Meallmore Confirms 30th Care Home with Eaglesham House Development
Scotland’s leading provider of older person and specialist care, Meallmore, is set to open its 30th care home in spring 2027.
Located in Clarkston, East Renfrewshire, Eaglesham House Care Home will provide personalised nursing care and support for 50 people, including those with dementia and its related conditions.
The purpose-built, state-of-the-art care home will feature a range of amenities including private ensuite bedrooms, a cinema room, hair salon and champagne bar, all thoughtfully designed for residents to relax, socialise and enjoy everyday life.
Once open, Eaglesham House will provide in the region of 80 full-time equivalent jobs in a variety of roles, including nurses, care assistants, services team members, administrators, and managers. Recruitment for these roles will commence in September.
Built on the former grounds of Greenbank Church, the opening of Eaglesham House represents a £15m investment by Meallmore to the local community, supporting continued investment in local facilities. The development forms part of a wider approach to creating high-quality care homes that respond to Scotland’s ageing population and the growing need for modern care services.
Eaglesham House is Meallmore’s 30th care home in Scotland, and ninth within the Greater Glasgow and West Scotland region.
Earlier this year, Meallmore was named in the Top 20 Large Care Home Groups across the UK for the first time and is recognised for excellent standards of care for its residents, including those living with dementia.
Cillian Hennessey, CEO at Meallmore said:
“Eaglesham House is a fantastic addition to our care home portfolio. This modern, luxury home will be finished to the highest standards and is designed for people who want to live well, with the reassurance of expert 24-hour nursing care and support around them. It will provide a safe, comfortable and homely environment for residents, where they can feel part of a warm community. Our experience from managing eight other homes in this region of Scotland means we are very well-equipped with knowledge of the area and will look to continue building strong connections with local members of the public and community groups.
“We’re very proud to be opening what will be our 30th care home and look forward to welcoming residents to Eaglesham House next year.”
Meallmore currently operates 27 homes across Scotland: 21 for older people, five for adults with mental health needs and one for adults with learning or physical disability. Along with Eaglesham House, two other new homes are nearing completion, which will provide services for elderly people in Aberdeen City and Broughty Ferry.
The difference between delivering care and delivering a good lived experience
There is a dangerous comfort in believing that care has been delivered simply because a task has been completed. Medication administered. Personal care provided. Meal served. Fluid chart updated. Care plan reviewed. Family contacted. Risk assessment filed.
All of these things matter. In regulated care, they matter profoundly. They protect life, evidence accountability and create the basic architecture of safe provision. But they are not, by themselves, the same as a good lived experience. Care is what we provide. Lived experience is what the person actually receives, feels, remembers and carries. That distinction may appear subtle, but in practice it is the line between a service that is merely operational and a service that is genuinely humane. It is also the line between compliance as a defensive activity and quality as a living culture.
Across adult social care, we have become skilled at documenting inputs. We can evidence rotas, audits, supervisions, incident reviews and policy updates. Yet the most important question is often the one least easily captured in a spreadsheet: what does it feel like to live here, to be supported here, to lose independence here, to depend on strangers here, to age here, to recover here, or to spend one’s final chapter here? That is the question that separates delivering care from delivering a good lived experience.
Care Is Not Enough If It Does Not Preserve Personhood
Good care begins with safety, but it cannot end there. A person can be safe and still feel invisible. A person can be clean, fed and medicated, yet still feel lonely, patronised or managed rather than known. A person can have every clinical need recorded and still experience a daily erosion of identity. The purpose of care is not simply to maintain the body. It is to uphold the person.
In my own work across staffing, homecare, supported living, complex care and social care innovation, I have learnt that the best services are not defined by how efficiently they complete tasks. They are defined by how intentionally they protect dignity, autonomy, belonging and meaning. A good lived experience asks different questions.
Not only: “Has Mrs Patel eaten?”
But: “Was the meal familiar, culturally meaningful, offered with patience, and served in a way that respected her preferences?”
Not only: “Has Mr Thompson been supported to wash?”
But: “Was he rushed, exposed, embarrassed, or spoken to as though he was a task?”
Not only: “Has the activity timetable been followed?”
But: “Did anyone notice that he used to be a mechanic, that she misses church, that another resident lights up when Nigerian gospel music plays, or that someone who never joins group activities may still crave one-to-one conversation?”
Care completes the intervention. Lived experience honours the human being inside the intervention.
The Regulatory Direction Is Already Clear
The sector should not treat lived experience as a soft aspiration. It is now central to what quality means. The Care Quality Commission’s current assessment approach is built around whether services are safe, effective, caring, responsive and well-led. Its quality statements expect providers to demonstrate person-centred, dignified, responsive care that is shaped by what matters to people, not merely by what is convenient for systems. This is important because lived experience is not an optional extra added after compliance. It is the evidence that compliance has reached the person.
Regulation 9 on person-centred care requires care and treatment to meet needs and reflect preferences. Regulation 10 on dignity and respect requires people to be treated with dignity at all times. These are not decorative standards. They are operational, cultural and moral requirements.
The weakness in many services is not that leaders do not know the regulations. It is that they translate them too narrowly. They mistake “person-centred care” for having a completed care plan with preferences listed inside it. But a preference written down and then ignored is not person-centred care. A “This Is Me” document buried in a file is not lived experience. A keyworker system that does not produce emotional continuity is only a structure, not a relationship. A good lived experience happens when documented knowledge becomes daily behaviour.
The Human Difference Is Often Found in Micro-Moments
The difference between care and lived experience is rarely found in grand gestures. It is found in micro-moments repeated consistently.
It is in knocking before entering, even when someone may not respond.
It is in explaining what is happening before touching someone’s body.
It is in knowing that a resident prefers tea strong, not because it is written in the care plan, but because someone cared enough to remember.
It is in noticing when a person’s silence is not contentment but withdrawal.
It is in supporting someone to choose their own clothing, even when it takes longer.
It is in refusing to speak over a person in front of professionals.
It is in understanding that “challenging behaviour” may be grief, trauma, fear, sensory overload, pain or the final remaining form of control.
These moments do not always require more money. They require leadership, training, emotional intelligence and moral discipline.
A rushed culture produces rushed care. A fearful culture produces defensive documentation. A task-led culture produces institutional habits, even in beautiful buildings. A loving, well-led and accountable culture produces something different: an environment where people are not simply kept alive, but enabled to feel that their life still belongs to them.
Workforce Experience Shapes Resident Experience
We cannot discuss lived experience honestly without discussing the workforce.
A depleted, undertrained, unsupported workforce cannot consistently deliver emotionally intelligent care. Staff who feel unseen often struggle to see others fully. Staff who are treated as replaceable labour may begin, unconsciously, to deliver replaceable interactions. This is not an excuse for poor practice. It is a leadership warning.
If providers want better lived experience for residents, they must design better working conditions for staff: proper induction, reflective supervision, trauma-informed training, cultural competence, safe staffing, clear escalation pathways and managers who do not only audit paperwork but observe relational practice.
The care worker is often the person who creates the lived experience hour by hour. Yet too often, the sector underestimates the intellectual and emotional complexity of the role. Supporting someone with dementia, autism, mental health needs, acquired disability, frailty or end-of-life anxiety requires far more than kindness. It requires judgement, restraint, patience, communication skill and the ability to interpret human distress without reducing it to inconvenience. If we want staff to deliver good lived experience, we must equip them to understand the person beyond the presentation.
Culture Must Be Designed, Not Assumed
Many care organisations say they are caring. Fewer can prove how that care is embedded. Culture is not what is written on the wall. It is what happens when no senior manager is watching. A good lived experience requires leaders to design culture deliberately. That means asking uncomfortable questions:
- Do our rotas allow time for relationship, or only task completion?
- Do our audits measure dignity, choice and emotional wellbeing, or only documentation?
- Do complaints lead to learning, or defensiveness?
- Do families feel respected as partners, or tolerated as interruptions?
- Do residents influence decisions, or are they merely consulted after decisions have already been made?
- Do we understand cultural identity, faith, language, food, hair, skin, disability and family structure as core to wellbeing, or as “additional preferences”?
- Do we treat people’s rooms as their homes, or as workplaces we control?
If the answer is weak, the service may be delivering care, but it is not yet delivering a good lived experience.
Technology Should Support Humanity, Not Replace It
Digital systems, when well designed, can strengthen care. They can improve continuity, reduce missed information, identify patterns and support governance. I believe deeply in the role of care technology because I have seen the consequences of fragmented systems. But technology must never become a substitute for presence.
A digital care record can tell us that someone refused breakfast. It cannot, by itself, tell us whether they felt depressed, unheard, nauseous, frightened, embarrassed, or simply tired of being offered food they do not enjoy. That requires human curiosity.
The future of care should not be technology versus compassion. It should be technology in service of compassion. The best systems should free staff to know people better, respond faster, evidence more intelligently and prevent people from becoming lost inside institutional routines. Technology should help us ask better human questions.
Lived Experience Is a Leadership Standard
Ultimately, the quality of lived experience in a care setting is a leadership outcome.
Leaders set the tone for whether people are seen as individuals or packages of need. Leaders decide whether dignity is audited seriously. Leaders determine whether staff are trained merely to comply or developed to think. Leaders choose whether the organisation listens to people with humility or protects itself with polished language.
In care, leadership is not proved in board papers alone. It is proved in the dining room, the night shift, the medication round, the handover, the family meeting, the safeguarding response and the way a resident is spoken to when they are distressed, repetitive, resistant or afraid.
The highest standard is not perfection. Care is complex, and human services will always face pressure. The standard is whether the provider is awake, honest, reflective and relentless in improving the person’s actual experience.
From Service Delivery to Life Delivery
The future of social care must move beyond the narrow language of provision. We are not simply delivering care packages. We are entering people’s homes, bedrooms, routines, histories, griefs, identities and futures. That demands reverence.
A good lived experience is created when people feel safe without feeling controlled, supported without feeling diminished, known without feeling exposed, and cared for without feeling that their personhood has been swallowed by their needs. This is the work.
Not only to help someone get up, but to give them a reason to want to.
Not only to prevent harm, but to preserve hope.
Not only to meet assessed needs, but to honour the life behind those needs.
Not only to deliver care, but to deliver conditions in which a person can still experience dignity, agency, connection and joy.
The difference between care and a good lived experience is the difference between doing things to people and building life with them. The sector cannot afford to confuse the two.
About Pauline Vuyelwa Muswere-Enagbonma
Co- Founder and Group Chief Executive, Jessamy Care Ecosystem
Founder of JessamyCareOne | Master British Certified Trainer | Social Care Reformer
https://www.jessamystaffing.co.uk/
Pauline Vuyelwa Muswere-Enagbonma is the Co-Founder and Group Chief Executive of the Jessamy ecosystem, which sits within Jessamy Platinum Holdings Limited. The group includes ventures across staffing, regulated care, supported accommodation, children’s services, community transport, professional training and care technology.
Founded in 2020 from Jessamy Staffing Solutions, the ecosystem has grown into an integrated model that includes Jessamy Staffing Solutions, Jessamy Platinum Homecare, Jessamy Platinum Homes, Lumina Pathways CIC, Jessamy Transport Services and JessamyCareOne.
Pauline is a Master British Certified Trainer and CPD-accredited professional. Her work focuses on social care reform, workforce development, ethical care technology, trauma-informed care and improved life chances for children, adults and families.
Pauline’s leadership philosophy, The Discipline of Grace, reframes governance as responsibility grounded in kindness, love, care, integrity and accountability.
Stories of Care: Kevin Humphrys, CEO, Oakland Care Group
Kevin Humphrys did not set out to work in social care. There was no calling, no long-held ambition, no carefully mapped career plan. In his words, he “fell into care accidentally”. And yet, his story is one that deserves the attention of anyone in management, leadership or operations who has ever wondered whether their skills could be used for something more meaningful.
Before social care, Kevin’s career was firmly rooted in what he describes as “generic management”: banking, recruitment, HR, operations. He had a knack for fixing things that weren’t working, stepping into struggling organisations and turning them around. He was good at it. But over time, something began to feel hollow.
“I reached a point where I realised I was essentially making more money for people who already had plenty.”
That realisation stayed with him. So when an opportunity arose to apply those same skills within social care, the shift was profound. Suddenly, the work had meaning. It mattered. And once he made that transition, he never looked back.
A baptism of fire
Kevin’s route into care was shaped not by a single defining moment, but by a chain of events that unfolded quickly and decisively. In 2010, he had just completed a successful turnaround project in the Home Information Pack industry. Then, overnight, everything changed. On its first day in office, the newly formed coalition government suspended the mandatory requirement for HIPs. An entire industry was effectively switched off.
Kevin went into work, made the whole team redundant – including himself – turned off the lights, and walked out.
Not long after, a trustee from a charity providing respite care for unpaid family carers got in touch. The charity was haemorrhaging money and on the brink of collapse. They asked Kevin if he could help.
He agreed to come in for six weeks to write a business change plan. Six weeks turned into something much bigger. At the end of the process, he was asked if he would consider applying for the role of Chief Executive to implement it.
At that point, Kevin knew nothing about social care. What he did know was business. He applied anyway – and got the job.
“That was my baptism of fire. I learned an enormous amount, very quickly.”
The charity survived. It still exists today. And Kevin is still in touch with its trustees. More importantly, something fundamental shifted for him during that period. For the first time in his career, he felt he was using his skills for something that genuinely mattered.
Learning the sector from the ground up
Kevin has now spent around sixteen years in social care. After his initial role in the charity sector, he made a deliberate decision to broaden his experience across different parts of the system. He wanted to understand the sector properly – not just from the boardroom, but from the ground up.
He joined Allied Healthcare to see how a large national provider operated, then took on interim roles across acquired brain injury services, learning disabilities, autism, domiciliary care, rehabilitation, and dementia care. Along the way, he became a registered manager, operations director, regional director, and eventually CEO of Oakland Care Group in 2022. He also serves as a Director of West Sussex Partners in Care.
He’s picked up fellowships and qualifications – including Fellowship of the Chartered Management Institute and the Institute of Leadership – but he’s clear where the real education came from.
“You can’t lead effectively in this sector without understanding what happens on the floor.”
What keeps him going
Ask Kevin what motivates him day to day, and the answer comes without hesitation: the residents.
Everything else, he says – regulation, funding pressures, politics – is noise.
“What matters is whether the people in our care are living well, with dignity and purpose.”
If he ever loses sight of that, he knows it will be time to step back and reassess.
He’s also driven by transformation. Social care, in his view, is a sector full of misaligned parts: fragmented funding, inconsistent regulation, workforce pressures, and a public misunderstanding of what care actually is and why it matters. Kevin thrives on taking something that’s struggling and rebuilding it properly.
Not quick fixes. Not surface-level improvements. But sustainable change.
“Each small improvement compounds. Better systems mean more time with residents. More time with residents means better outcomes. Better outcomes create more motivated teams. The cycle reinforces itself.”
Transformation at Oakland Care Group
When Kevin joined Oakland Care Group, much of the organisation’s operation was still manual and paper-based. Administrative tasks were absorbing time that should have been spent with residents.
Over the past few years, that’s changed dramatically. Oakland has implemented integrated technology across the organisation, including AI-assisted care planning and falls prevention systems. The aim was never innovation for its own sake.
“It was about freeing people up to do what they came into care to do.”
The results have gone beyond efficiency. The culture has shifted. Residents feel genuinely cared for. Team members feel valued and experience real job satisfaction.
“That’s the transformation I set out to achieve – not just better operations, but a place people want to work, caring for people who truly feel cared for.”
Leading through humility
One of the biggest lessons Kevin learned in his move from commercial sectors into care was humility. In previous roles, he was used to being the expert in the room. In social care, that approach didn’t work.
“I had to learn to listen – to practitioners, to residents, to families.”
Leadership, he realised, isn’t about having all the answers. It’s about creating the conditions where others can do their best work.
He’s also clear-eyed about the wider challenges the sector faces. Operational improvements matter, but they don’t address the deeper issue: chronic underfunding and public misunderstanding.
“There’s a perception that care providers are making huge profits. The reality is that 85% of us are SMEs operating on razor-thin margins.”
Changing that narrative – and showing the direct link between underfunded social care and pressure on the NHS – is, in his view, as important as anything happening inside individual organisations.
Culture as the proudest achievement
When asked about his proudest moment in care, Kevin doesn’t point to a specific award or milestone. He talks about people.
“When I see managers making decisions that prioritise residents over convenience, when I see practitioners advocating fiercely for the people they support – that’s the achievement. Culture is everything.”
That culture shows up in small, human moments every day: residents enjoying activities, families expressing gratitude, colleagues quietly going above and beyond. Kevin makes a conscious effort to notice and acknowledge those moments, even amid the inevitable problems and pressures.
Technology, trust, and time
One story he shares captures the essence of how thoughtful change can transform daily working life. Oakland recently introduced an AI system to support care plan composition. What once took over four hours now takes around twenty to thirty minutes, most of which is spent reviewing and refining rather than drafting from scratch.
One team member was deeply sceptical at first – a self-described technophobe, proud of their expertise and wary of change. Kevin worked closely with them, showing how the system could enhance, not replace, their skill.
Now, that same person is one of the strongest advocates for using AI in care planning.
“What changed was time. They’re now able to spend more of it with residents – and you can see that reflected in even more person-centred care plans.”
Seeing people first
For Kevin, great care work always comes back to one thing: seeing the person.
“You can teach competencies. You can’t teach genuine care about another person’s life.”
Over the years, his perspective has shifted. He’s become more patient with people and less tolerant of excuses. Early in his career, he focused heavily on systems and processes. Now, he understands that culture matters more.
Language matters too. How the sector talks about itself shapes how it’s valued.
“We should be calling ourselves what we are: care professionals. That signals there’s a career here, not just a job.”
A life beyond the boardroom
There’s another side to Kevin that often surprises people. Alongside his role as CEO, he is an ordained priest in the Church of England. Ordained in 2000, he has served as Associate Vicar of St Michael & All Angels in Brighton since 2019.
For him, the two roles are deeply connected.
“Both are about people – their dignity, their struggles, their need to feel valued.”
The pastoral nature of ministry has shaped his leadership style, just as his experience in care has informed how he serves his parish. They are not separate paths, but complementary ones.
Why care still matters
Care is hard work, Kevin is honest about that. It’s not always well paid, and it’s rarely easy. But it offers something many jobs don’t.
“You go home knowing you’ve made a difference to someone’s day – sometimes to their life.”
And for those starting out in the sector, his advice is simple:
“Ask questions. Stay curious. And never forget why you’re here. It’s not about the paperwork – it’s about the person in front of you.”
Care Home Open Week: Catwalk to Connection
Bridges Between Generations
Some of the most memorable care home events are those that bring the wider community in, and Pine Lodge Care Home in Sittingbourne’s fashion show during Care Home Open Week did exactly that. It was not simply a display of clothing. It was a thoughtfully created experience that brought residents, staff, families, and visitors together in a shared moment that reflected the energy of modern care.
Setting the scene
From the moment guests walked in, the atmosphere felt celebratory. Disco ball decorations shimmered overhead, silver streamers caught the light, and disco lighting transformed the space into something unexpected and immersive. But while the décor set the tone, it was only the beginning. The real shift happened when the live music started.
The power of live music and movement
What set Pine Lodge’s event apart was how it moved beyond a traditional fashion show format. It became something far more dynamic. A live singer performing ABBA’s Dancing Queen turned the runway into a shared space of movement and energy.
The room came alive. Residents dressed in their best outfits began moving to the music, encouraged by staff who supported those who wanted to join in. What stood out was how naturally it happened. Many residents were not prompted so much as drawn in by the atmosphere.
One particularly touching moment was seeing an elderly couple dancing together. It captured the essence of the afternoon: simple joy, shared movement, and connection that felt both spontaneous and meaningful.
Family engagement that sets the tone
One of the strongest aspects of the day was how actively families took part. They were not positioned as spectators. They were fully involved, laughing, and sharing in the experience alongside residents.
This kind of engagement matters. When families are included in a genuine way, it strengthens relationships and reinforces a sense of belonging. It sends a clear message that this is not just a place of care, but a living community where people continue to make memories together.
The team at Pine Lodge created the conditions for this naturally. Nothing felt forced, and that made participation feel easy for everyone involved.
The rhythm of everyday life
Residents waving to friends on the runway, conversations flowing between dances, and laughter filling the room all contributed to an atmosphere that felt real rather than staged.
It was not a tightly controlled performance. It felt like community life in motion, full of energy, interaction, and small moments of connection happening all at once.
Beyond the catwalk
After the dancing, party food was served, which helped extend the sense of occasion. It encouraged people to stay, talk, and continue sharing time together. It was a simple detail, but an important one. It turned the event from a scheduled activity into a natural, ongoing social experience.
What reminiscence really looks like
The event also highlighted something care professionals often aim for, but do not always fully capture. True reminiscence work is not only about revisiting the past. It is about reactivating identity, emotion, and enjoyment in the present.
The 1970s disco theme, the familiarity of ABBA, the chance to dress up, and the presence of live music all created touchpoints that connected residents to meaningful parts of their lives. More importantly, those feelings were not just remembered. They were experienced in real-time.
The care home as a community hub
Perhaps the clearest message from Pine Lodge’s fashion show is that care homes thrive when they operate as community spaces rather than closed settings.
When families are welcomed in, when residents are supported to participate in ways that feel natural, when staff are actively involved, and when entertainment is chosen with a real understanding of residents’ preferences, the atmosphere shifts.
At Pine Lodge, that shift was visible throughout the day. Visitors did not simply attend an event. They experienced a community at its most open, connected, and alive.
Founded in 1979, Eleanor Healthcare Group is one of London's largest independent health and social care providers, supporting thousands of people across the country. The group delivers a wide range of services, including residential and nursing care, home care, extra care housing, supported living, learning disability day centres, live-in care, prison social care and hospital logistics. With a strong focus on person-centred care, Eleanor is committed to helping people lead fulfilling lives through compassionate support, meaningful experiences and services tailored to individual needs.
University College Birmingham Collaboration Integrates Specialist Dysphagia Training Within Commis Chef Apprenticeship To Address Skills Gap In The Care Sector
New dysphagia‑focused catering training aims to strengthen patient safety, improve nutrition and hydration outcomes, and support providers to meet rising clinical and regulatory expectations.
A growing collaboration between University College Birmingham’s (UCB) Department of Health and Nutrition, the College of Food and expert training firm OHK (Oak House Kitchen) has led to the launch of a new dysphagia‑focused training approach within its Level 2 Commis Chef Apprenticeship.
The enhanced apprenticeship programme is now available and aims to help address the growing demand for specialist skills required when caring for those with the condition, supporting safer mealtimes and improved nutrition and hydration across care, mental health and supported living settings.
Understanding dysphagia
Dysphagia (difficulty swallowing) is a condition that can make consuming food and drink (including water) challenging, uncomfortable and unsafe.
Most people associate the condition with elderly people who may also have additional complications such as Parkinson’s or dementia. However, it can affect people of all ages and there are many other conditions such as stroke, recovery from surgery, medications, eating disorders and learning disabilities that can cause physical or cognitive barriers to consuming food and drink safely.
One employer already championing the apprenticeship is Cygnet Group, a leading provider of health and social care services for adults and young people in the UK. Last year, the company won UCB’s ‘Apprenticeship Employer of the Year’ at the University’s inaugural Apprenticeship Recognition Awards.
“The launch of this new specialism is a significant milestone for our partnership,” says Faye Malkin, Group Training Manager (Apprenticeships) for Cygnet Group.
“The care sector is urgently calling for professionals who not only understand the impact of this condition but also possess the practical expertise to safely prepare food and drink for those in their care.
"I’m delighted that the experts at University College Birmingham and OHK have put their heads together to create this innovative offer, providing the high-quality training that has a service user focus, ensuring safe and dignified care for everyone we support.”
The impact of dysphagia
The effects of dysphagia are wide ranging, from short-term impacts such as aspiration and choking, to longer term complications such as malnutrition, dehydration, respiratory decline and prolonged hospitalisation. These risks place significant pressure on care providers and clinical teams, making safe, consistent, IDDSI‑compliant food preparation essential.
“When our ability to swallow is affected, every mealtime can become a cause of distress and discomfort,” explains Kaye Coleman, lecturer in dietetics UCB.
“It is all too easy to see how interest in food then wanes, which will have a detrimental impact on long-term health and wellbeing.
“When high‑quality, nutritious food is prepared properly, maintaining a balanced diet becomes far easier, and mealtimes no longer need to feel stressful. With the right nourishment, the body is better equipped to handle daily demands, supporting improved overall wellbeing and quality of life.”
Why add the Molila dysphagia training
UCB’s existing Level 2 Commis Chef Apprenticeship is a long-standing course that has seen graduates excel in the basics of culinary preparation, cooking and finishing, as they prepare to enter a professional kitchen environment.
Through this collaboration with OHK, the University is enhancing its training through Molila, an embedded dysphagia catering approach. Aligned to the International Dysphagia Diet Standardisation Initiative (IDDSI) framework, the Molila method that underpins the training, was born out of a need for caterers with the right knowledge and skills to prepare medically critical diets for environments such as care homes, hospitals and supported living services.
“At OHK we’re passionate about good food and the pleasure mealtimes can bring,” explained James Ball, co-founder of OHK.
“We understand that what, how and where you eat are all part of the makeup of a sociable, healthy and nutritious dining experience, that can be the highlight of someone’s day. Medical conditions that cause profound challenges, such as dysphagia, should not be an insurmountable barrier to a positive and safe dining experience and that is why we developed the Molila training.
“We’re excited to be working with the education experts at University College Birmingham in training the next generation of dysphagia-compliant culinary professionals.”
Benefits for employers
The Level 2 Commis Chef Apprenticeship is already widely recognised and accepted as an entry-level qualification for a career in the culinary sector.
The Molila specialist healthcare pathway is an additional enhancement to the existing industry-standard course and is provided at no extra cost to the employer.
Key features of the course:
- funding available through the Growth and Skills Levy (or government co-investment for eligible employers)
- day-release learning at UCB in a professional kitchen environment
- additional incentive for learners under 18-years-old
- minimum 12-month duration that includes the End Point Assessment.
“It’s been an exciting time bringing this course to market; working with colleagues in the Department of Health and Nutrition alongside OHK has been an insightful and rewarding experience,” said Stuart Wildsmith, UCB’s Senior Apprenticeship Account Lead (Culinary Arts).
“We’re all acutely aware of the skills gaps in this specialised area of the catering sector and have high hopes that employers and students will recognise the opportunity this course represents for training and career progression.
“Our Level 2 Commis Chef Apprenticeship already provides a vital grounding and start point for a culinary journey – the Molila element enhances our provision and reflects our ongoing commitment to training the best in the business.”
Employers and prospective learners: find out more about the Level 2 Commis Chef Apprenticeship including Molila dysphagia training
Paragon Development Finance strengthens presence in care home market with funding for new 71-bed Birmingham care home
Paragon Development Finance is supporting the acquisition and development of a new 71‑bed care home in Birmingham which is expected to reach a mature trading value of over £25 million.
The funding has been provided to MACC Care Properties to acquire a brownfield site on Shaftmoor Lane in Hall Green, Birmingham, and subsequently develop a 44,132 sq ft purpose‑built care home. The completed scheme will represent the operator’s 21st care home to date.
The deal was led on behalf of Paragon by Steve Mountain, Senior Relationship Director, with support from Senior Portfolio Manager, Darren Ellis, and Portfolio Manager, Olly Das.
The transaction reflects Paragon Development Finance’s continued focus on diversification, as the specialist lender broadens its support beyond its core residential development offering to respond to shifting demand and changing demographics. Alongside residential housing, the division has increasingly focused on sectors such as build‑to‑rent, later living, purpose‑built student accommodation and, most recently, care homes.
Demand for care home provision is expected to continue rising as the UK’s population ages. According to the ONS, the number of people aged 65 and over is projected to increase significantly over the coming decades, with the population aged over 85 growing at the fastest rate. Independent research indicates that close to half a million people currently live in care homes across the UK, with further capacity required as longevity increases and care needs become more complex.
Dr Naz Nathani, Chief Executive of MACC Care Group, said: “We are delighted to have worked with Paragon Development Finance on their latest transaction in the care home sector.
“This latest scheme reflects our strong track record of consistent delivery across both development and operations, and our focus on scaling a clinically led, innovative care platform, creating high-quality, luxury care environments.
“We valued the collaborative approach taken by Steve and the wider team in structuring a bespoke, sector-aligned funding solution that recognised the specific requirements of specialist care assets. As we continue to expand our platform, we look forward to building on this relationship and undertaking further transactions with Paragon to support our ongoing growth.”
Steve Mountain, Senior Relationship Director at Paragon Development Finance, said: “This was a client‑led opportunity that required careful structuring over an extended period, but by working collaboratively with the borrower, we were able to deliver a facility that reflects both the strength of the scheme and the long‑term fundamentals of the care home sector.
“Diversification is a key focus for Paragon as we respond to sectors that are increasingly critical to the UK’s long‑term housing and care needs.”
Diversification remains a key strategic focus for Paragon, as we continue to support sectors that are critical to meeting the UK’s evolving housing and care needs.”
Paragon Development Finance works with hundreds of SME developers and operators nationwide and has financed the delivery of more than 13,000 new homes since 2018. The launch of its care home offering forms part of a broader strategy to support assets that play a critical role in meeting the needs of a changing population.
To find out more about Paragon Bank’s Development Finance offering, visit: www.paragonbankinggroup.co.uk/devfin.
Technology and Complex Dementia Care: Supporting Those Who Care
By Jayne Connery FRSA, Director and Founder, Care Campaign for the Vulnerable (CCFTV)
Complex dementia care has always been a subject close to my heart. It is the reason I founded Care Campaign for the Vulnerable over a decade ago and remains one of the most important conversations taking place across our sector today.
Through both my personal experience caring for my mother, who lived with vascular dementia, and through supporting thousands of families across the UK, I have seen first-hand the challenges faced by care teams supporting people with complex needs. Distressed behaviours, falls, sleep disturbance, wandering, anxiety, aggression, communication difficulties and declining mobility all place enormous demands on those providing care.
The reality is that caring for somebody living with complex dementia requires skill, patience, compassion and constant vigilance. It is one of the most demanding roles in health and social care.
What has particularly heartened me over recent years is the number of technology companies now approaching Care Campaign for the Vulnerable to share the innovations they are developing to support residents, families and frontline staff.
The pace of innovation within the sector is remarkable.
Today, technology extends far beyond traditional nurse call systems. We are seeing acoustic monitoring solutions that can identify signs of distress without intruding on privacy. We are seeing intelligent sensor technology capable of identifying changes in movement patterns which may indicate illness, infection or increased falls risk. We are seeing systems that support sleep monitoring, hydration management and improved communication between care teams and families.
Importantly, the best technology is not designed to replace human care. - it is designed to support it.
CCFTV are strong advocates for technology that helps care staff deliver safer and more person-centred care. We know there is no substitute for a compassionate carer holding someone’s hand, offering reassurance or understanding the unique life story of the person they support. Technology cannot replace that human connection.
What it can do is provide another layer of support.
For example, in dementia care, incidents often occur unwitnessed. A resident may fall during the night, become distressed in their room, or experience a sudden deterioration in health. Technology can help identify concerns earlier, enabling staff to intervene more quickly and potentially prevent a situation from escalating.
It can also provide valuable reassurance to families who often carry significant anxiety after placing a loved one into care.
Many relatives tell us they worry most about the moments they cannot see. They worry about whether their loved one is comfortable, whether they are safe and whether help will arrive when it is needed. Appropriate technology, implemented ethically and with consent, can help build trust and confidence between providers and families.
Another encouraging development is the increasing focus on technologies specifically designed around dementia. More companies are recognising that dementia care cannot be approached in the same way as general residential care. Solutions are now being developed that consider sensory needs, behavioural changes, cognitive impairment and the unique risks associated with complex dementia.
As a safety in dementia care organisation championing technology in care including choice led safety monitoring , we welcome the opportunity to engage with innovators who share our vision of safer, more transparent care. We are often approached by technology providers seeking our feedback because of our unique position supporting families while also working closely with care providers across the country.
This allows us to ask important questions. Does the technology genuinely improve outcomes? Does it support dignity? Does it assist staff rather than burden them? Does it promote independence wherever possible?
These are the questions that matter.
The future of dementia care will undoubtedly involve greater use of technology, but success will depend on maintaining the right balance. Technology should never become a substitute for human compassion. Instead, it should empower carers, enhance safety, strengthen communication and support better decision-making.
I am genuinely encouraged by the innovation taking place across our sector. Every week I speak with organisations developing new solutions aimed at improving the lives of some of our most vulnerable citizens.
For those of us passionate about complex dementia care, that can only be a positive step forward.
When technology and compassionate care work together, we create environments where residents are safer, staff feel more supported, and families have greater peace of mind. Ultimately, that is what good dementia care should always strive to achieve.
Newton Mearns Care Home Makes Wishes Come True
A Newton Mearns care home is making residents’ dreams come true, with the introduction of a Wishing Tree.
The activities team at Mearns House Care Home introduced the Wishing Tree at the start of the year, following ideas and feedback from meetings with residents.
Every resident has the chance to write down a wish, such as favourite activity, a trip out, a special meal, or reconnecting with a hobby, and place it on the tree. Throughout the year, the Mearns House team is selecting one or two wishes each month to make come true. All wishes are reviewed and approved to make sure they’re safe and achievable, then the team works together to bring them to life.
Over the last few months, residents have gone from the sea to the skies as their dreams have become a reality.
One of the first to have their wishes granted was Ian McNaught. Ian’s wish was to visit Deep Sea World, and he chose his friend Donald to share the experience with him. Ian and Donald explored the wonders beneath the waves, taking in all the marine life. A highlight of the day was a show and tell session, where they learned more about the animals up close, followed by the much-loved seal show.
Speaking about the experience, Ian said:
“I’ve always loved fishing and being by the sea, so getting the chance to visit Deep Sea World and see all the fish up close meant so much to me. The trip to North Queensferry was really special, and it’s a day I’ll never forget.”
Another special occasion was for Joan McCallum, Maureen Orr and Isobel Campbell who went for a visit to Ingliston Country Club to enjoy a horse tour together. With the Grand National taking place on the same day, the experience was extra special, bringing an added sense of excitement and atmosphere to the outing.
Following the animal theme, Alistair Mitchell, John Ferguson and Donald Mack wished to learn more about birds of prey. They took a trip to Strathblane Birds of Prey, where instructor, Graham, shared his knowledge and enthusiasm with them, before the gents had the opportunity to hold and fly the birds.
John said: “Seeing the birds of prey up close was a truly unforgettable experience and one that I’ll always remember with great happiness.”
While many of the wishes have included excursions, others have been focused on hobbies closer to home. John is also a proud member of the Queen’s Park Camera Club and has spent a lifetime capturing the world through his camera. For his wish, he requested the time to share his photo slides with others at Mearns House, inviting the team and residents to experience the world through his eyes.
John said:
“Photography has always been a huge passion of mine, especially through my camera club, so having the chance to capture such amazing moments made the day incredibly special for me.”
Resident, Donald joined the session and explained: “He has a terrific sense of colour… watching the slides makes me want to go to the places he’s photographed.”
The tree will stay up all year round, so new residents will always have the opportunity to take part, and everyone will continue to be included.
Kirsty Craig, Care Home Manager at Mearns House said:
“The Wishing Tree is something really special that we’ve introduced at the heart of our home. We invite every resident and their loved ones to take part - if there is something they’ve always wanted to do, see, taste, try, or experience, we suggest they write it down and place it on our tree. We love celebrating the passions, talents and life stories of the people who live with us, so getting to learn more about their wishes and then getting to make some of those come true is wonderful.
“This activity is all about creating joy, sharing experiences, and making meaningful memories together. It’s brought a real excitement to the home this year, and while not all residents get to take part in every wish, we all get to share the joy in hearing about it and discussing what we’ll do next. The activities team have done an incredible job creating this initiative and then working out how to make dreams come true – well done to all of them for their hard work and fairy dust!”
Mearns House is run by one of Scotland’s most trusted providers of elderly and specialist care, Meallmore Ltd. Last month, Meallmore was named in the Top 20 Large Care Home Groups across the UK for the first time and is recognised for excellent standards of care for its residents, including those living with dementia.
Celebrating its 40th year in business this year, Meallmore currently operates 27 homes across Scotland: 21 for older people, five for adults with mental health needs and one for adults with learning or physical disability. Three new homes are in development, which will provide services for elderly people in Aberdeen City, Broughty Ferry and Clarkston.
New manager appointed at We Care Group’s Mahogany Care Home
We Care Group, a trusted family of care, nursing and dementia homes based in the North of England, has appointed a new manager at Mahogany Care Home in Newtown, Wigan.
Having started out in the healthcare industry at the age of 19, Andrew Thompson recently started his new role at Mahogany Care Home, which provides accommodation for up to 51 individuals who require nursing, residential or dementia care.
Andrew began his career as a care assistant specialising in dementia care while completing three years of nurse training, and then moved into roles including staff nurse, unit manager, clinical lead and area care coordinator in both the public and private sectors.
Across his varied career to date, Andrew has taken responsibility for staff training, resident safety and care home governance, and is particularly passionate about team development and keeping standards high.
Speaking about his new role, Andrew said: “I’ve had a really positive start at Mahogany and have been impressed with how welcoming the entire We Care Group team has been. The senior staff are extremely approachable, understanding and happy to help with any queries, and it’s reassuring to know that support is there.
“I’m passionate about supporting residents to keep living life to the full once they enter the care environment, and I’m keen to encourage them to take part in activities that help them remember the person they were before they got ill. Equally, staff training is very important to me. If our staff feel supported and have the tools they need to succeed, this will naturally benefit residents too. It’s all about creating the right conditions for everyone to thrive, and we’re on a journey with Mahogany to make it the best it can possibly be.”
Bernie Suresparan, founder and CEO of We Care Group, said: “Andrew has a huge amount of varied experience in the health and social care sector, and I’m confident he’s going to be a real asset to the team at Mahogany Care Home.
“His passion for nurturing staff and supporting team development is something we share at We Care Group, and I’m looking forward to seeing the team and residents thrive under his leadership.”
We Care Group is an award-winning specialist care provider with a long-standing reputation for providing outstanding person-centred care to residents across the North and Northwest of England, helping residents to live with dignity, choice and independence. The group offers nursing, residential, palliative, end of life, bariatrics, young mental health, and dementia care, all rooted in the values of family, honesty and respect.
We Care Group and Summit Care Group celebrate staff successes at third annual ‘Shining Star Awards’
Leading care home providers, We Care and Summit Care Group, have recognised the dedication, compassion, and excellence of their team members via their third annual Shining Star Awards.
The event, which took place at the iconic Kimpton Clock Tower in Manchester, brought together more than 400 colleagues to recognise the exceptional individuals and services that make an impactful and meaningful difference to the lives of its residents.
This year’s ‘showtime’ themed ceremony recognised excellence across 13 categories, celebrating outstanding individuals and teams from across the organisation.
Winners included Santosh Shahi from Banksfield, Harshani Daniel from Barnston Court, Mia Evans from Ashbourne, Grace Winstanley from Douglas Bank, Rachael Harrison from Swansea Terrace, Alan Potter from Beechcroft, Chitra Jose from Tudor Bank, Kosala Ranasinghe from Head Office, Jayne Hughes from Woolton Grange, and Darren Wilkinson from Knowles Court.
A Special Recognition Award was presented to Zamry Ashik from Head Office, while Sowerby House Care Home was named Care Home of the Year.
Speaking about the event, Jacqui Ritchie, Chief Operating Officer said:
“ It is an absolute honour and privilege to be able to acknowledge the efforts of everyone involved in delivering great care to our residents and their families.”
Bernie Suresparan, CEO of We Care Group and Summit Care Group added:
“We are incredibly proud to celebrate the dedication, compassion and professionalism of our teams.
“Their commitment ensures that we consistently maintain the highest standards of care for our residents. By celebrating these achievements together, we reinforce the shared values that underpin excellence across both groups.”
We Care Group and Summit Care Group are award-winning specialist care providers with a long-standing reputation for providing outstanding person-centred care to residents across the North and Northwest of England.
Helping residents to live with dignity, choice and independence, the groups offer nursing, residential, palliative, end of life, young mental health, and dementia care, all rooted in the values of family, honesty and respect.
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