and soak it up. But there are ways to counteract
this and brighten up living spaces. To create a warm
and welcoming atmosphere, it's important to ensure
that common areas and resident rooms have enough
lighting. Adding cheerful and colourful decorations
like artwork and plants in communal spaces can also
boost residents' moods and create a more friendly
environment.
5
Stick to a Routine
Consistency and structure are key to maintaining
wellbeing, especially during the winter months. By
establishing and adhering to a daily routine, residents
can feel more in control and less overwhelmed by the
winter blues.
The dark mornings make getting out of bed tough, but
it’s thought that sticking to the same sleep-wake cycle
every day, can help to balance the natural circadian
rhythm. Encourage regular wake-up and bedtime
schedules, mealtimes, and activity periods. Incorporate
activities that residents enjoy and look forward to,
whether weekly movie night, game day, or crafting
sessions. Predictable routines provide a sense of
security and comfort.
Helping care residents combat the winter blues is
about creating an environment that supports physical,
emotional, and mental wellbeing. By encouraging
physical activity, maintaining social connections,
promoting a balanced diet, brightening living spaces,
and sticking to a routine, care facilities can make the
winter months more manageable for their residents.
Winter doesn't have to be a season of gloom for those
in care; it can be a time of warmth, connection, and
contentment.
For extra support make sure to utilise the NHS
and Care Volunteer Responders programme, learn
how volunteers can support you here: https://
nhscarevolunteerresponders.org/referral/adult-
social-care-providers
 2024
★ NOVEMBER 2024 – CENTRAL LONDON HOTEL ★
“The majority of staff within the sector are women, and the awards
is a great way to recognise their significant accomplishments.”
Professor Vic Rayner, CEO, National Care Forum

THE CATEGORIES

★ The Business Woman of the Year Award ★ The Corporate Leader Award ★
★ The Third Sector Leader Award ★ The New Business Award ★
★ The Girl Power Award ★ The Woman in Tech Award ★
★ The Outstanding Partner Award ★ The Rising Star Award ★
★ The Talent Development Award ★ The Communications Guru Award ★
★ The HR and Recruiter Award ★ The Social Change Agent Award ★
★ The Equality and Diversity Award ★ The Wellbeing at Work Award ★
★ The Social Care Superwoman Award ★ The Inspirational Volunteer Award ★
★ ★ The Lifetime Achievement Award ★ IN

WITH ASSOCIATION
WITH
CELEBRITY
GUEST
PRESENTER!
★

★ NOMINATIONS FOR 2024 OPEN SOON! ★

www.thewags.co.uk
 B U S I N E S S
Helping care providers
achieve Outstanding
Over the last few months, partners of
the McClarrons Care Network have been
producing supportive content and resources
to help social care providers get ready for
the new Care Quality Commission (CQC)
framework that launched in November.
McClarrons, an independent insurance brokers, who
specialise in domiciliary care and care home insurance,
proudly launched McClarrons Care Network in May,
which was born out of a desire to provide added value to
their existing Care & Social Welfare clients and charities.
Head of Care & Social Welfare at McClarrons, Jonathan
Copley, brought together a network of three specialist
businesses that cater for the care sector, to help clients
achieve their business goals by supporting them in
making risk and service-related improvements within
their organisations.
“ The McClarrons Care
Network are helping social care
providers get ready for the new
CQC framework.”
The network consists of award-winning care quality
software and consulting company – Be Outstanding,
full-service law firm – Brabners, care quality consultants
– Care Improvement Associates, and, of course,
McClarrons. Through the network, the partners are
offering McClarrons’ clients and charities benefits or
discounts that aren’t otherwise available. The network’s
latest activity was a recorded roundtable discussion
on the various legal and audit-related issues that care
organisations need to consider when preparing for the
new CQC framework. With Nathan Barnard, Operations
and Quality Director at Happy Futures Support
Specialists, a home care service based in Scarborough,
joining as guest compere and speaker, the network was
able to discuss topical concerns about preparing for
the anticipated challenges of the new CQC framework,
providing advice on how to address those obstacles.
Joining Nathan and Jonathan, the panel also included
Senior Associate at Brabners – Matthew Coles, inputting
with a legal standpoint on matters, CEO and Partner
at Care Improvement Associates – Rachel Bryan, and
Chief Executive Officer at Be Outstanding – Samuel
Barrington, who both focused on the importance of
proactive evidencing and the outcomes it can have on
CQC audits.
52
B A N T E R
The discussion covered various CQC-related topics,
including, but not exhaustively:
■ What the new framework looks like and what it
means for care organisations
■ How the Safe and Well-led categories tie
together and how to tackle the CQC’s key lines
of enquiry (KLOEs) for both together
■ How recruitment and training-related issues tie
in with providing a Caring and Effective service
■ How quickly things can change if you are
not responding to care needs, complaints,
whistleblowing, equality and equity
■ What worst-case scenarios could look like
when things go wrong in a social care setting,
and how to prepare for and prevent them
■ How to creatively, easily, and proactively
evidence care
On the theme of taking proactive measures, Nathan also
shared experiences, learnings, and practices that have
worked well for Happy Futures, who have consistently
received an Outstanding CQC rating since 2018 and
been a national winner at the Great British Care Awards
multiple times. By sharing Nathan’s insight along with
those of the partners, the network’s aim was for viewers
to take some ideas and guidance away that can be
implemented immediately to help better their services.
Bitesize segments of the discussion, split into core topics
of Safe and Well-led, Evidencing, Responsive, Caring and
Effective, and If the Worst Happens, as well as the full
recording, are publicly available via McClarrons’ LinkedIn
and website so that all care providers, McClarrons client
or not, can watch and benefit from the conversation. To
catch up on a specific topic or watch the full recording,
simply search McClarrons Care Network on your search
engine to find the network’s dedicated webpage.
For any questions about McClarrons Care Network
or to discuss your existing insurances, contact
McClarrons’ Care & Social Welfare team on
01653 600477 or at care@mcclarroninsurance.com
 The Legal Bit
CQC enforcement powers:
Urgent action under Section 31
Jenny Wilde
Lead Partner
Acuity Law
Since the pandemic there has been an
increase in the level of enforcement action
taken by the CQC. This can be linked to the
CQC’s shift to risk-based regulation. There
are different levels of enforcement action
available to the CQC. The action can be on
an urgent basis (which is used in the most
serious of cases under Section 31 Health and
Social Care Act 2008 aka “Section 31”) or
using the more common “slow process”. This
article focuses on the urgent action the CQC
is able to take under Section 31.
“ If a provider does not appeal
within the 28-day period then it
will lose the right to appeal.”
Under Section 31, the CQC has the power to impose,
remove or vary conditions of registration, with immediate
effect.
Whilst it cannot be used to cancel an entire provider
registration, Section 31 can have a similarly catastrophic
impact if, for example, the variation of one of the
conditions is the removal of one of the locations on a
registration.
Why Section 31?
When deciding the level of enforcement action it will
use against a provider, the CQC will reflect on its most
recent findings and the perception of risk that those
findings reveal. The legal test for taking urgent action
under Section 31 is that the power will be exercised if
the CQC has “reasonable” cause to believe that unless
it takes the action any person “will or may be exposed
to the risk of harm”.
This is a low bar.
There is no definition of “harm” in the Act, but it has
been traditionally approached by the relevant courts to
take into consideration the health, safety and welfare
of service users and can include both physical or
psychological harm.
53
How is a provider notified of a Section
31 Decision?
Unlike the “slow” version of CQC’s enforcement action,
a provider will not be issued with a Notice of Proposal
warning it that the regulator is considering taking action.
Section 31 has an instant impact and the provider will be
issued with a Decision detailing what changes have been
made to its registration.
Sometimes, the CQC will issue a “letter of intent” in lieu of
a Notice of Proposal – warning providers that it is about to
this urgent action. These should be taken seriously.
Can I respond to a Section 31 Decision?
Given the urgent nature of this enforcement action there
is no mechanism to submit any representations directly
to the CQC. As the Decision is instantly adopted, the
only way to challenge it is through the First Tier (Care
Standards) Tribunal. This must be done within 28 days of
the Decision being received.
This will bring a provider into formal legal proceedings.
If a provider does not appeal within the 28-day period
then it will lose the right to appeal and the change to the
registration will remain in place.
How can I succeed in an appeal against
a Section 31 Decision?
When submitting an urgent appeal to the Tribunal a
provider must be persuaded that there was not sufficient
enough risk of harm present to justify the action taken.
Where there has been risk, providers must be able to
demonstrate that this has been remedied. Section 31
appeal hearings are complex. Providers should find a
legal advisor that can work with them on both operational
changes that are required as well as the preparation of
their legal case.
Taking early legal advice when faced with a Section 31
appeal will enable providers to develop a strong strategy
and prepare compelling and targeted evidence to present
to the Tribunal.
Jenny.Wilde@acuitylaw.com
“ The CQC has the power
to impose, remove or vary
conditions of registration, with
immediate effect.”
 B U S I N E S S
Competent and compassionate
leaders of tomorrow
Gill McAteer
Director of Employment Law
Citation
Ensuring that leadership is consistent and
measured is a challenge – but it is crucial to
avoid inefficient operations and demotivated
employees. Having worked with over 2,000
care providers for 20 years, we understand
that training and development has long been
a challenge for the sector.
Service users are always the priority, meaning that
operational management is always top of the list, and
people management sometimes has to take a back
seat. Time isn’t the only factor – underfunding has made
it a challenge to invest in training and development.
However, investment in the right training and
development can create a more efficient business and
positive environment for staff and service users alike –
so how can care home managers and owners navigate
this challenge?
“ There are several
legislative changes coming into
force in 2024.”
Taking a bespoke approach
It can create efficiencies to take a ‘one size fits all’
approach to mandatory training. These sessions include
vital information on processes and policies, but managers
have an additional responsibility to ensure training is
implemented in practice. Team leads need to motivate
staff and bring policies to life, as well as ensuring that if
rules are breached, the correct procedure is followed, so
it’s crucial that training is tailored for each role.
Take bullying and harassment for example. It is essential
that care businesses have the right policies in place
and employees are aware of what is deemed to be
inappropriate behaviour, but these efforts will not protect
the business from liability if managers do not handle
situations correctly. Establishing an environment where
employees know that unacceptable behaviour will not
be tolerated will lead to more engaged employees and
will save managers time and disruption further down
the line. However, managers need to be supported with
training on how to deal with these issues.
54
B A N T E R
The battle against time
The care sector can struggle to dedicate the time
and resources to train and develop leaders, and this
could result in poor staff retention as employees feel
undervalued and unsupported.
There are several legislative changes coming into force in
2024, including:
■ Changes to the accrual and payment of holidays for
irregular hours workers
■ The introduction of a new right to Carer’s Leave
■ A new right for workers with an unpredictable
working pattern to request more predictable shifts
■ Changes to the right to request flexible working
To be ready, and reduce any impact on the quality of
service, it is crucial that care businesses review current
ways of working and support available to managers.
This will highlight training needs and allow these to be
addressed ahead of time, to ensure staff feel well equipped
to deal with situations and can deliver the best possible
outcomes. Of course, it is not just a case of knowing what
needs to be done – how requests are handled can make
a crucial difference to your culture. Managers need to be
trained to lead with an authentic and positive approach to
create an open culture where employees feel comfortable
to ask for the support they need.
Engagement is key
It’s also crucial that teams are actively engaged with
training. Everyone has a different way of learning,
so where possible, training programmes should
acknowledge and support this. We have seen an increase
in care organisations opting for more interactive in-person
training for small groups, as trainees leave with a more
comprehensive understanding and willingness to put
it into practice compared to virtual sessions. To deliver
effective training and reduce pressure on management
to communicate new policies, it’s worth considering
that external training providers can be brought in to run
sessions.
A positive influence
In addition to training, it is important that managers have
a hunger to develop and enjoy people management.
As pressures on managers increase, with operational
responsibilities compounded by challenges around
sponsorship and employee wellbeing, having a strong
support network for your management team is essential.
This allows them to share learnings, helping them to
tackle issues together.
Though training and development requires a time and
financial investment, the return is happier, more prepared
and productive employees - so it’s worth considering how
re-evaluating training and engagement could help you to
improve morale, operations and quality within your care
business.
www.citation.co.uk
 B U S I N E S S
This month,
Kirsty meets ...
Each month I meet key stakeholders and
business leaders in the social care sector. This
month I met Mark Story, Head of Learning
Innovation at FuturU. I caught up with Mark
to discuss education, training and the role of
artificial intelligence in doing so.
So Mark, can you tell us a little bit
about FuturU?
Launched in 2023, FuturU provides free online training
to more than 70,000 health and social care professionals
in 20 countries. With over 100 CPD-certified courses
- from safeguarding to dementia awareness - our
platform empowers nurses and care workers to take
charge of their own learning and development journey.
FuturU raises the bar when it comes to course quality
and creativity. We’re swapping out traditional text-
based e-learning for engaging story-led, scenario-based
courses that help people gain practical skills. It’s also
completely free for managers to sign up their staff to
FuturU and assign them courses.
“ ‘Free’ doesn’t have to equal ‘low
quality’. We’re using technology to
drive down the cost of training
and meet the needs of all carers.”
Why is free education and training
important for the social care sector
specifically?
The government halved its social care workforce funding
earlier this year. Yet, despite this, demand for social
care is at a record high and staff vacancies continue
to rise. This is unlikely to change unless we do more to
encourage people to join the sector, while also retaining
existing talent by offering ongoing development.
Free training is a great starting point, as it removes
financial barriers, particularly for self-employed workers
who have to self-fund their training and for unpaid carers
who don’t usually have access to any formal training.
By making training free and accessible to them, we
can improve their confidence levels and ensure they
feel supported by the sector. We also hope that free
training lead to an increase in people completing non-
mandatory courses to pick up new skills and increase
their knowledge.
55
B A N T E R
Mark
Story
Head Of Learning
Innovation, FuturU
Importantly, ‘free’ doesn’t have to equal ‘low quality’. At
FuturU, we’re using technology to drive down the cost of
training, while building the tools that allow us to create
engaging content that meets the needs of all carers.
Technology is playing an
increasingly large and important role
in the sector, how does FuturU take
advantage of innovations such as AI?
Technology has the power to transform the sector by
standardising training, making it easier to competency-
assess workers remotely, all while removing human bias
and not adding to a worker’s already stretched to-do
list. The industry does however need help to navigate
the impact of AI, and organisations like FuturU are
committed to helping that.
We’re developing an industry-first AI motion capture tool
to help workers safely practise moving and handling
techniques in a virtual environment. Carers can become
more confident and familiar with everyday tasks, such as
moving someone from a seated to a standing position,
to reduce the risk of injury and improve the quality of
care. In the future, our tool will also help train people in
CPR and putting people into the recovery position.
What is the current approach to
training in the sector and why (and
how) do we improve upon this?
Often classed as the gold-standard, in-person training
plays an important role across the industry. However, we
need to acknowledge its effectiveness largely depends
on the trainer, course content and the baseline level
of participant’s knowledge. It can also be expensive
and hard to scale up, leading to less participation and
investment in continuous learning.
In addition to this, when face-to-face courses are full, it
can be hard for a trainer to offer a quality assessment
within the scheduled time. This is just one of the reasons
why we need to take a bold leap out of the tick box
and pair in-person training with immersive e-learning
experiences. Online training can be used to drive up
baseline knowledge, allowing in-person training to cover
more details and be maximised better.
And finally, where can we find out
more about FuturU?
You can find more information about FuturU on our
website https://futuru.ai and LinkedIn page https://
www.linkedin.com/company/futuruai/
Kirsty Hollins Communications Executive, Care Talk